Schein talks about the implicit rules and norms that are part of the organizational culture. "Rewards and punishments" may be part of the culture, even if they are not officially recognized.

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1.) In my organization, I have noticed that taking college classes is an "unwritten rule" to get rewarded. When someone new comes into the flight the leaders brief them on expectations and that they want to see college progression, but you can't force people to take classes. Typically the individuals who are taking classes have more of an opportunity to go outside of work and volunteer, are released early on occasion, and overall get treated better. It's sad to say but there is favoritism in my unit and if individuals are doing things such as school it'll make the leaders look good and more awards can be won. The individuals who don't take classes don't necessarily get treated badly but leaders make them feel bad for not "progressing in their career and life". A few weeks ago there was a base-wide event that was considered an alternate duty location, but we couldn't close down the shop so we had to go down to minimal manning. The individuals who were seen as "star performers" from leadership were the ones who could go to the event. Those who were enrolled in school, volunteered on a regular basis, or hold a position on a council were the ones who were able to go as a "reward" for their hard work. I consider this as rewards and punishments because it's not written in writing that people need to take classes, but those who do get rewarded because leadership values competition and winning; and the individuals who do extra help accomplish that.

2.) A part of the culture at my organization that is not officially recognized but is rewarded is the want to learn new skills. Values are learned through employee experiences like promotions, performance appraisals, discussions with the manager, and what the organization values and punishes (Schein Chapter 10, n.d). In my own experience and in the experience of others who I have seen get promoted, showing the want to learn new skills goes a long way. Showing interest in new skills and in other departments makes you more valuable to the organization. They will help develop you and give you the skills that you need for internal promotions and department changes.

The organization provides retirement living for the senior population. While it may sound like straight forward healthcare, there are many other departments. We have over 18 different departments that have several sub-departments under them. For example, the General Services department has security, maintenance, grounds, special projects, housekeeping, transportation, and a couple more that I cannot remember off the top of my head. Internal success and movement is important and prioritized by the organization since they have so many departments, and they will work with you if you show interest. The organization believes that investing in people is one of the better ways to keep people.