Scribd Logo
Upload

Welcome to Scribd!

  • 44 views

    Jawaban OB

    Uploaded by

    catharina arnita
    Bonuses can reduce intrinsic motivation and lead to negative behaviors. While rewards can motivate performance in some cases, research shows that tying rewards too closely to specific goals or outcomes can discourage workers from taking on challenging tasks and encourage them to take shortcuts. Instead of only focusing on bonuses, managers should foster a positive work environment and recognize good work to maintain employees' intrinsic interest in their jobs. When using bonuses, it is important to reward behaviors rather than just outcomes to avoid unintended consequences.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd

    Jawaban OB

    Uploaded by

    catharina arnita
    44 views4 pages
    Bonuses can reduce intrinsic motivation and lead to negative behaviors. While rewards can motivate performance in some cases, research shows that tying rewards too closely to specific goals or outcomes can discourage workers from taking on challenging tasks and encourage them to take shortcuts. Instead of only focusing on bonuses, managers should foster a positive work environment and recognize good work to maintain employees' intrinsic interest in their jobs. When using bonuses, it is important to reward behaviors rather than just outcomes to avoid unintended consequences.

    Original Title

    jawaban OB

    Copyright

    © © All Rights Reserved

    Available Formats

    DOCX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Bonuses can reduce intrinsic motivation and lead to negative behaviors. While rewards can motivate performance in some cases, research shows that tying rewards too closely to specific goals or outcomes can discourage workers from taking on challenging tasks and encourage them to take shortcuts. Instead of only focusing on bonuses, managers should foster a positive work environment and recognize good work to maintain employees' intrinsic interest in their jobs. When using bonuses, it is important to reward behaviors rather than just outcomes to avoid unintended consequences.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    44 views4 pages

    Jawaban OB

    Uploaded by

    catharina arnita
    Bonuses can reduce intrinsic motivation and lead to negative behaviors. While rewards can motivate performance in some cases, research shows that tying rewards too closely to specific goals or outcomes can discourage workers from taking on challenging tasks and encourage them to take shortcuts. Instead of only focusing on bonuses, managers should foster a positive work environment and recognize good work to maintain employees' intrinsic interest in their jobs. When using bonuses, it is important to reward behaviors rather than just outcomes to avoid unintended consequences.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    You are on page 1of 4

    Bonuses can backfire

    It might seem obvious that people will be motivated by bonuses, but many scholars question this
    premise. Alfie kohn has long suggested that workers are “punished by rewards” and urgen that
    organization avoid tying rewards to performance because of the negative consequences that can result.
    As an alternative to rewards, some experts recommend that manager foster a positive, upbeat work
    environment in hopes that enthusiasm will translate into motivation.

    Although rewards can be motivating, they can reduce employees intrinsic interest in the tasks they are
    doing. Along these lines, mark lepper of standford university found that children rewarded for drawing
    with felt-tip pens no longer wished to use the pens at all when rewards we removed, whereas children
    who were not rewarded for using the pens were eager to use them. Similar experiments in which
    children completed puzzles have also shown that increasing rewards can decrease interest in the reward
    taks. Some have questioned the extent to which these results generalize to working adults, but concern
    about reward diminishing intrinsic motivation persists.

    Rewards can also lead to misbehavior by workers. Psychologist Edward deci notes, “once you start
    making people’s rewards dependent on outcomes rather than behaviors, the evidence is people will
    take the shortest route to those outcomes.” Consider factory workers paid purely based on the number
    of units they produce. Because only quantity is rewarded, workers may neglect quality. Executives
    rewarded strictly on the basis of quarterly stock price will tend to ignore the long-term profitability and
    survival of the firm; they might even engage in illegal or unethical behavior to increase their
    compensation. A review of research on pay-for-performance in medicine found at doctors who were
    rewarded for treatment outcomes were reluctant to take on the most serious cases, where success was
    less likely.

    Although there might be some problems with providing incentives, the great majority of sesearch cited
    in this and the previous chapter shows that individual given rewards for behavior will be more likely to
    engage in the rewarded behaviors. It is also unlikely that individuals engaged in very boring, repetitive
    tasks will lose their intrinsic motivation if the task is rewarded,because they never had any intrinsic
    motivation to begin with. The real issue for managers is finding an appropriate way to reward behaviors
    so desired behavior is increased while less-disired behavior is reduced.

    Question

    1. Do you think that, as a manager, you would use bonuses regularly? Why or who not?
    2. Can you think of a time in your own life when being evaluated and rewarded on a specific goal
    lead you to engage in negative or unproductive behavior?
    3. Do you think providing group bonuses instead of individual bonuses would be more effective or
    less effective? Why or why not?
    4. How would you design a bonus/ reward program to avoid the problem mentioned in this case?
    Bonus dapat menjadi bumerang

    Mungkin tampak jelas bahwa orang akan termotivasi oleh bonus, tapi
    banyak sarjana mempertanyakan premis ini. Alfie kohn lama telah
    menyarankan bahwa pekerja "dihukum oleh penghargaan" dan bahwa
    organisasi menghindari mengikat urgen penghargaan kinerja karena
    konsekuensi negatif yang dapat menyebabkan. Sebagai alternatif untuk
    penghargaan, beberapa ahli menyarankan bahwa manajer membina
    lingkungan kerja yang positif dan optimis harapan bahwa antusiasme akan
    menerjemahkan ke dalam motivasi.

