Reference no: EM131260065

1. What implications does the $1 pay have for the use of money as a reinforcer?

2. Why is taking a $1 salary called a "double-edged sword"?

3. What conditions would be necessary and how would you publicly explain if you ever would join the $1 Circle?

Organizational Behavior Case: Contrasting Styles

Henry Adams has been a production supervisor for eight years. He came up through the ranks and is known as a tough but hardworking supervisor. Jane Wake has been a production supervisor for about the same length of time and also came up through the ranks. Jane is known as a nice, hardworking boss. Over the past several years these two supervisors' sections have been head and shoulders above the other six sections on hard measures of performance (number of units produced). This is true despite the almost opposite approaches the two have taken in handling their workers. Henry explained his approach as follows:

The only way to handle workers is to come down hard on them whenever they make a mistake. In fact, I call them together every once in a while and give them heck whether they deserve it or not, just to keep them on their toes. If they are doing a good job, I tell them that's what they're getting paid for. By taking this approach, all I have to do is walk through my area, and people start working like mad.

Jane explained her approach as follows:

I don't believe in that human relations stuff of being nice to workers. But I do believe that a worker deserves some recognition and attention from me if he or she does a good job. If people make a mistake, I don't jump on them. I feel that we are all entitled to make some errors. On the other hand, I always do point out what the mistake was and what they should have done, and as soon as they do it right, I let them know it. Obviously, I don't have time to give attention to everyone doing things right, but I deliberately try to get around to people doing a good job every once in a while.

Although Henry's section is still right at the top along with Jane's section in units produced, personnel records show that there has been three times more turnover in Henry's section than in Jane's section, and the quality control records show that Henry's section has met quality standards only twice in the last six years, while Jane has missed attaining quality standards only once in the last six years.