The way of Management (vii)-not rewarding employees for wrong behavior

The story of the Fisherman Snake Frog

The fisherman saw a snake on the side of the boat and a frog in his mouth. The fisherman moved his compassion and rescued the frog from the mouth of the snake. But the fisherman again for the snake will starve and sad, then took out a bottle of wine, to the mouth of the snake drops a few drops. The serpent swam happily, and the frog rejoiced to be reborn, and the fisherman was happy for his kindness. He thought, this is really happy! Unexpectedly, just a few minutes later, the fisherman heard something tapping his boat board. He looked down, and the snake came back, biting two frogs in his mouth--to beg for more wine!

The fisherman's intention was to hope that the snake would no longer catch the frog, but gave it a few drops of wine because of pity-it was a reward rather than a punishment, and the result backfired. If you reward something, you will get more of that behavior. So what this parable tells us is not to reward the wrong behavior.

Let's talk about a business reward error behavior Story

A company has set a rule that if the employees of the company work overtime to 7 o'clock in the evening can get 10 yuan of the dinner subsidy, if the overtime to 8 points can take a taxi home (usually 5 o'clock off duty). The reward system after a period of time, the company manager unexpectedly found that a lot of employees in the normal work or very early completed the work, but they do not work normally left to continue working overtime, some until seven, and some until after eight o'clock. A manager saw an employee finish the document before 4 o'clock in the afternoon, and then stayed there chatting online until 8 o'clock in the evening.

You also believe that these employees drilling company's loopholes are not very good, but this can not completely blame them, because the early completion of the work will get the company's reward, the opposite intention to drag the work to the night after 8 o'clock can get a taxi fee, and can get a free meal, more cost-effective AH!

Managers must bear in mind that this sentence "is rewarded by people like to do" the manager should carefully test the reward system, which is positive, which may bring negative effects, modify the unreasonable parts, by rewarding the right behavior to achieve their desired results.

Laberford, an American management expert, believes the 10 most common mistakes companies have in rewarding employees .

1, need good results, but reward those who look busiest, the longest working hours
2, the quality of the requirements of the work, but set an unreasonable completion of the period
3, hope to fundamentally solve the problem, but reward those who do not cure the symptoms of the people
4. Require employees to be loyal to the company, but pay high salaries to new employees or threaten to leave the staff
5. Ask things to be simple, but reward the people who make trivial and complicate things.
6, want to create a harmonious work environment, but reward those who say do not do and often complain of people
7, ask employees to be creative, but blame those who have maverick in the company
8, demand thrift, but reward those who waste resources
9, requires the staff team spirit, but at the expense of the team's interests to reward those who are opportunistic
10, demand innovation, but reward the conservative people, punish the unfinished creative

How to improve our reward behavior

Kong: Lift one and not three evils, not teach also. Each of the Laberford can compare these 10 kinds of errors, extrapolate, to see if they have made a similar mistake. For example:

1, we are not verbally published pay attention to performance, focus on effectiveness, but often rewarded those who specialize in doing superficial, opportunistic people?

2, we are not verbally published staff assessment performance-based, but often by subjective impression evaluation and reward staff?

3, we are not verbally announced to encourage innovation, but often punish the people who dare to innovate?

4. Do we make verbal announcements to encourage dissent, but often punish people who dare to express different opinions?

5, we are not verbally published by the chapter, but often punished the adherence to the principle of the staff?

6, we are not verbally encourage employees to work hard, dedication, but often rewarded to do not do practical things, special tricks, hack people?

Summary

In short, every one of us should bear in mind that "the right relationship between performance and reward is the only key to improving the organization's operation." When assessing and rewarding employees, it is important to pay attention to their actual performance, instead of focusing on what they say verbally. Can not reward the opportunistic, neglected to bury the hard work, or later we expect who to do things?

Master Carnegie said: "The older I get, the less I value what people say and I see what they do." In fact, the Chinese Gu Xian have said such words earlier: "From the beginning of my people also, listen to their words and believe their line, now I am in person, listen to their words and watch their line." On the issue of reward and punishment, every governing person is indeed not careless, hasty act. Otherwise, "Man sows, reap", planted the bitter fruit but to eat their own!

Management (vii)-cannot reward employees for wrong behavior