What Is The Pink Theory

Herzberg doesn?t believe in the giving of bonuses in order to increase productivity. Herzberg states that ?Hunger, a basic biological drive makes it necessary to earn money, and then money becomes a specific drive? (Herzberg, 1991, p.16). This means that once employees start being rewarded with money they won?t be able to work without it. Another firm believer of this is Kohn who states, ?When reward systems fail don?t blame the program, look at the promise behind it.? (1993, p.54). Kohns article describes incentives, as only bringing temporary compliance and once the rewards run out people will revert back to their old behaviours.

An interesting point of his speech is the explanation of the Karl Duncker’s candle experiment. The experiment used some participants and gave a problem: To attach a candle to one wall and light it up not letting it to fall down. The participants received a box of matches and box of thumbtacks and were divides in 2 groups. The first one had would be timed and the second one would receive financial rewards. The second grouper took longer to conclude the task and solve the problem and this is a strange result, since we believe that bonus and financial incentives are the most important ones. The conclusion of the experiment is that financial incentive could block creativity and according to Daniel Pink, money could work to incentive basic activities but not activities that involve

Rachel, you also make a great point regarding the lack of long-term results from extrinsic motivators such as gift cards and bonuses. While these can be useful tools for improving or maintain performance, intrinsic motivation may be more helpful for long-term performance

The motivational approach Mr. Ferrell is using is intrinsic reward. Because of the personal satisfaction, he has. He follows the rules of Right-Way super market which lead him to believe he is making an significant contribution to this organization (pg.296). Which he seems to think means he does not need to listen to his employees. Mr. Ferrell exhibits elements of scientific management. He sees Amy as more of a machine than a human being there to work not to suggest concepts for a business, he’s worked at longer. Whereas, I would use extrinsic rewards as a motivation. This ensures that an employee knows they are appreciated it can be as simple as telling them what a good job or in this case listening to an employee’s ideas.

Cameron, J., Banko, K. M., & Pierce, W. D. (2001). Pervasive Negative Effects of Rewards on Intrinsic Motivation: The Myth Continues. The Behavior Analysist , 1-44.

While watching “The Puzzle of Motivation” by Dan Pink, I was very intrigued. Throughout the entire talk, there were several interesting points that were made. It really interested me when Pink talked about the group that was rewarded. Pink stated that if the contestants were in the top 25% of the fastest times, they would be rewarded five dollars. With this incentive, most would hope to do well, if not better than the person that would not be rewarded. Pink then goes on to point out the results. How much faster did the group that was offered a reward actually do? On average, it took them three and a half minutes longer. This really stood out to me because when offered a reward for a task, normally a person would be more motivated and thus do better. What amazed me even more was that this isn’t just a one time thing. This is has been replicated over and over for nearly 40 years. As Pink says around 04:33, “These contingent motivators -- if you do this, then you get that -- work in some circumstances. But for a lot of tasks, they actually either don 't work or, often, they do harm.” These rewards that are being offered are being used to attempt to sharpen thinking and accelerate creativity, but instead it’s proving to do the opposite. It’s proving to dull thinking and block creativity.

Nursing theory is assumed as the body of information, which is used to assist the nursing practice. Nursing models are created with theories and perceptions. They are used to assist nurses assess, plan and implement patient care by delivering an outline within which to work. Nursing models also assist the nurses to accomplish consistency and unified care. This presentation shall examine the importance of Dr. Jean Watson’s theory of caring in today’s nursing practice, its relation to metaparagidm concepts and how the theory help us to improve the current nursing practices.

A reward is a high extrinsic motivator. The reward can be monetary, gift certificate, day off with pay, a two hour lunch, or working for two hours on anything but work. All entice performance and competition in the workplace. A gold star, being the teacher’s helper for a day, no daily

In chapter one of Drive: The Surprising Truth About What Motivates Us, author Daniel Pink introduces two types of motivators that he refers to as, “Human operating systems”. Times have changed, and business models are changing as well. Just like we need to upgrade our computer software when it begins to fail. We also need to upgrade our human operating systems, when our current method has not kept up with the ever-changing business world. The concept of reward and punishment to encourage employees to be more productive is an outdated way of managing people. In order to create a better work environment and increase productivity, we need to upgrade our idea of motivation to include autonomy, mastery, and purpose.

In the book “DRIVE - the surprising truth about what motivates us”, Daniel Pink says that people will not do a better job if they’re offered a reward. They will do a better job if given the opportunity to work on their own time, be creative and do good. He states, “The secret to high performance and satisfaction is the deeply human need to direct our own lives, learn and create new things and to do better by ourselves and our world”. He speaks about a whole new way that companies should look at human motivation. The book discusses three main components of motivation- autonomy, mastery and purpose. Autonomy describes how people want to be

“While Mangers complain about lack of motivation in their workers, they might as well consider the possibility that the reward systems they’ve installed are paying off for the opposite”.

Motivation in the workplace is one of the major concerns that managers face when trying to encourage their employees to work harder and do what is expected of them on a day-to-day basis. According to Organizational Behavior by John R. Schermerhorn, James G. Hunt and Richard N. Osborn the definition of motivation is "the individual forces that account for the direction, level, and persistence of a person's effort expended at work." They go on to say that "motivation is a key concern in firms across the globe." Through the years there have been several theories as to what motivates employees to do their best at work. In order to better understand these theories we will apply them to a fictitious organization that has the following

Scientific management uses incentives to motivate workers. This idea comes from Henry Gantt who introduced the bonus system, which motivated workers to complete their daily tasks by

Behavior based motivation such as Equity Theory, Expectancy Theory and Reinforcement Theories are built on the premise that employee behavior is directly linked to the consequences of their actions.

One of the first authors that dealt with the sources of motivation was Frederick Taylor who focussed on the overall productivity of an organisation. He linked this productivity to the effort an employee puts into their work which in turn is dependent on monetary rewards (Taylor, 1911). This theory was established in the context of the industrial age and thus is outdated for today’s analysis but it still provides a basic assumption which is often referred to by other authors. The total neglecting of a worker’s intrinsic motivators is a starting point for discussion for authors that conducted research in that area after Taylor.