Happy New Year to all!
Barry Mallis wrote on 15 Dec 1995;
> Roxanne:
>
> While I agree in principle with a need to find and renew intrinsic
> "motivators", I also wish to caution you against broad generalizations.
>
> You state that "all...attempts to motivate...with extrinsic devices tells
> employees that their work is so odious that we couldn't expect them to do
> it without bribes".
>
> The evidence that this is universally true? I do not find that a climate
> of competition created by extrinsic motivators detroys teamwork advances.
> There are documented examples of best-in-class companies where extrinsic
> motivators work hand in hand with intrinsic values informing the work
> people do--work people want to do.
I am not sure whether the existing research can separate the
effect of extrinsic rewards from the intrinsic ones. A lot of accumulated
experiences, plus what I have read and studied, indicate to me that
extrinsic rewards do not go too far.
> Recognition and reward (non-monetary or monetary) are principal components
> of the Total Quality Infrastructure.
>
> I'm not sure what your particular background is, but the data points I
> have available through "societal networking" among Total Quality companies
> suggest a synergy between the intrinsic and extrinsic.
>
> Barry Mallis
I have too many doubts about the effect of extrinsic rewards on
the development of a learning work force. Money may not really make
people think more, or think more effectively (whatever that means!), or be
more creative and innovative, or... Without the desire to defend any
theory of motivation, which I don't think they work, Maslow's need
classification scheme can be used to help explain how far the extrinsic
rewards go. They really deal only up the needs related to security. I
don't think people get self-esteem from money, or meet their "being" needs
with extrinsic rewards! I believe that the most globally competitive
companies have taken good care of the higher order needs of their
employees. I don't think that we can motivate people to be most
productive or do more quality work. The most we can do is to develop a
work enviroment that allows people to work, feel, create, develop, etc.
Then we might have better performance. However, in societies such as ours
in the U.S., and in less intellectually demanding jobs, extrinsic rewards
may generate some results!
Ivan,
--
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