Who takes the blame?
by Charles Waldo
In the last HCBM my article was titled “1,501 Ways To Bring Out The Best In People.” The article suggested numerous methods of recognizing and rewarding employee performance way above average. The assumption is that earned recognition, appreciation, and, sometimes, financial rewards given sincerely in a timely manner will make the employee feel better about herself and her job and will encourage her to repeat or, even better, improve that performance -- good for the employee and the organization.
What do you think about that assumption? Is it valid? Does it square with your experiences? How do most people respond to earned praise? How about you? Do praise and recognition raise productivity and/or quality? Does praise beget more praise? Or are bonuses and raises better motivators? But how often will these be available?
But things don’t always go right
To quote Murphy’ First Law: If anything can wrong, it will.
Observations of the “real world” clearly show that employees at all levels (including CEO’s) sometimes make mistakes; miscommunicate; resist, defy, or misinterpret directions; are dishonest; and on and on. People are not perfect, just human. It’s pretty hard to praise an employee for “doing something wrong” or “doing the wrong thing” no matter what their original intention. But was the error really their fault?