be less motivated to do it. What might ordinarily be perceived as a reward to one person it might be a punishment to another. You must custom fit a reward system to your employees and jobs to get the ultimate performance from you reward system. Furthermore, the more value the recipient of the reward places on the completion of the behavior that is being rewarded, the more powerful and personally rewarding it is. Context is the time, the place and the way the reward is delivered (Managing Human Resources, Sherman, Bohlander, Snell). Context is partly a matter of the culture of a particular organization. What that mans is, when a certain motivator is offered in a particular corporation, it may not have the same value it has when it is offered in another place. For example, an “employee of the month” parking space may be a meaningful reward in some companies, meaningless in some companies, or even a demotivator for some people in other companies. It all depends on what is perceived as “valued” by the corporate culture. To be demotivated means that neither the energy nor the commitments are there. Negative reinforcement often proves to be highly demotivating. In one form or another, these have been used in business settings for a long time. Negative reinforces include such things as “taking names,” “kicking butt,” penalties, reprimands, docking or withholding pay, canceling vacations, removing privileges, and showing contempt for or ignoring the performer. Demotivation is worse then no motivation at all. Positive reinforcement works better. Positive reinforces include such things as recognition, respect, praise, better working conditions, money, paid vacations, fringe benefits, prizes, etc. There are two types of motivators, intrinsic and extrinsic (Managing Human Resources, Sherman, Bohlander, Snell). The word motivation often brings things to mind like money, or special privileges, like the...
