Potential downsides of motivating with rewards and incentives- The collective sum of individual behaviors of an plaques employees does not always result in what is better for the organization; that is, individual rationality is no guarantee of organisational rationality.
P183 (question will be pick the one that WAS NOT listed)
Characteristics of sound Reward and Evaluation Systems
* Objectives be clear; well understood, and in general accepted
* Rewards are clearly linked to per discrepancyance and desired behaviors
* carrying out measures are clear and highly visible
* Feedback is prompt, clear, and unambiguous
* The compensation system is sensed as fair and equitable
* The structure is flexible; it can align to changing circumstances
P184
To be effective, short-term objectives must cave in several(prenominal) attributes. They should:
* Be specific and measurable.
* Include a specific metre horizon for their attainment.
* Be achievable, yet challenging enough to spark managers who must strive to accomplish them.
P184
Along with short-term objectives, deed plans are critical to the implementation of chosen strategies.
Unless action plans are specific, there may be little assurance that managers have thought through all the resource requirements for implementation their strategies.
P186
Situational factors- When the bill of an individuals output or performance is kinda straightforward, control depends primarily on granting or withholding rewards. Frequently, a sales managers compensation is in the form of a commission and bonus tied directly to his or her sales volume, which is relatively easy to determine.
P 186
Evolving from boundaries to rewards and culture
* First film the right people- individuals who already identify with the organizations prevalent values and have attributes consistent with them
* Second, training plays a pigment role
* Third, managerial role models are vital
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