How To Eliminate The Negative Effects Of Incentives?

     一、消除激勵(lì)點(diǎn)太集中引起的負(fù)面效應(yīng) 

Many organizations have special "stars". Their collection is "a thousand favors". They enjoy many honors such as model workers, advanced workers, new Long March Raiders, and reform pacesetters. Special allowance, salary promotion, bonus and housing allocation are also indispensable to them, and often they will have lifelong ownership once they become famous.

It is undeniable that such a character is an important part of the organization of famous brand strategy, and it is of great significance to shape the corporate image.

But there is a lot of behind the scenes heroes who are quietly contributing. After all, the development of the organization depends on all the members. The result of the glory and honor will inevitably affect the enthusiasm of the people.

In addition, the incentive should not be always on the advanced population. The crowd in any organization has the left, right and right points, and it is often a small "olive type" structure in the middle. If we neglect the middle reaches of the people and the laggards, we will seriously affect the overall progress of the organization.

Therefore, we should also pay attention to the middle reaches of the characters and the laggards. We should be able to feel their progress sensibly and confirm their progress in appropriate ways. They may not get the official awards such as promotion, salary increase and recognition. They can also use some flexible ways to motivate them, such as inviting them to have a simple meal, send some small gifts and let them take part in more important work in their personal name.

In short, incentives should conform to the principle of normal distribution, and should not be overly concentrated on a very small number of people, so as to avoid the "Matthew effect" that many people have more and fewer people, so that they will not neglect the enthusiasm of the public, but at the same time they should focus on the general situation. They should pay attention to various groups of people and adopt various incentive methods flexibly for different objects. Only in this way can the enthusiasm of all the staff members be mobilized and the overall development of the organization be promoted.

     二、消除激勵(lì)面太寬引起的負(fù)面效應(yīng) 

The goal incentive, participation incentive and care incentive are of course the wider the better, while reward incentives and honorary incentives are not too wide, otherwise there will be a series of negative effects.

There are three side effects of reward motivation and honor incentive: first, increase the cost of organization management.

A large number of members of the organization are rewarded, and the reward amount should satisfy the rewarded. Only the pure material reward incentive has made the organization spend a considerable amount, plus the material reward matched with the honor incentive, which makes many organizations feel embarrassed.

The two is to reduce the effectiveness of incentives.

The wider the award is, the lower the reward standard. It will even make people feel that many of the rewarded people are "elevated" and let people look down on the value of the reward. Therefore, the feeling of many of the rewarded people is only a bowl of "big pot porridge", which is at best played by Herzberg's "health care factor".

Three, it is easy to form opposites.

The wider the reward, the more isolated the less rewarded, the more obvious the meaning of criticism and punishment is. This way can easily hurt people's self-esteem, generate antagonistic psychology, and even produce antagonistic feelings, so that the non rewarded person is antagonistic to the organization and is opposed to the rewarded person.

This kind of side effect is especially prominent in organizations with low population quality.

The width of incentives is based on effectiveness, and should be grasped according to circumstances.

If the organization's financial resources are limited, it will reduce the reward margin accordingly and ensure some key points. If the organization has enough financial resources, it can choose to set up the basic Award (health care factor), and then set up a grade award (incentive factor) for a few people. If the majority of the members in the organization are really excellent, they can be awarded the collective award rather than the large area of recognition of the individual.

Whether the width of encouragement is appropriate can be measured by three criteria: whether the initiative of a truly good person is mobilized; whether two can mobilize the enthusiasm of the majority of members, and whether or not three is a blow to the initiative of those who are not rewarded.

     三、消除頻率太高、高度太大引起的負(fù)面效應(yīng) 

If you read a book again, it will become uneventful if you read it everyday.

The same is true of incentives for members.

The frequency of motivation is too high, but it will make people feel numb by repeated stimulation, and do not pay special attention to the reward they receive. Instead, they will have a fixed mindset. If they get a little achievement, they will wait for "reward". If they do not get the reward, they will be listless, and then they may change their motivation to work. They will win the prize as the core motive of the work, gradually reduce their dedication consciousness, and regard their work as the capital of bargaining with the organization.

The implementation of incentives is also scientific and artistic. Motivation is not to "fully satisfy" the relevant objects, but to provide "partial satisfaction".

Therefore, the incentive is too big and the intensity is too large to produce three adverse consequences: first, it stimulates the appetite of the motivated people; the desire of human beings is endless, and the strength of most organizations in our country can not be fully satisfied; the two is to cause the excited people to have uneasy psychology, and fear that the heavy prize will lead to imbalance in interpersonal relationship; three, the management cost of the organization is increased, so that many organizations that are already more nervous have a new burden.

At present, some organizations blindly "follow the wind" to make a huge "big reward". The result is that the prize winners dare not accept the idea.

Motivation is also a kind of investment. The timing of investment and the amount of investment are very important. We must overcome the one-sided understanding of "strong input can produce high output" and "encourage more and more good", and invest in a timely and appropriate manner.

From the time of input, we should be in the most difficult time, at the most slack time, and at the best time to produce "group effect".

From the amount of input, we should consider both the contributions of the recipients and the acceptability of other members, so that the motivated people will feel secure and let others envy rather than envy, so that the organization can get higher returns.

