How to reward (and punish?) employees?
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It works best of all for employees of ‘X’ type.
The theory of «Y» is opposed to the theory of «X» and focused entirely on another group of people. The theory of «Y» is based on the following assumptions:
• The motives of people are dominated by social needs and the desire to work well;
• Unwillingness to work is not an inherited trait of a man. A person can take a job as a source of satisfaction or as a punishment, depending on working conditions;
• Responsibilities and obligations with respect to the objectives of the organization depend on the remuneration received for the work results. The most important reward is that which is associated with satisfaction in self-expression needs;
• Ordinary person tends to take responsibility;
• People have a willingness to use their knowledge and experience; they do not want to be monitored.
For this type of employees, promoting should be priority. The basic rate should be done to expand the responsibility in order to provide full power.
The theory of «Z» says:
• The motives of people combine biological and social needs;
• People prefer to work in a group;
• There should be individual responsibility for the results of work;
• Informal control is preferable over the results of work on the basis of clear evaluation criteria;
• Slow service career as well as the rotation of personnel with permanent self-education are preferable and more advantageous.
This theory describes a good worker who prefers to work in a group and have a stable outlook on the long term. Basic techniques are incentive. For this type of staff is important to constantly assess and reward its follow-up. Training and development, construction and professional service career are more interesting and rewarding for this time of employees [McGregor 2006].
Therefore, there is no one unique or clear answer to respond to the given question. One can only study the wide range of cases and problem-solving for them concerning whether to punish and reward employees or not. However, every of these cases can be used as a basement for answering the question for a new case, since they share some common features and they are the clue to the successful management. Work physiology is rather to include old methods in order to provide a new ways of rewarding (and punishing) workers, and there is still the question of whether the whole enterprise should be organized or just let go as a part of a survival of times past.
Bibliography
George, J.M. (1995). Asymmetrical effects of rewards and punishment: The case of social loafing. Journal of Occupational and Organizational Psychology, 68. Pp. 327-338.
Kohn, A. (1999). Punished by Rewards. Reasons Why Incentives Cannot Work. London, McGraw-Hill Education.
McGregor, D. (2006). The Human Side of Enterprise. New-York, McGraw-Hill Education. 480 p.
George, J.M. (1995). Asymmetrical effects of rewards and punishment: The case of social loafing. Journal of Occupational and Organizational Psychology, 68. Pp. 327-338.
Kohn, A. (1999). Punished by Rewards. Reasons Why Incentives Cannot Work. London, McGraw-Hill Education.
McGregor, D. (2006). The Human Side of Enterprise. New-York, McGraw-Hill Education. 480 p.
Вопрос-ответ:
How can I reward and punish employees effectively?
Effective rewards and punishments depend on the type of employees you have. For employees of X type, rewarding them with recognition, bonuses, or promotion opportunities can be very motivating. On the other hand, punishment should be fair and timely, such as issuing a warning or withholding certain privileges. It is important to tailor your rewards and punishments to match the needs and preferences of your employees.
What is the theory of Y and how does it differ from the theory of X?
The theory of Y opposes the theory of X and focuses on a different group of people. It suggests that individuals have different motivations and are driven by their own set of needs. This theory argues that not all employees are the same and should be treated differently. While the theory X assumes that employees are lazy and need to be controlled, theory Y recognizes that people are inherently motivated and strive to achieve their full potential.
What assumptions does the theory of Y make?
The theory of Y is based on several assumptions. First, it assumes that people are motivated by social needs and the desire to work well. Second, it assumes that individuals do not inherently dislike work and can find satisfaction in their jobs. Third, it assumes that people can be self-directed and take responsibility for their work. These assumptions form the foundation of the theory of Y and shape its approach to motivation and management.
Is unwillingness to work an inherited trait of a person?
No, unwillingness to work is not an inherited trait of a person. The theory of Y rejects the idea that individuals are lazy by nature and argues that motivation is influenced by various factors, such as the work environment, job satisfaction, and the ability to meet personal needs. Unwillingness to work is not a fixed characteristic, but rather a result of external and internal factors that can be addressed and influenced.
Can a person perceive a job as both a source of satisfaction and punishment?
Yes, a person's perception of a job can vary depending on the working conditions. If the work environment is positive, offers opportunities for growth and recognition, and aligns with the individual's values and interests, the job can be a source of satisfaction. However, if the working conditions are unfavorable, such as high stress, low pay, or lack of support, the job can be perceived as a punishment. The perception of a job can be subjective and influenced by various factors.
Какие методы вознаграждения и наказания существуют для сотрудников?
Существуют различные методы вознаграждения и наказания для сотрудников. Вознаграждение может быть в виде финансовых поощрений, повышения зарплаты или премий. Также существуют нематериальные методы вознаграждения, например, поощрение и признание достижений сотрудника. В отношении наказания, можно использовать различные дисциплинарные меры, например, договоренности о санкциях или временных ограничениях в выполнении определенных обязанностей.
Какая категория сотрудников наиболее подходит для применения этих методов вознаграждения и наказания?
Методы вознаграждения и наказания могут быть эффективны для разных категорий сотрудников. Однако, наиболее подходящими для применения этих методов оказываются сотрудники, которые мотивируются внешними факторами, такими как финансовая стимуляция и признание. Это обычно относится к работникам, чьи задачи и обязанности связаны с конкретными результатами и достижениями.
В чем различия между теорией X и теорией Y в отношении методов вознаграждения и наказания сотрудников?
Теория X и теория Y предлагают разные подходы к методам вознаграждения и наказания сотрудников. Теория X считает, что люди в целом нежелающие работать и нуждаются в постоянном контроле и наказании для достижения продуктивности. В то время как, теория Y полагает, что люди мотивируются внутренними факторами, такими как удовлетворение от работы, и для достижения продуктивности им нужно предложить вознаграждения и поощрение.
На каких предпосылках основана теория Y в отношении мотивации сотрудников?
Теория Y основана на следующих предпосылках: 1)Мотивы людей преимущественно определяются социальными потребностями и желанием хорошо работать; 2) Человек по своей природе неотесчимо связан с предоставлением качественной работы; 3) Человек может воспринимать работу как источник удовлетворения или как наказание в зависимости от условий работы.
Как лучше всего поощрять сотрудников?
Лучший способ поощрять сотрудников - это обеспечить им удовлетворение от выполненной работы и социальные потребности.
Какие основные принципы теории Y, противопоставленной теории X?
Основные принципы теории Y основаны на предположении, что люди мотивируются социальными потребностями и желанием успешно работать. В отличие от теории X, которая предполагает, что люди не желают работать их плата должна быть основной мотивацией.
Может ли нежелание работать быть наследственным качеством?
Нет, нежелание работать не является наследственным качеством человека. Такая мотивация может быть обусловлена внешними факторами, такими как условия работы или отсутствие удовлетворения от работы.