It is the typical procedure used in animal training and its counterpart, behavioral modification techniques for humans. Movement is a function of fear of punishment or failure to get extrinsic rewards. “The first part of the article distinguishes between motivation and movement, a distinction that most writing on motivation misses.

In a retrospective commentary, Herzberg wrote: In his landmark paper, “One More Time: How Do You Motivate Employees,” Frederick Herzberg made a distinction between motivation and movement (Harvard Business Review, 65(5), September-October 1987). Hands’s letter said, “It cannot be right to continue with a system which allows risk to be taken in the knowledge that, if things go right, bankers will take on average 60% to 80% of the profits generated through compensation and, if they go wrong, shareholders and ultimately the Government will pick up the costs.” This is just one example of the kind of outrage currently being expressed about executive compensation. A Decemarticle in the Wall Street Journal described the Christmas letter to investors by Guy Hands, founder of Terra Firma Capital Partners, a buyout firm (James Mawson, “Terra’s Guy Hands Sees Power Shift to East”). The use of incentives, particularly in the arena of executive pay, is of particular interest given the current economic situation. When managers talk about motivating people, they are probably not referring to creating conditions in which intrinsic motivation can flourish, but rather they are talking about ways to manipulate behavior. The title of this article might be expanded to say incentives work, but often they work in unintended ways - hence, the trouble with them. In this case, an incentive was put into place that had an unintended effect, and the plant manager did not see that he had created the circumstances that led to that effect.

He said the plant manager was the one who had created the system that led to the bad behavior and so was responsible for it. Deming told the plant manager that he - the plant manager - should have been the one sent home. This was the reason the inspector was being punished with a week without pay. The plant manager said they had discovered that this particular inspector knew which production workers consistently produced shoes with fewer defects, and the inspector had been getting shoes made by only those workers to inspect. Look at your organization’s approach to incentives - do they work as intended, or do they result in unanticipated consequences?

Extrinsic vs intrinsic motivation hbr