5. Humanization requirement. Both reward and punishment are indispensable for the implementation of decision-making, but it's important to avoid excessive rewards or punishments leading to adversarial feelings. Therefore, the focus must be on rewarding rather than punishing, using punishment as a supplement to reward. Emphasize guiding people’s behavioral choices through rewards. Punishment should only be administered when failure to do so would fail to correct deviations, according to prior mutual agreements. This ensures that decisions are effectively implemented while enhancing the cohesion of the enterprise organization.
3. Timeliness requirement. During the process of implementing decisions, rewards for special efforts and contributions, as well as punishments for negative attitudes and irresponsibility, must be executed within as short a time as possible after the corresponding actions occur. Only in this way can the motivational effects of such rewards and punishments be guaranteed, thereby achieving the goal of harmonious management and control of employee behavior. For summary rewards and punishments after the implementation of decisions, they must also be completed within a certain period, such as one month, to prevent the decrease in the incentive guidance effect due to people forgetting the relevant behaviors before re-discussing rewards and punishments.
However, in the reality of organizational operations, this correspondence is often not given sufficient attention, resulting in supervisors, including top leaders, arbitrarily administering rewards and punishments based on their preferences. This not only leads to dissatisfaction among those punished, affecting interpersonal relationships, but also reduces the effectiveness of rewards and punishments due to lack of clear targeting. More importantly, it undermines the seriousness and authority of decision implementation plans, causing instability in organizational execution. Because such arbitrary administration of rewards and punishments links the progress of work solely to the charm, authority, or interpersonal relationships of specific individuals. Once these individuals change, the operation efficiency of the organization will significantly drop, causing instability in operational efficiency and execution ability.
Clearly, this system module is established on the soundness and perfection of the functions of the two system modules: plan coordination management and responsibility differentiation management, which are based on information transmission activities in the information decision-making system. Without the stipulated requirements for time, place, process, and method planning, as well as responsibility division, there would be no issue of reward and punishment control. If there were, it would merely be the supervisor administering rewards and punishments according to personal preferences, which cannot standardize human behavior or enhance the authority and strictness of decision implementation plans. Thus, it can be said that this system module has a sequential relationship with the plan coordination management and responsibility differentiation management systems.
5. When a decision implementation process reaches a conclusion, compare the previously analyzed responsibilities and rights, as well as the plan coordination requirements, comprehensively summarize and analyze, and implement rewards and punishments to ensure that the person responsible for the task develops a positive attitude, creating a strong incentive mechanism for the next decision implementation.
1. After some time following the start of the decision implementation process, regularly and irregularly summarize the status of the decision implementation. Each summary should identify at least two groups of 10% of the people. One group of 10% are those who strictly follow the time, place, process, and method plan requirements during the decision implementation, actively utilizing their subjective initiative, overcoming difficulties through personal effort to ensure the complete implementation of the decision; the other group of 10% are those who are消极怠工 (negatively working), disregarding the time, place, and process method plan requirements, being irresponsible, careless, and affecting the implementation of the decision.
Excerpt from Shu Huaru's monograph "Life-Ascension Strategy"
2. Rank the two groups of 10%, providing a basis for the implementation of rewards and punishments.
4. Publicity requirement. The implementation of rewards and punishments must be conducted openly. Whether someone deserves a reward or punishment, on one hand, should involve public participation in evaluation, and on the other hand, withstand public scrutiny to achieve the goal of guiding others' behavioral choices through rewards and punishments. The implementation of rewards and punishments especially needs to avoid behind-the-scenes manipulations. Otherwise, without external supervision, it may become a tool for a few individuals to form cliques and attack outsiders.
By Shu Huaru
The Reward and Punishment Control Management System Module is the second basic system of the Behavioral Coordination Management Secondary Subsystem. It implements rewards and punishments based on the results of the implementation of project objectives and process plans, inducing strict adherence to time, place, process, and method plan requirements through rewards, and forcing behavioral control within these requirements through punishments.
4. For the latter group of 10%, based on the ranking, according to the degree of deviation from the time, place, and process method plan requirements, the severity of behavior, and the extent of losses caused, promptly administer various forms of criticism and punishment as a warning to others, avoiding the influence of a few irresponsible individuals’ negative work attitudes and carelessness on the next stage of decision implementation or the implementation of the next decision.
2. Strictness requirement. The implementation of rewards and punishments must be strict and serious, adhering to prior mutual agreements. Those who deserve rewards must be rewarded, and those who deserve punishments must be punished. Truly avoid favoritism in both rewarding and punishing, establishing authority for the decision-making and decision-planning institutions.
(II) The content of the tasks that must be completed for the soundness and perfection of the functions of the Reward and Punishment Control Management System Module
The function of this system module is to implement rewards and punishments based on the time, place, process, and method plan requirements determined by the Plan Coordination Management System Module and the responsibility boundaries clarified in the Responsibility Differentiation Management System Module within the Information Decision-Making System's information transmission activities. Its content includes both spiritual and material rewards. On one hand, units, departments, and role positions that strictly adhere to the decision implementation plan requirements and excellently ensure the implementation of decisions are rewarded. On the other hand, units, departments, and role positions that stubbornly refuse to cooperate and fail to complete tasks according to the decision implementation plan are punished. The goal is to establish the authority of the decision implementation plan, making people voluntarily and strictly adhere to the decision implementation plan in subsequent stages and future decisions.
(III) Standardization Standards for the Management of the Reward and Punishment Control Subsystem
1. Justification requirement. Whether rewarding or punishing, there must be a basis in the mutual agreements reached at the time, avoiding arbitrary rewards and punishments based on the preferences of supervisors to ensure the coordination and unification of the will and behavior of those responsible for the implementation of decisions.
(I) The Functions of the Reward and Punishment Control Management System Module