While popular,the use of rewards to encourage behaviors is not without its detractors.Based upon Kohn's view of rewards,what cautions would you give an organization regarding the use of rewards?
Researcher Alfie Kohn offers a compelling set of criticisms of performance-based rewards.He contends that rewards and punishments are just two sides of the same coin-and the coin doesn't buy very much.He suggests that managers must move beyond the use of rewards or punishments.Kohn raises some interesting arguments based on his review and interpretation of the research literature.His arguments are provocative enough that managers should at least be aware of the points he raises.
These are a few of Kohn's criticisms:

Rewards injure relationships.Individual rewards for performance create jealousies,envy,competition,and shame.The person not rewarded feels bad.There are always comparisons of what each person received.The result is less interpersonal goodwill and working together.

Rewards are really punishment.An individual who is extrinsically rewarded is reminded each time he or she receives something that the "boss" is in control.Pleasing the boss,being politically correct,and staying in a subservient role are forms of punishment.

Rewards have a Skinner bias.B.F.Skinner is a behaviorist who conducted most of his experiments on rodents and pigeons and wrote most of his books about people.Easy reinforcement application that works on pigeon-and rodent-dominated research is absurd.Emotions in employees are powerful,yet they are ignored by Skinner.

Rewards ignore reason.What makes incentive pay plans and other forms of extrinsic rewards so appealing is that they are quick fixes.Issuing these kinds of rewards does not require managers to pay any attention to why a particular behavior occurred.Why was John's bonus larger than Mark's bonus? What were the behavioral differences between John and Mark?

Rewards discourage risk taking.When people are driven by rewards,their focus become more narrow,their creativity wanes,and they are not inclined to take risks.Taking risks may distract them from receiving a reward.Keeping a narrow,less risky orientation becomes preferred.

Question

While popular,the use of rewards to encourage behaviors is not without its detractors.Based upon Kohn's view of rewards,what cautions would you give an organization regarding the use of rewards?
Researcher Alfie Kohn offers a compelling set of criticisms of performance-based rewards.He contends that rewards and punishments are just two sides of the same coin-and the coin doesn't buy very much.He suggests that managers must move beyond the use of rewards or punishments.Kohn raises some interesting arguments based on his review and interpretation of the research literature.His arguments are provocative enough that managers should at least be aware of the points he raises.
These are a few of Kohn's criticisms:

Rewards injure relationships.Individual rewards for performance create jealousies,envy,competition,and shame.The person not rewarded feels bad.There are always comparisons of what each person received.The result is less interpersonal goodwill and working together.

Rewards are really punishment.An individual who is extrinsically rewarded is reminded each time he or she receives something that the "boss" is in control.Pleasing the boss,being politically correct,and staying in a subservient role are forms of punishment.

Rewards have a Skinner bias.B.F.Skinner is a behaviorist who conducted most of his experiments on rodents and pigeons and wrote most of his books about people.Easy reinforcement application that works on pigeon-and rodent-dominated research is absurd.Emotions in employees are powerful,yet they are ignored by Skinner.

Rewards ignore reason.What makes incentive pay plans and other forms of extrinsic rewards so appealing is that they are quick fixes.Issuing these kinds of rewards does not require managers to pay any attention to why a particular behavior occurred.Why was John's bonus larger than Mark's bonus? What were the behavioral differences between John and Mark?

Rewards discourage risk taking.When people are driven by rewards,their focus become more narrow,their creativity wanes,and they are not inclined to take risks.Taking risks may distract them from receiving a reward.Keeping a narrow,less risky orientation becomes preferred.

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The Answer of While popular,the use of rewards to encourage behaviors is not without its detractors.Based upon Kohn's view of rewards,what cautions would you give an organization regarding the use of rewards?
Researcher Alfie Kohn offers a compelling set of criticisms of performance-based rewards.He contends that rewards and punishments are just two sides of the same coin-and the coin doesn't buy very much.He suggests that managers must move beyond the use of rewards or punishments.Kohn raises some interesting arguments based on his review and interpretation of the research literature.His arguments are provocative enough that managers should at least be aware of the points he raises.
These are a few of Kohn's criticisms:

Rewards injure relationships.Individual rewards for performance create jealousies,envy,competition,and shame.The person not rewarded feels bad.There are always comparisons of what each person received.The result is less interpersonal goodwill and working together.

Rewards are really punishment.An individual who is extrinsically rewarded is reminded each time he or she receives something that the "boss" is in control.Pleasing the boss,being politically correct,and staying in a subservient role are forms of punishment.

Rewards have a Skinner bias.B.F.Skinner is a behaviorist who conducted most of his experiments on rodents and pigeons and wrote most of his books about people.Easy reinforcement application that works on pigeon-and rodent-dominated research is absurd.Emotions in employees are powerful,yet they are ignored by Skinner.

Rewards ignore reason.What makes incentive pay plans and other forms of extrinsic rewards so appealing is that they are quick fixes.Issuing these kinds of rewards does not require managers to pay any attention to why a particular behavior occurred.Why was John's bonus larger than Mark's bonus? What were the behavioral differences between John and Mark?

Rewards discourage risk taking.When people are driven by rewards,their focus become more narrow,their creativity wanes,and they are not inclined to take risks.Taking risks may distract them from receiving a reward.Keeping a narrow,less risky orientation becomes preferred.

While Popular,the Use of Rewards to Encourage Behaviors Is Not