Focus Magazine - Fall 2017 - 26

FEATURESTORY

Building and Engaging
Workforces with R-E-S-P-E-C-T
■ By Dr. Paul Marciano

Is your company
accidentally
reinforcing
behaviors that run
counter to the values
of your organization?

D

espite 40 years of research on employee
motivation, organizations continue to
waste resources on traditional reward
and recognition programs that are not only
ineffective, they actually decrease the overall
productivity of a workforce. A few of these
reasons are cited below.
1. Programs fail because they are programs.
Reward and recognition programs fail for
the same reason that diets fail - because
they are programs! Programs don't
fundamentally change employees' beliefs or
commitment to their job. ey simply
change behavior during the course of the
program. Employees are motivated to work
toward the goal only as long as the program
continues.
2. Group incentive programs destroy
teamwork. Within any team there are
employees with different skill levels,
commitment to the organization, and those
with the inability to devote additional effort
outside of normal business hours because of
family and other responsibilities. Invariably,
"pulling the load" frustrates the
hardworking, motivated employee. In the
end, win or lose, the employees who were
the most motivated will feel the most
cheated.

26

3. Programs reduce creativity and risk-taking.
Employees are risk-averse when it comes to
competing for a reward. ey don't want to
risk losing and looking bad because they
tried some new, clever approach that failed.
Traditional reward and recognition
programs reinforce "doing it by the book" -
not experimentation. Such programs
actually discourage innovation, creativity,
and risk-taking - the very behaviors that
improve organizations. People may work
harder but they will not work smarter.
4. Wrong behaviors are rewarded. Frequently,
reward and recognition programs reinforce
the wrong behaviors. For example,
organizational leaders may speak of the
importance of teamwork but then create
programs that recognize and reinforce
individual performance. is may well result
in rewarding the individual who is the worst
team player. Is your company accidentally
reinforcing behaviors that run counter to the
values of your organization?
5. Programs have no impact on workplace
culture. Reward and recognition programs
will never lead to long-term, sustainable
changes in behavior because they have no
impact on organizational culture. Culture
drives behavior and behavior reinforces

FOCUS | Fall 2017 | www.L-TEN.org


http://www.L-TEN.org

Table of Contents for the Digital Edition of Focus Magazine - Fall 2017

LTEN Focus on Training Magazine
From the President: Reducing Scrap Learning
Table of Contents
Table of Contents
Guest Editor: Training Effectiveness vs. Performance Management
Directions: Fall Behind?
Front of the Room: Lessons from My Painter
Otsuka: Reinventing the National Meeting
Two Steps to Openings that Give Control
Building and Engaging Workforces with R-E-S-P-E-C-T
Change Agility: A Winning Capability at All Levels
Revolutionize Your Coaching Action Plans
Gamification, Game-Based Learning & Rep Engagement
Lateral Thinking
Virtual How: The Evolution of Learning Engagement
Ad Index
Focus Contacts
Focus Magazine - Fall 2017 - Intro
Focus Magazine - Fall 2017 - LTEN Focus on Training Magazine
Focus Magazine - Fall 2017 - Cover2
Focus Magazine - Fall 2017 - 3
Focus Magazine - Fall 2017 - 4
Focus Magazine - Fall 2017 - From the President: Reducing Scrap Learning
Focus Magazine - Fall 2017 - 6
Focus Magazine - Fall 2017 - Table of Contents
Focus Magazine - Fall 2017 - 8
Focus Magazine - Fall 2017 - Table of Contents
Focus Magazine - Fall 2017 - 10
Focus Magazine - Fall 2017 - Guest Editor: Training Effectiveness vs. Performance Management
Focus Magazine - Fall 2017 - 12
Focus Magazine - Fall 2017 - Directions: Fall Behind?
Focus Magazine - Fall 2017 - 14
Focus Magazine - Fall 2017 - Front of the Room: Lessons from My Painter
Focus Magazine - Fall 2017 - 16
Focus Magazine - Fall 2017 - Otsuka: Reinventing the National Meeting
Focus Magazine - Fall 2017 - 18
Focus Magazine - Fall 2017 - 19
Focus Magazine - Fall 2017 - 20
Focus Magazine - Fall 2017 - 21
Focus Magazine - Fall 2017 - Two Steps to Openings that Give Control
Focus Magazine - Fall 2017 - 23
Focus Magazine - Fall 2017 - 24
Focus Magazine - Fall 2017 - 25
Focus Magazine - Fall 2017 - Building and Engaging Workforces with R-E-S-P-E-C-T
Focus Magazine - Fall 2017 - 27
Focus Magazine - Fall 2017 - 28
Focus Magazine - Fall 2017 - 29
Focus Magazine - Fall 2017 - 30
Focus Magazine - Fall 2017 - 31
Focus Magazine - Fall 2017 - Change Agility: A Winning Capability at All Levels
Focus Magazine - Fall 2017 - 33
Focus Magazine - Fall 2017 - 34
Focus Magazine - Fall 2017 - 35
Focus Magazine - Fall 2017 - Revolutionize Your Coaching Action Plans
Focus Magazine - Fall 2017 - 37
Focus Magazine - Fall 2017 - 38
Focus Magazine - Fall 2017 - 39
Focus Magazine - Fall 2017 - Gamification, Game-Based Learning & Rep Engagement
Focus Magazine - Fall 2017 - 41
Focus Magazine - Fall 2017 - 42
Focus Magazine - Fall 2017 - 43
Focus Magazine - Fall 2017 - Lateral Thinking
Focus Magazine - Fall 2017 - 45
Focus Magazine - Fall 2017 - 46
Focus Magazine - Fall 2017 - 47
Focus Magazine - Fall 2017 - 48
Focus Magazine - Fall 2017 - Virtual How: The Evolution of Learning Engagement
Focus Magazine - Fall 2017 - 50
Focus Magazine - Fall 2017 - 51
Focus Magazine - Fall 2017 - Ad Index
Focus Magazine - Fall 2017 - Focus Contacts
Focus Magazine - Fall 2017 - 54
Focus Magazine - Fall 2017 - Cover3
Focus Magazine - Fall 2017 - Cover4
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