مدیریت | تمرین ۲

An incentive scheme is often introduced to encourage a desired activity, but its effects depend on how participants understand the reward and on which parts of their work the scheme makes visible. When managers reward only the number of cases completed, employees may devote more attention to cases that can be closed quickly and less attention to complicated cases requiring sustained effort. An increase in the recorded total can then coexist with a decline in the attention given to people whose needs are harder to satisfy within the counting rule.

This possibility does not require participants to misunderstand the official objective; it may arise precisely because they respond effectively to the particular activity for which recognition is offered. The difficulty lies in the gap between a broad organizational purpose and the narrower behavior that a reward can identify and count with relative ease. Adding further indicators may reduce that gap, although a longer list can also become difficult to interpret and can generate new opportunities to pursue a favorable score rather than a useful result.

A manager evaluating such a scheme should therefore examine how work is redistributed, not merely whether the rewarded number rises after the scheme is announced. Conversations with staff and service users can reveal activities that remain necessary but have become less attractive under the new rules, including assistance that produces no immediate countable outcome. The appropriate response is consequently to revisit the relationship between the reward and the purpose it is meant to serve, rather than assuming that a more elaborate reward system automatically solves the problem.