Management

Front 1

Not only do rewards cause competition and strife between peers, but they also create a feeling of inequality between the supervisors who give the rewards and the subordinates who receive them.

Back 1

Rewards damage relationships

Front 2

ewards encourage individuals to deviate from their own internal values and follow another’s values. In addition, rewards are only useful if they have value to the person who is earning them, and they must be continually received.

Back 2

Rewards are utilized to control a person’s behavior

Front 3

If an employee is rewarded less than last time or not rewarded at all, the withholding of that reward is a punishment.

Back 3

Rewards are instruments of punishment

Front 4

n fact, rewards discourage actions and opportunities that may be risky, since employees will often focus on the tried and true methods that have gotten success in the past.

Back 4

Rewards do not encourage risk taking and may discourage new innovations

Front 5

Exceptional performance is almost always a combination of both personal effort and situational circumstances. Reward systems usually fail to address the uncontrollable situational variables that can sometimes impede success.

Back 5

Rewards ignore situational factor

Front 6

In some (but not all) cases, the introduction of extrinsic rewards can eliminate the intrinsic satisfaction that an employee already has in doing a job.

Back 6

Extrinsic rewards may eliminate a person’s own intrinsic rewards