Contact Us
Sign In / Sign Up for FREE
Go to advanced search...

Why Incentive Plans Cannot Work by Kohn Alfie - Article Example

Comments (0) Cite this document
Article Kohn, in his article “Why incentive plans cannot work,” attempts to explain why incentive plans or reward systems fail to work in most organizations. The advice given to most people and managers makes them believe that reward systems can work better for them. …
Download full paperFile format: .doc, available for editing
GRAB THE BEST PAPER91.8% of users find it useful
Why Incentive Plans Cannot Work Article by Kohn Alfie
Read TextPreview

Extract of sample "Why Incentive Plans Cannot Work by Kohn Alfie"

Download file to see previous pages Most of organizations in the United States have implemented programs with the aim of motivating employees through compensation. The belief that individuals will perform better in the workplace if they are rewarded has not been thoroughly examined. However, there are findings that indicate the failure of these incentive programs due to various reasons (Kohn 2). Research indicates that rewards are effective in securing temporary compliance. Just like punishment, rewards do not effectively produce lasting change in behavior and attitudes. Individuals go back to their old behaviors when the rewards run out. Psychologists regard incentives as extrinsic motivators and they state that they do not change the attitudes that accompany people’s behaviors. Incentives do not develop a lasting commitment to any action or value. Rather, they simply and temporarily change what individual do. In regard to productivity, research shows that rewards do not produce better work. Thus, there is no correlation between performance and pay (Kohn 3). The main reason why most executives continue relying on the incentive programs is that few individuals have taken the step to assess the link between incentive programs and problems associated with workplace morale and productivity. The author asserts that rewards only buy temporary compliance (Kohn 4). Kohn gives six frameworks that give the exact cost of the incentive programs. Firstly, pay is not a motivator. Though individuals are very concerned with what they get as salaries, this is not an indication that money is the motivator. There is no solid basis that when people are paid more, it will motivate them to perform better at work. Secondly, rewards punish. Just like punishment, rewards are manipulative. In both situations, individuals are being caught (that is, if one is found doing the right thing he will be rewarded, if he is caught doing the wrong thing he will be punished). The managers are making the people feel controlled in the workplace instead of making the environment suitable for progress, learning, and exploration. Thirdly, rewards destroy relationships. Employee relationships are destroyed when they scramble for rewards. Cooperation and organizational excellence is destroyed when individuals are forced to compete for recognition or rewards. Individual who cannot win feel worthless and the more these awards are exposed, the more destructive their effect can be. Additionally, competition for limited incentives among the employees can make them view each other as hindrance to their success. Fourthly, reasons are ignored by rewards. For the managers to solve workplace problems, they must know what caused them. Each problem in the organization requires a different response. Reliance on incentives to improve productivity does not address the problems and cannot bring about significant change. At times, managers usually use incentive systems as an alternative for providing workers with what they require in order to do a good job. Research shows that paying for performance hinders the capability of the managers to manage. Fifthly, risk-taking is discouraged by rewards. When individuals are motivated to think about what they will receive for getting involved in a task, they will less likely explore possibilities or take risks. Some of the individuals will participate in illegal and unethical behavior because they want to benefit from the incentive program. Studies show that people will tend to minimize challenges when working for a reward (Kohn 6). Lastly, interest is undermined by reward. Like punishment, rewards undermine the intrinsic stimulus that leads to optimal performance. The employee becomes less interested in the work when the manager keeps on emphasizing on what the employee can ...Download file to see next pagesRead More
Cite this document
  • APA
  • MLA
(“Why Incentive Plans Cannot Work Article by Kohn Alfie”, n.d.)
Retrieved from
(Why Incentive Plans Cannot Work Article by Kohn Alfie)
“Why Incentive Plans Cannot Work Article by Kohn Alfie”, n.d.
  • Cited: 0 times
Comments (0)
Click to create a comment or rate a document

CHECK THESE SAMPLES OF Why Incentive Plans Cannot Work Article by Kohn Alfie

Ruth Schwartz Cowan More Work for Mother

...Ruth Schwartz Cowan - More Work for Mother Introduction Technology was invented with the intention of decreasing the labor and saving time for human beings. Machines were designed to do the work in half the time. The invention of different machines created a drastic change in transportation, medical and communication field. However, technology was not able to make life easy on the personal front of human beings. It has not improved the life of a housewife. In fact, according to Ruth Cowan, the process of industrialization has created “more work for mother”. Initially, this claim seems false. However, after doing the research of studies and surveys conducted in different countries, it becomes evident that industrialization has not only...
9 Pages(2250 words)Article

How Air Brakes on Trains Work

...How Air Brakes on Trains Work By ……….. ……………. Inside this Article Introduction 2) Basic understanding on the air brake system on a train. 3) The Main Parts of the Air Brake System and Functionalities Could you be amongst the many people who wonder what sought of miracles happen in order to stop a train? How can air, moving back and forth, bring a thousand-tons train into a manageable stop? A typical diagram indicating some detailed parts of the Air Brakes and where they are positioned. By Josh Briggs Supposedly, by reading this piece of work, you will have acquired a better understanding on this phenomenon; as it appears to some. Certainly, it won’t cost a lot if some basics are revisited. The air brake may be defined as the universal...
6 Pages(1500 words)Article

