The subject is Organizational Behavior

Please help me answer the case study question, thanks

CASE NNCIDENI 2 BOnuses Can Backfire It might seem obvious that people will be motivated by and survival of the firm; they might even engage in illebonuses, but many scholars question this premise. Alfie gal or unethical behavior to increase their compensation. Kohn has long suggested that workers are "punished by A review of research on pay-for-performance in medicine rewards" and urges that organizations avoid tying rewards found that doctors who were rewarded for treatment outto performance because of the negative consequences comes were reluctant to take on the most serious cases, that can result. As an alternative to rewards, some experts where success was less likely. recommend that managers foster a positive, upbeat work Although there might be some problems with providing environment in hopes that enthusiasm will translate into incentives, the great majority of research cited in this and motivation. the previous chapter shows that individuals given rewards Although rewards can be motivating, they can reduce for behavior will be more likely to engage in the rewarded employees' intrinsic interest in the tasks they are doing. behaviors. It is also unlikely that individuals engaged in Along these lines, Mark Lepper of Stanford University very boring, repetitive tasks will lose their intrinsic motivafound that children rewarded for drawing with felt-tip tion if the task is rewarded, because they never had any pens no longer wished to use the pens at all when rewards intrinsic motivation to begin with. The real issue for manwere removed, whereas children who were not rewarded agers is finding an appropriate way to reward behaviors so for using the pens were eager to use them. Similar ex- desired behavior is increased while less-desired behavior is periments in which children completed puzzles have also reduced. shown that increasing rewards can decrease interest in the rewarded task. Some have questioned the extent to which QUESTIONS these results generalize to working adults, but concern about rewards diminishing intrinsic motivation persists. 1. Do you think that, as a manager, you would use 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 qualbonuses regularly? Why or why not? ity. Executives rewarded strictly on the basis of quarterly 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 problems mentioned in this case