Post your thoughts on the information below on the discussion board. The intent

Post your thoughts on the information below on the discussion board. The intent is to use this topic as a capstone exchange of views to help sharpen your thinking about how incentives should or should not be used, especially where you work.
Imagine opening the proxy of a company in the S&P 500 and reading something like the following:
Decades of university-led research in a wide variety of settings have shown that the kind of incentive plans like the ones we’ve typically employed can actually impair motivation and diminish performance. Based on this research, we have decided to jettison our current incentive plans in favor of a disciplined and sustained effort to increase the intrinsic motivation of the work we ask each of our employees to do. In order to keep this change from becoming a de-motivator, we are going to increase each employee’s current salary by the average amount of annual bonus he or she received over the last five years. We believe this change in the way we deliver compensation will “take compensation off the table” as a barrier to achieving our goal of making every employee’s job more intrinsically satisfying. As we achieve this goal, we believe employees will be more satisfied in their work and that, consequently, they will be more productive.
Without reading all the proxies of companies in the S&P 500, it’s safe to say you won’t find anything resembling the preceding paragraph. The question is, why?
Daniel Pink contends that the business world hasn’t caught up with the findings of research over the last several decades. He says this research points to a “new understanding of what motivates us.” (Pink, 2009). Yet, the sorts of incentive plans we’ve covered in this course, which Pink (2009) says “usually don’t work and often do harm,” persist. One might even argue that with the increasing prevalence of stock-based incentive plans, especially for executives, they have grown more robust in recent years.
Here are the questions to use as your point of departure:
Why do conventional incentive plans persist?
Do business leaders “just not get it” when it comes to these types of plans?
If you were a shareholder reading the preceding statement how would you react?
Due Dates

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