>What I wish to throw out as a hypothesis is that the unofficial and
>informal rewards are also very important. What I have seen in a number of
>large organizations is that people in different departments -- all having
>the same corporate reward system -- can have dramatically different senses
>of job satisfaction. I attribute this to the departmental aura, and it
>appears that this can outweigh the corporate reward system. What do
>others think?=20
ISTMT the keystone to managerial success is acknowledgment of people. So I
think both Rol and Roxanne are right, formal and unofficial rewards are
important, provided that they feed people's search for acknowledgment,
which entails that they can read it properly.
[Host's Note: ISTMT = It seems to me that...]
Dale Carnegie stated something like "give people a reputation to deserve,
and they will thrive to be up to it".
If you tell people that they are worthy, that they can achieve high goals,
they will enhance their self-image and their capacities. A school teacher
told me recently of a 7 years old boy who made so many spelling mistakes
that it was quicker counting the good words. That is what she did, telling
him "whah, for sure you know how to write, look the first line is all
correct". Then the number of correct lines continuously increased, since
the boy believed it.
The other way is to pinpoint the mistakes, as in the Taylorist way which
reject mistakes rather than seeing them as feedbacks, and a chance to
progress.
Accepting, respecting, and valorising others is fundamental in any
relationship; the need for acknowledgment and self-esteem is so important
around the world. No need to fetch that far, just introspect the need to
step into the threads (Ooops, I'm done ;-))
I think John Constantine's views expressed a fiew weeks ago go along with
my feeling (am I write John ?), and I really appreciated this point of
view
That being said, one can still wonder of other motivation factors, because
you might feel acknowledged in a boring environment and that wouldn't do
(same if the environment does not provide enough money to live up to your
standards).
I am thinking of a spectrum with the mercenaries at one end, and the
persons working for a vision at the other end. Maybe this fits in some
Maslow view on needs.
FWIW... What do you think ?
Frank Billot
fbillot@avignon.mm-soft.fr
L'exp=E9rience, ce n'est pas ce qui arrive =E0 l'individu.
C'est ce que l'individu fait de ce qui lui arrive.=20
Experience is not what happens to an individual.=20
It is what the individual makes of what happens to him.
Aldous Huxley
--Frank Billot <fbillot@avignon.mm-soft.fr>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>