    Meskipun hadiah bisa memotivasi, mereka dapat mengurangi minat


    intrinsik karyawan dalam tugas-tugas yang mereka lakukan. Sepanjang
    jalur tersebut, mark lepper dari Universitas standford menemukan bahwa
    anak-anak dihargai untuk menggambar dengan pena merasa-tip tidak lagi
    berharap untuk menggunakan pena sama sekali ketika hadiah kami
    dihapus, sedangkan anak-anak yang tidak diberi penghargaan untuk
    menggunakan pena sangat bersemangat untuk menggunakannya. Seperti
    halnya percobaan di mana anak-anak yang menyelesaikan teka-teki juga
    telah menunjukkan bahwa meningkatkan penghargaan dapat mengurangi
    minat taks pahala. Beberapa telah mempertanyakan sejauh mana hasil ini
    menggeneralisasi untuk bekerja, tapi tetap ada kekhawatiran tentang
    imbalan berkurang Motivasi intrinsik.

    Hadiah juga dapat menyebabkan kenakalan oleh pekerja. Psikolog Edward


    permohonan catatan, "setelah Anda mulai membuat rakyat imbalan
    tergantung pada hasil daripada perilaku, bukti adalah orang akan
    mengambil rute terpendek hasil-hasil tersebut." Pertimbangkan pekerja
    pabrik dibayar murni didasarkan pada jumlah unit yang mereka hasilkan.
    Karena hanya kuantitas dihargai, pekerja mungkin mengabaikan kualitas.
    Eksekutif dihargai, ketat berdasarkan harga saham per kuartal akan
    cenderung mengabaikan profitabilitas jangka panjang dan kelangsungan
    hidup perusahaan; mereka bahkan mungkin terlibat dalam perilaku ilegal
    atau tidak etis untuk meningkatkan kompensasi mereka. Peninjauan
    penelitian tentang membayar untuk kinerja dalam pengobatan yang
    ditemukan di dokter yang diberi ganjaran untuk hasil pengobatan yang
    enggan untuk mengambil kasus yang paling serius, mana sukses adalah
    lebih kecil kemungkinannya.

    Meskipun mungkin ada beberapa masalah dengan memberikan insentif,


    sebagian besar sesearch yang dikutip dalam hal ini dan bab sebelumnya
    menunjukkan bahwa individu yang diberi imbalan untuk perilaku akan
    lebih mungkin untuk terlibat dalam perilaku yang dihargai. Hal ini juga
    mungkin bahwa individu-individu yang terlibat dalam tugas-tugas yang
    sangat membosankan dan berulang akan kehilangan motivasi intrinsik
    mereka jika tugas dihargai, karena mereka tidak punya motivasi intrinsik
    apapun untuk memulai dengan. Masalah sebenarnya untuk manajer
    adalah menemukan cara yang tepat untuk pahala perilaku sehingga
    perilaku diinginkan meningkat sementara kurang-disired perilaku
    berkurang. 

    Pertanyaan
    1. Apakah Anda berpikir bahwa, sebagai manajer, Anda akan
    menggunakan bonus secara teratur? Mengapa atau yang tidak?
    2. dapat Anda memikirkan suatu waktu dalam kehidupan Anda sendiri
    ketika sedang dievaluasi dan dihargai pada tujuan tertentu memimpin
    Anda untuk terlibat dalam perilaku negatif atau tidak produktif?
    3. pendapat Anda memberikan bonus grup daripada individu bonus
    akan lebih efektif atau kurang efektif? Mengapa atau mengapa tidak?
    4. bagaimana Anda akan desain bonus / reward program untuk
    menghindari masalah yang disebutkan dalam kasus ini?
    Bonus tidak perlu diberikan secara teratur karena diberikannya
    bonushanya pada saat melakukan pekerjaan sulit atau melakukan pekerjaan
    dengan baik, BONUS bukan merupakan bagian dari upah, melainkan pembayaran yang
    diterima pekerja dari hasil keuntungan perusahaan atau karena pekerja menghasilkan
    hasil kerja lebih besar dari target produksi yang normal atau karena peningkatan
    produktivitas. Besarnya pembagian bonus diatur berdasarkan kesepakatan.
    Gunakan kesempatan pemberian bonus untuk menyampaikan masukan yang spesifik dan
    bermakna bagi karyawan gunakan kesempatan pemberian bonus untuk menyampaikan
    masukan yang spesifik dan bermakna bagi karyawan
    Bukan jumlah uang yang Anda berikan pada mereka yang membuat mereka senantiasa
    bekerja giat. Itu lebih karena mereka merasa dihargai atas upaya dan jerih payah selama
    ini demi kemajuan perusahaan.
    Dapat disimpulkan bonus tidak diberikan secara teratur melainkan bonus diberikan
    karena adanya kesepakatan dalam pemberian bonus antara perusahaan dan karyawan.

    You might also like