Aubrey C. Daniels (born May 17, 1935, in Lake City, South Carolina, USA) is the founder and chairman of the board for Aubrey Daniels International or ADI,[1] a Performance Management consulting company.[2] (wikipedia)
The real problem with EOM is that one person's success creates another person's failure, and if the award is truly desirable, it creates destructive internal competition
The trendy management fads concentrate on antecedents, ... but the only thing that makes what you do (before a behavior) effective is its consistent pairing with a consequence. Antecedents get us going. Consequences keep us going.
People complain their bosses never give them positive reinforcement, ... I say to them: 'If you think you get too little recognition, think of your boss. He or she gets less.'
The consequences that cause people to do their best every day occur every day. Delayed rewards are far less effective, even if theyre larger.
The best kind of performance review is no performance review
The trendy management fads concentrate on antecedents, .. but the only thing that makes what you do (before a behavior) effective is its consistent pairing with a consequence. Antecedents get us going. Consequences keep us going.
Positive reinforcement generates more behavior than is minimally required. We call this discretionary effort, and its presence in the workplace is the only way an organization can maximize performance.
If you feel you aren't getting much recognition for your contribution, think of your boss, because your boss gets less -- much less.
