🚀 go-pugleaf

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>
>Based on the the dozen or so years I been in the workforce (since college,
>longer if I count the pre-college years).  I believe this change occurs when
>people see that supposed merits raises are not based on merit, but the good
>'ol boy system.  As a theory, merit raises are great, but in practice it
>doesn't work that way.  Look at the way raises are determined, a group of
>managers sit around a table and determine who will get what raise based on
>a pool of money available for raises.  Naturally, the manager will fight the
>most for the folks he feels most comfortable with.  In the real world, this
>leads to cronyism.
>

Has anyone noteced the Harvard Business Review Article entitled "Why
incentive Plans Cannot Work" (Sept-Oct 93, p54). It argues that incentives
change the focus from intrinsic to extrinsic motivation. People become more
interested in the process of allocating the reward, than the job itself.

This is also discussed further in subsequent issues with other points
offered.

Gray Southon
Gray Southon
Research Fellow
Fujitsu Centre
Australian Graduate School of Management
University of New South Wales
P.O. BOX 1 Kensington 2033
AUSTRALIA
PH:  +61 02 931 9311            FAX: +61 02 662 7621 email: G.Southon@unsw.EDU.A
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