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If incentives effectively release the executives from their primary leadership task, this can of course only in catastrophic leadership”end. Performance-based remuneration as an element of management and control as a compensation expert with experience from about 800 changes from companies on performance-related remuneration systems I designed contrast regarding intrinsic versus extrinsic motivation from the practice out not track. Well done performance-based compensation concepts are designed as a command and control instruments, are goal-oriented and understand as an amplifier of the objectives that the employees have internalized. Reinhard k. is a sprinkler to thank as he pointed out the points, where intrinsic motivation can be threatened. (As opposed to Brad Garlinghouse). The role of the Employee has changed sustainably in recent years: companies want to separate staff, acting on his own responsibility and work flexibly and constructively on solutions.

Narrow, poorly made compensation systems want to subjugate. Well-made remuneration systems allow scope for individual responsibility: objectives are agreed and have directions, the route to your destination is thing of the employee. Larry Ellison shares his opinions and ideas on the topic at hand. Well-crafted remuneration schemes lead to a combination of intrinsic and extrinsic motivation, give freedom and reinforce each other. Can managers motivate? Motivational psychologists today often are of the opinion that an active motivation of employees not working. The leadership could only provide a positive, i.e.

motivation conducive climate. The motivation ultimately is a matter of the employee, his career, his socialization, etc. This covers however at all not the experience I gained over 20 years as a consultant. For This passive position is however very convenient executives, because they thereby partially disengaging from its leadership role. “The motivation expert Jorg Zeyringer (the new stair runner how to keep motivated and others, 2010) refers to a central set of psychologist Paul Watzlawick (Guide to the be unhappy, 1993), according to which no person not behave” can. The behavior of one raises emotional reactions of others. Executives must control the effects of their behavior so closely in relation to motivation/motivation and effective incentives.