    四、消除缺乏公開性、透明度造成的負(fù)面效應(yīng) 

The mysterious "red envelope" was once popular in all walks of life, and now this situation is rare.

However, the lack of openness and pparency awards still exist in different ways, which are highlighted in three aspects: the reward object and the reward amount are mostly determined by the leaders; the cadres above the middle level often get the unknown number of bonus and other benefits in various names; the members with outstanding achievements are only commended and rewarded in private occasions.

Comments should be made that employees should be widely involved in the process of participation. The process of participation itself is the process of educational encouragement, and at the same time, it can also avoid the antagonistic psychology brought about by "Qing Ding".

If the bonus is not disclosed, it will not be able to make the masses judge whether it is fair or not. It will cause speculation and rumors. Even a reasonable bonus will cause the masses to be in a mood of resistance.

His subordinates made achievements, but the leader did not publicly say to him that he had done a good job. He did not give him the new room key at the commendation meeting, but conducted it privately on informal occasions. This would make the rewarded fellow feel puzzled at the same time when he felt warm.

There are three purposes for encouragement: first, to bring new impetus to the litigants; two, to stimulate the morale of other members; and three, to set an example and carry forward the advanced culture.

Therefore, incentives should be enhanced openness and pparency: we should open and fairly identify the reward objects, and allow members to participate in related activities as far as possible, fully respect the public opinion; open and reasonably determine the reward quota, make contribution to the quota, exclude status, human relations, and other factors as interference, and accept the supervision of all sides.

     五、消除缺乏一致性引起的負(fù)面效應(yīng) 

Adams's theory of fairness tells us that motivated people not only care about the absolute value they get, but also care about the relative value ratio, that is, compared with the corresponding value and historical value of others, if their income is below the relative value, they will feel unfair and enthusiasm will be greatly affected.

There are mainly two forms of inconsistency: first, the former is heavier than the latter; if the leader changes, the reward standard set by the former leader is greatly reduced.

Two, it varies from person to person, and the same results are given different incentives, for example, those who do not care about remuneration may be given less, those who cry louder give more, or because of their differences in emotion, status and influence, they can "watch the dishes".

The importance of the former is that the importance of the work is broken down, and the value of the result is also broken.

As a result, fewer people are willing to use discounted action to exchange incentives for discounts.

The result varies from person to person, which hurts the self-esteem of the client, and also attacks the enthusiasm of many ordinary employees. Objectively, it does not encourage people to be honest people. It is like telling subordinates: the most important thing is not how to work, but how to "behave".

The fundamental way to eliminate the inconsistency is to institutionalize and standardize the incentive as far as possible, to formulate objective standards, to quantify the indicators and to establish a corresponding control system for the content that can not be quantified, such as how much profit can be brought by a certain innovation, and to extract the award according to the proportion of profits. If it is the merit of the spiritual civilization, it can be introduced equivalent to a number of awards and awards according to the grade of the award.

This will eliminate all kinds of human factors and ensure the objectivity, impartiality, accuracy, continuity and stability of motivation.

     六、消除物質(zhì)與精神失衡造成的負(fù)面效應(yīng) 

In the period of classical management, people were regarded as "economic men". Until Hawthorne's experiment, people had a deeper understanding of "social man", "automatic man" and "complex man".

Many organizations in China have gone through a long period of spiritual encouragement, but they have returned to the strange circle of "material incentive omnipotent". They are too superstitious about material incentives, giving money to do well, and deducting money if they do not work well. The relationship between the organization and their members has been simplified to labor relations. This weakens the sense of "protagonist" of the members, fostered the sense of "hired workers", and objectively induces the idea of "giving more money to work, giving less money to work, giving less money to work, and not giving money to work".

On the other hand, the motivation of many organizations in our country to senior talents is too much emphasis on spiritual incentives, and material incentives are not in place.

It should be affirmed that Chinese style spiritual rewards are various and rich in content, such as various honorary titles, televisions, newspapers and elected NPC deputies. Indeed, they meet the higher level of spiritual needs. But compared with spiritual incentives, material incentives are feeble. Politicians, entrepreneurs or all kinds of technical experts are hardly able to get material rewards corresponding to their achievements. They often hear such requests as "dedication" and "organization to thank you".

The more lively the spiritual incentive is, the less material motivation it is. The result of the "two laws reverse" will lead to some senior talents' psychological weightlessness and behavior disorders. So some people will try to get "gray" income and seek "on the job consumption".

     物質(zhì)和精神是激勵(lì)前進(jìn)的兩只輪子，缺一不可，哪一只輪子力度不夠都會(huì)翻車。那種把普通成員當(dāng)成“經(jīng)濟(jì)人”，把高級(jí)管理者當(dāng)成“精神人”的假設(shè)是片面的。激勵(lì)中一定要“兩手抓”，找準(zhǔn)物質(zhì)與精神的最佳結(jié)合點(diǎn)，通過報(bào)酬激勵(lì)、關(guān)懷激勵(lì)、參與激勵(lì)、表彰激勵(lì)、信息激勵(lì)、目標(biāo)激勵(lì)等多種方式的立體組合，滿足各層次成員的歸屬感、榮譽(yù)感、成就感、安全感和物質(zhì)需求。