This paper examines conflicting reward systems and their impact on criminal justice administration.
Written in 2006; 675 words; 5 sources; $ 26.95
Paper Summary:
The paper discusses how Stephen Kerr contended that the rewards systems that are designed by many organizations result in conflicting messages sent to workers. The concept is that if the rewards system does not address what the worker wants in the end, the worker will ignore the rewards system. Therefore, managers must correspond rewards with worker needs or desires in order for the rewards to benefit business. The paper relates that conflicting rewards systems have been evident in the criminal justice system and lead to inefficiency in the workplace.
From the Paper:
"McKay and Sourval (1996) suggest that in the criminal justice system, workers will often not meet the organizational goals because the rewards system that is developed does not correspond with worker need (p. 44). Leaders and managers demand respect from workers and this respect is expected to extend to the organization."
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