The financial incentives are a lever of motivation that works well.
Obviously, since we have always used and still use them. But this shows that Daniel Pink, is that they operate only on simple tasks, for which the objective is clearly defined and do not work or even degrade performance On tasks that require to be creative, to have innovative ideas .
Daniel Pink explains it with passion on this video 18mn (based on science demonstrations and examples of the corporate world) and we Exort a management leaving more room for initiative personal give more autonomy collaborators: besides 50% of Google's innovations, including Gmail and Google News, were invented during the 20% backup time left by the U.S. company to its employees. ..
PS:Merci à Emmanuel d'avoir posté cette vidéo en commentaire de mon premier article !
PPS:Et pour aller plus loin, je vous renvoie à l'article de Wikipedia sur l'Overjustification effect dont voici un extrait intéressant :
Researchers promised a group of 3–5 year old children that they would receive a "good player" ribbon for drawing with felt-tipped pens. A second group of children played with the pens and received an unexpected reward (the same ribbon), and a third group was not given a reward. All of the children played with the pens, a typically enjoyable activity for preschoolers. Later, when observed in a free-play setting, the children who received a reward that had been promised to them played significantly less with the felt-tipped pens. The researchers concluded that expected rewards undermine intrinsic motivation in previously enjoyable activities. A replication of this experiment found that rewarding children with certificates and trophies decreased intrinsic interest in playing math games.
http://en.wikipedia.org/wiki/Overjustification_effect
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