'Carrots' are suitable as the reward to enhance one's motivation to push himself further. The individual will continue to make the effort to achieve the target intended to reap the reward that has been promised. The 'stick', refers to the punishment imposed to people who are not able to achieve the performance intended and it pushes them to change and obey the rules.
In the organisational context, whether to give carrot or stick in addressing motivation issues must be planned carefully. The organisation's hope to change and increase employees' motivation will not be achieved if they are not ready or they understand why the giving of carrots (reward) or stick (punishment) is carried out.
Managers today prefer to impose punishment if the target is not achieved and they wish for the punishment to make them change and become motivated. This assumes that the negative approach is more effective to change one's attitude compared to the milder, softer approach.
There are several issues and effects that can be taken from this carrot and stick method. The first is, which approach must an organisation take to ensure all employees are motivated in achieving the intended target - carrot or stick? Secondly, should an organisation start with listing down the rewards or incentives that will be given if the target is achieved or better than expected?
If it is done, there will be employees who will strive to achieve the tasks to get the reward. The third issue is, should an organisation first introduce the list of punishments that will be imposed if the target is not fulfilled? In effect, the punishment imposed might force employees to achieve the target, but will not improve their motivation. Lastly, is the punishment or reward introduced necessary to see the changes in employees' motivation?
My take is, if employees are clear with their respective roles and responsibilities, and in line with the direction of the organisation, all the issues above will not surface. The issue is, the ambiguity of role, the environment factor and individual aim that often coincide with the organisation, are the reasons why it is hard to achieve the targets and why employees' motivation deteriorates.
In brief, the issues above require an organisation to understand employees' situation and level of acceptance towards the targeted tasks. This understanding needs to take into account all the external and internal factors that also support the target intended.
Research shows that motivation is one of the internal processes that can spur and motivate one's behaviour or interest to achieve a goal. The motivation process begins when an individual knows or realises about unfulfilled needs. Upon this realisation, he or she will set the goal and it will influence the actions that need to be done.
These unfulfilled needs are crucial to be explored to ensure the role and responsibility of every employee, be it responsibility of the organisation towards the employees or employees' responsibility towards the organisation. It can serve as guidance on the method of raising employees' awareness and increasing their motivation.
Raising about the needs that have yet to be achieved or fulfilled, might raise the employees' awareness to change and move towards achieving the goal. This approach is more effective compared to proposing negative punishment, that will intimidate the employees more and affect their emotions and level of health.
In reality, it is not easy to motivate employees these days. The change in the economy, social, politics and technology is a challenge to the managers. The diverse labour force in the organisation today also adds to the challenge.
The difference in gender, religion, race, culture and education background in the organisation shows that employees' requirements might be different, also the aspects that motivate them. Thus, managers need to understand the individual difference and form the motivational strategy that is more effective.
Studies show money is no longer the primary source of motivation. There are other factors such as training and development, work environment and employee-manager relationships.
Carrot and stick are both effective in their own way. They give different connotations to every individual. However, based on experience and study findings, if one begins on a positive note, the outcome will be positive and permeate into the entire organisation.
However, it should be remembered that the achievement of goals through punishment to create fear might not last long. In time, the sense of fear will disappear. Thus, the choice is in the hands of the managers and the organisational leaders.
For me, what is to be emphasised is appreciation. It needs to be carried on in the effort to acknowledge more employees and their credible performances. This positive aura will seep into the souls of the employees and yield the anticipated outcome.
The writer is Professor, Faculty of Economics and Management, Universiti Kebangsaan Malaysia
The views expressed in this article are the author's own and do not necessarily reflect those of the New Straits Times