Seven deadly sins according to Deming文档格式.docx

Seven deadly sins according to Deming文档格式.docx

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9/14/10Tomanythiswillcomeasashock.Reward,incentive,motivationalandmeritprograms

aresincere,well-intentionedeffortstorecognizethegoodthatpeopledo.Howcouldthey

bethewrongthingtodo?

Howcouldtheybeineffectiveandevenharmful!

Toreadmore

aboutthisfromavaluableresource,withawealthofrigorousdocumentation,read

PunishedbyRewardsbyAlfieKohn.IamindebtedtoAlfieformuchofwhatIwrite

here.

What'

swrongwithreward,recognition,andincentivesystems?

First,theydon'

tworkTherearenocredibledatatoshowthatanylong-termbenefitresultsfrom

suchprograms.Therearedata,however,thatshowthattheydoharm.

Theyoftensetupaformofinternalcompetitioninwhichpeoplestrivetolookgoodandlook

betterthantheirfellowemployees.Sometimeslookinggoodbecomesmoreimportantthandoing

well.Peoplepassproblemsontootherselsewhereandlaterinthesystem."

Don'

tletthe

problemappeartohappenonmywatch."

Peoplewillcircumventthesystemforpersonalgain,causinghavoctothesystem.Peoplewillstrivetolookgoodevenwhenitmayhurtthecustomers.Searsauto-service

personnel--inordertomeettheirmonthlyprofitquotas--providedunnecessaryrepairs

andreplacedperfectlygoodparts.Thecustomerspaiddearlysothattherepairshops

couldlookgood.

TherewardprogramsundermineteamworkandcooperationEmployees--orgroupsof

employees--competingforaprize（meritpay,contests,rewards,etc.）willregardeachotheras

adversaries.Theywillactasthoughtheyarenotpartofthesameorganization,workingfor

commongoals,servingthecustomerstogether.Instead,theymaytrytosubverteachothers'

efforts.

Recognitionandmeritprogramsoftenrewardthosewhoareluckyandpassbythosewhoare

unluckyFarandawaythebiggestsinglefactorthatdeterminesoutputisthesystemandits

capability.Thesystemscapabilityisindependentofthepeopledoingthework.Butnot

independentofthosewhodesignandapprovethesystem.Ifeveryoneinyourcompanydidhisorherbest,dayinanddayout,youwouldaffectonlya

negligibleproportionofyourcurrentqualityorproductivityproblems.Mostofyourproblems

arebuiltrightintothesystem.Thosewhogetrewardsarethosewhoareluckyenoughtoworkin

asystemwithfewerinherentproblems.（Themachinesworkwell,thematerialsareappropriate,

thetrainingisgood,thepoliciespromoteagoodworkenvironment,themethodsofworkare

welltestedandperfected,etc.）Thosewhodon'

tgettherewardsare--

byandlarge--those

unluckyenoughtoworkindysfunctionalsystems.

MeritandrewardsystemscreatecynicsandlosersInoneMilwaukeecompany,whichhadan

annual"

Employee-of-the-Year"

awardceremony,Ihadanopportunitytomeetwiththeyear'

s

winner.Iwassurprisedtolearnthatshewasnotproudofheraward.Shewasembarrassedbyit.

Shesawthewholeceremony,withallitshooplaandpizzazz,asanoccasioninventedby

managers,sothattheycouldposeas"

employee-sensitive."

Shehadtworeasonsforhercynicism:

Therewereplentyofemployeeswhomshefeltdeservedrecognitionasmuchasormore

thanshedid.Shewasconvincedthatthehonorwasbestowedonherbecauseherboss

wastheCEO'

sfavorite.Theselectionprocessoozedofinternalpolitics.Secondly,shesaid,"

Ifweweretreatedwithrespectanddecencyonadailybasis,Iwould

notbesoskepticalofthesinceritybehindthisevent.Ononedayayear,management

honorsitsemployees.Onalltheotherdays,wearetreatedlikeobjectsofutility."

T

hegreatestmanagementconceitisthatwecan"

motivate"

people.Wecan'

t.Motivationisthere,

insidepeople.Ourpeopleweremotivatedwhenwehiredthemandeveryday,whentheycometo

work,theyarrivewiththeintentionofdoingagoodjob.Managerscannotmotivate.Theycan,

however,de-motivate.Herzbergestablishedthisover30yearsago（Herzberg,Frederick"

One

MoreTime:

HowDoYouMotivateEmployees?

"

HarvardBusinessReview,September-October

1987,pp.109-120.Thisisareprintwithcommentary,ofanearlierclassicpaper.）

Thegreatestmanagerialcynicismisthatworkersarewithholdingacertainamountofeffortthat

mustbebribedfromthembymeansofvariousincen