The Negative Effects Of Financial Employees

Goodman’s last and final point is that employers should “focus on the means as well as the end” (Goodman 2013). This means that employers should always be thinking about their end goals. Goodman says that all incentives that are used to motivate employees to do smaller tasks, should also lead employees to the overall progress of the company (Goodman 2013). According to Goodman, employees should have more than just one goal to accomplish (Goodman 2013). Goodman says that if companies only provide one goal, such as a bonus, then employees will take “shortcuts” (Goodman 2013). Goodman says that instead, employers should have employees striving to accomplish bigger and overall goals of the company (Goodman 2013). Goodman continues by saying that

The first way is to make sure that the “financial incentives are used primarily for tasks that are uninteresting to most employees”(Grant & Singh, 2011). This means that the assignments given to the employees should be assignments that employees normally do not like doing or normally do not do. The second way suggested by Grant and Singh is to make sure that the financial incentive is “delivered in small sizes so that they do not undermine intrinsic motivation” (Grant & Singh, 2011). Rewards given in the form of money should never trump the inner motivation of the employee. Financial rewards are not employee’s “why” and should not be treated as such. Financial rewards according to Grant and Singh, should only be given in small amounts (Grant & Singh, 2011). The last thing Grant and Singh (2011) suggest employers do is make sure that the financial reward is “supplemented with major initiatives to support intrinsic motivation.” Meaning instead of offering the employees a financial reward, sometimes it is better to provide employees with incentives that help them reach their own personal goals. Sometimes it is better to give employees incentives that empower them, instead of financially benefit