Intrinsic Motivation
The Scanlon plan that is described in the case hurts the employees' intrinsic motivation. This is because the plan was making use of "if-then" economic rewards that are known to offer short-term performance improvements. When Ron Bent was hired as the plant manager, the company's productivity was already on a decline and implementing the Scanlon plan resulted in improved productivity. During this time the employees' no longer saw the bonuses as benefits, but rather as their right and it is for this reason that they began getting disgruntled when the bonuses were not being paid for a couple of months (Michael Beer & Collins, 2008). Making use of performance rewards based on if-then is usually recommended for a short-term. The motivation for the employees will wane as they get accustomed to the rewards attached to their performance and most of them will lose interest in the work they have been doing. Most of the plant workers might have enjoyed what they do and they might take great pride in the tasks they perform at the plant. However, with the introduction of the if-then economic rewards, they increased their productivity, and this resulted in them losing the interest to perform their tasks.
Intrinsic motivation is defined as motivation that comes from inside and the employee performs a task or action because they enjoy doing the activity. The Scanlon plan implemented extrinsic motivation where the employees were used to intrinsic...
References
Michael Beer, & Collins, E. (2008). Engstrom Auto Mirror Plant: Motivating in Good times and Bad. Havard Business Publishing.
Pink, D. H. (2011). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.
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