Point of Service Plans

... has been pin-pointed to certain services like dental care, prescription drug coverage for outpatients and even in visual care. This is attributed to the fact that these services are costly and hence the employees cannot afford to pay for them. These services are also usually not provided in local health care centers and hence requires the patient to seek them in other health care facilities which mean under the current medical plan, they have to pay the charges from their own pockets and most just fore go them altogether. Part-time employees have not been left behind in this decline. According to the same statistics presented in the article, the decline of obtaining the medical cover in the same services mentioned above has been from 37...
4 Pages(1000 words)Article

Read five pieces of work and answer the questions

Then he tacked the edges. Them the paint is directly applied while working colors that are wet-in-wet.
The colour harmony has been used to show completion tones and vitality while at the same time sense of space has been used to show distance. Thus, the fundamentals are harmonious since they complement each other.
One of the best ways to hypothesize about an artist’s intention is to imagine how a change in one or more of the art fundamentals would have made a difference in the outcome. Imagine the artist selecting different colors, textures, and/or lines, for example.
One of the best ways to hypothesize about an artist’s intention is to imagine how a change in one or more of the art fundamentals would have made a diffe...
5 Pages(1250 words)Article

Fostering a positive work place

... strategy in increasing positive interaction in the work place. Incentives. It is a reward or bonus given in appreciation of a good did or towards an outstanding performance. It is a vice that good leaders should always inculcate in trying to create a positive relation in a work place. Gifts can be given to all the staff at large and also few individuals who have done well. This creates a positive and healthy competition in giving the best to their entrusted customers or patients. Motivation in an organization takes different forms. Intrinsic and extrinsic. Intrinsic is the motivation driven from in within us or the activities and behaviors we engage in that arises from within us. When an individual freely engages in a task, chances...
2 Pages(500 words)Article

Managing Diversity in the work place

Managing Diversity in the Workplace Managing Diversity in the Workplace How my workplace instills a culture of acceptance and positivity
Each individual has distinctive characteristics and as a result approach specific subject matters differently. These variations in approaches are attributed to diversity issues. Outten (2012) alludes to different kinds of diversity in the workplace: Sex, race, religious conviction, and socioeconomic status. Other types of diversity according to Outten (2012) relates to individual feelings, principles, morals and tradition. People in the workplace also vary according to their levels of education, skills , and experience (Beheri, 2009). In my organization, there are no observable issues relati...
1 Pages(250 words)Article

Conventional Warfare: Armed Social Work

... May 11, Counterinsurgency: An Endless, Media-Rich “Armed Social Work” Conventional warfare occurs between two parties whoappear to be frequently in touch with few tactical surprises (Khalili “The New”16). War also usually has a clear end with unambiguous heroes and losers. Counterinsurgency, on the contrary, is a “protracted war” with no clear end and where the interests of the dominant state dictate counterinsurgent means and courses (Khalili “The New”16). Conventional warfare is evidently violent, but counterinsurgency is much more complex. Laleh Khalili describes the sophisticated processes and ultimate goals of counterinsurgency in two articles, “The New (and Old) Classics of Counterinsurgency” and “Scholar, Pope, Soldier, Spy.” She...
3 Pages(750 words)Article

Analysis of Banker's Work Concerning Manufacturing Overhead Cost Drivers

...Critical Analysis of Banker et al.’s “An empirical analysis of manufacturing overhead cost drivers 0. Introduction and overview This work is a critical analysis of the work of Rajiv Banker, Gordon Potter, and Roger Schroeder on “An empirical analysis of manufacturing overhead cost drivers.” The work was published in the Journal of Accounting & Economics in 1995. When the authors wrote their work, Rajiv Banker and Roger Schroeder were with the Carlson School of Management in the University of Minnesota. Gordon Potter were with the School of Hotel Administration of the Cornell University. The Journal of Accounting and Economics received the work in April 1992 and the final version by July 1994 before the work was finally published in 1995...
20 Pages(5000 words)Article

How Can Self-Awareness Support the Work of Managers

... How Can Self-Awareness Support the Work of Managers? Executive Summary Purpose- The fundamental purpose of this report is to explore the concept of self-awareness and its contributions to personal success of leaders and managers as well as organizational success and to appreciate and recognize its importance and role in organizations of today. Scope- While the concept of self awareness is touched upon at various points in this report, the relevance and contribution of this paradigm is discussed at greater lengths with an attempt to trace the link between self-aware leaders and managers and organizational success. Methodology- The report uses published literature on the topic as a foundation for the points made. Secondary literature...
6 Pages(1500 words)Article

Employee Perception On Commitment Oriented Work Systems

... in this study. For instance, McGregor’s’ theoretical differentiation between theory X and theory Y has been applied. Theory X shows employees dislike work, lack motivation; avoid work and external motivation such as punishment is used as a way of motivation. This in turn results in poor performance. Theory Y on the other hand states that poor performance cannot be attributed to human nature but to an imperfect work system. Therefore, managers should realize that employees want self-control, self-direction, seeks and accepts responsibility. In turn, Theory X calls for use of a commitment oriented work system. The theory advocates for a universal employee preference for autonomy, self-control, and responsibility. Thus, an effective...
2 Pages(500 words)Article
sponsored ads
We use cookies to create the best experience for you. Keep on browsing if you are OK with that, or find out how to manage cookies.

Let us find you another Article on topic Why Incentive Plans Cannot Work Article by Kohn Alfie for FREE!

Contact Us