Test 1 Writing, Question 1 The reading advocates that to recieve remarkable results from employess, business enterprises should reward the employees for their performance. The lecturer completely refutes the idea, stating that such rewards rather prove to be setbacks for the employees and hence the enterprise.
First, the reading says that the promise of such incentives improve employee attitude and provide motivation. In contrast, the lecturer says that people who experienced reward system didn't like it. The employees ask for respect, not incentives in return to their hard work.
Furthermore, not getting rewards may lead to broken expectations which demotivate the employee. In addition, the reading claims that giving rewards leads to greater productivity. It says that when behaviour is rewarded, it tends to be repeated. On the other hand, the lecturer disagrees that giving rewards increases productivity.
He rather states that many studies found out that such rewards lead to less productivity. Finally, the reading says that such rewards persuade people to perfrom extraordinarily. It presents the idea that people are like physical bodies and need external motivating force to be set in motion. Contrastly, the lecturer contends that the rewards rather act as punishment.
Such rewards lead people to think that they are being controlled and manipulated. Furthermore, the reward scheme may rather affect the realtionsip of a worker with his supervisor. The reading claims that a correctly structured reward system motivates the employees to achieve more productivity and improves employee attitudes.
However, the lecturer claims that such reward schemes may rather degrade the productivity and employee attitudes and rather prove to be demotivating. Open navigation menu. Close suggestions Search Search. User Settings. Skip carousel.
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But the lecturer completely refutes the idea, stating that such rewards rather prove to be setbacks for the employees and hence the enterprise. The lecturer contends that such reward schemes may rather degrade the productivity and employee attitudes and prove to be demotivating. Original Description Toefl. Did you find this document useful? Is this content inappropriate? Report this Document. Description: The reading advocates that to recieve remarkable results from employess, business enterprises should reward the employees for their performance.
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Please rate my essay! Test on the 16th. Own Kudos [? Test on the 16th [ permalink ] Jan 12, pm. Dear everyone! I have just wrote my first essay on the integrated task. The problem is extracted from the cambridge book. I really appreciate your opinion and certainly will reward it with kudos! Have a nice day! Marcel On the one hand, the reading passage states that reward schemes tied to performance of employees increases their productivity and bases its argumentation on management studies.
On the other hand, the professor critically examines the theory of reward schemes tied to compensation and casts serious doubts on its validity. First of all, in the reading passage scholars explain that human beings are like bodies demanding external motivation and they point out that reward schemes fit into this motivation.
In contrary, the professor argues that employees do not like just being paid for working hard, but rather want recognition and respect for their efforts. Hence, he casts doubt on the evidence exhibited by the passage.
As a result, respect is a better external motivation than reward schemes. However, the speaker in the lecture contradicts the idea by explaining that employees rather feel punished by reward schemes. They often expect a certain amount of bonus, but if the actual bonus does not meet their expectations, they feel manipulated. Finally, and most importantly, the text concludes that the biggest rewards go to the best employees.
However, the professor contradicts this by mentioning that problems are simply not discussed with supervisors due to performance based reward schemes. Usually, employees working in teams engage in conversations with supervisors about problems they might encounter.
However, reward schemes encourage employees to hide these problems. Therefore, we can fairly say that reward schemes decrease productivity. In summary, the professor casts doubts on the main standpoint of the passage. We can safely assume that reward schemes are indeed counter productive. Therefore, the passage fails to compare theory with practice. Re: Please rate my essay!
Although this was intended to motivate performance, employees found it oppressive. Developers sought to avoid working with top performers, who threatened their own ranking, and as a result free thinking, innovation and collaboration stagnated. This, in turn, lays the foundations for continuous improvement based on comparison, feedback and the identification of more effective and efficient work methods.
Microsoft seeks to encourage improved performance not only by financial incentives, but also by considering more progressive drivers of employee motivation, participation and satisfaction. Thus, software programmers at Microsoft work long hours, but extra discretionary effort is encouraged by free food, relaxed dress code, comfortable offices, and playing games for further details see Birkinshaw and Cramer, So, whereas Taylorism is criticised for its de-humanising tendencies, Microsoft arguably seeks to balance and blend the drive for enhanced productivity with a complementary appeal to the broader hierarchy of needs in its workforce.
This paper has offered a critique of Taylorism as the first and most influential theory that shaped a spectrum of subsequent management practices that fall under the wider umbrella philosophy of scientific management.
The example of Microsoft shows how the principles of scientific management inform many practices that are still in use today. For example, the process of iterative product development owes a debt to scientific management as does project management and evaluation. Theory Y meets Generation Y, Management 2. Towards the Next Economics and Other Essays.
London: Heinemann Head, Simon, Changing the goal-setting process at Microsoft, Academy of Management Executive. C, and Kinje Hugo, Witzel and M. Warner eds. Scientific Management Example For Free. Accessed July 23, Scientific Management Example for Free. Did you like this example? Stuck on ideas? Struggling with a concept? Studydriver writers will make clear, mistake-free work for you! Get help with your assigment. Leave your email and we will send a sample to you. Email Send me the sample.
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Please indicate where to send you the sample. Didn't find the paper that you were looking for? What is your topic? Number of pages. Deadline 0 days left. It's almost hard to imagine a time in which people spent at least 40 hours a week in a physical office and often even longer, to impress the boss. But now, remote work has provided bosses and workers alike with an overdue opportunity to re-evaluate this ingrained presenteeism.
Presenteeism can cost a nation's economy tens of billions of dollars as sick people drag themselves into the office and infect others; it creates toxic environments that lead to overwork, as people putting in long hours piles pressure on everyone else to do the same. We know it's productivity that matters, not being chained to your desk or computer — and it's a conversation we've been having for years. Yet, despite a golden chance to ditch the practise amid a new work world, the emphasis on presenteeism is alive and kicking.
Now, presenteeism has simply gone digital: people are working longer than ever, responding to emails and messages at all hours of the day to show how 'engaged' they are. Aven also points out that this can unfairly favour some workers over others — parents may have no choice but to leave early, for example.
Yet as bad as presenteeism is, there are some indications that people who don't put in face time may actually get penalised. And, before you know it, the presentee might get a raise or promotion. In fact, during the pandemic, the number of hours worked around the world have gone up, not down. In , over the course of the year, average daily working hours increased by more than a half hour. Many bosses only see the most visible people, so they assume those are the most productive employees.
In the UK, for instance, 35 workdays are lost per worker per year in the UK due to presenteeism, and research also shows that productivity plummets after working more than 50 hours a week. The sad truth is, though, that the hallmarks of presenteeism still exist in this new world of work.
That is not sustainable because people are going to burn out. That the behaviour has transferred from physical desks to online shows how deeply it's ingrained in our work lives. Even though it was expected that there would be a switch, but due to our ingrained biases, transformation may be tough. According to the passage, the COVID pandemic has brought a major positive disruption in the way we work. Identify it among the options. According to the passage, presenteeism was worse before the pandemic enforced virtual working across the world.
The writer suggests ways to weed out the culture of presenteeism from offices. Identify among the following:. Job Interviews.