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A Better Theory of Motivation
The answer lies in a deep chasm about how the concepts of incentives and motivation relate to each other.There are two broad camps on this question.
Back in 1976, two economists, Michael Jensen and William Meckling, published a paper that has been committed to memory by those in the first camp.The paper,which has been one of the most widely cited of the past three decades, focused on a problem known as agency theory, or incentive theory: why don't managers always behave in a way that is in the best interest of shareholders? The root cause, as Jensen and Meckling saw it, is that people work in accordance with how you pay them. The takeaway was that you have to align the interests of executives with the interests of shareholders.That way, if the stock goes up, executives are compensated better, and it makes both shareholders and executives happy.Although Jensen and Meckling didn't specifically argue for huge pay packages, their thinking about what causes executives to focus on some things and not others is financial incentives. Indeed, the drive toward top performance has been widely used as an argument for skyrocketing compensation under the guise of “aligning incentives.”
It is not just my students who have become believers in this theory. Many managers have adopted Jensen and Meckling's underlying thinking—believing that when you need to convince others that they should do one thing and not another, you just need to pay them to do what you want them to do, when you want them to do it.It's easy, it's measurable; in essence, you are able to simply delegate management to a formula.Even parents can default to thinking that external rewards are the most effective way to motivate the behavior they want from their children---for example,offering their children a financial reward as an incentive for every A on a report card.
更好的动机理论
答案在于关于激励和动机的概念如何相互关联的深刻分歧。在这个问题上有两大阵营。
早在1976年，两位经济学家迈克尔·詹森和威廉·梅克林发表了一篇论文，这篇论文被第一阵营的人铭记于心。这篇论文是过去三十年中被引用最多的论文之一，它聚焦于一个被称为代理理论或激励理论的问题:为什么管理者的行为方式不总是符合股东的最佳利益？詹森和梅克林认为，根本原因是人们按照你支付给他们的方式工作。要点是，你必须让高管的利益与股东的利益保持一致。这样，如果股票上涨，高管的薪酬会更高，股东和高管都会感到高兴。尽管詹森和梅克林并没有特别主张巨额薪酬，但他们认为是财务激励导致高管专注于某些事情而不是其他事情。事实上，追求最佳绩效的努力已被广泛用作借口，以“调整激励”为幌子，大幅提高薪酬。
不仅仅是我的学生成为这个理论的信徒。许多经理采纳了詹森和梅克林的基本思想——认为当你需要说服别人做一件事而不是另一件事时，当你想让他们做事时，你只需付钱给他们。很容易，可以衡量；本质上，您可以简单地将管理委托给一个公式。即使是父母也默认外部奖励是激励孩子好行为的最有效的方式——例如，给他们的孩子提供经济奖励，作为成绩单拿A的激励。
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