In the corporate world, incentives have long been touted as a magic bullet—the key to unlocking employee potential and driving performance. Picture a sales team racing to meet its quarterly target, driven by the allure of a substantial bonus. The atmosphere is electric, deals close in rapid succession, and success seems inevitable. But once the quarter ends and the bonus is pocketed, the initial surge of enthusiasm fades. What once seemed a powerful motivator reveals itself as a temporary fix, unable to sustain lasting engagement. As companies increasingly question the real value of incentives, the flaws in this once-vaunted strategy are becoming harder to ignore. While incentives can indeed generate immediate results, their capacity to inspire long-term motivation remains elusive.
The fundamental flaw in most incentive programmes lies in their short-term focus. As Shaleen Manik, chief human resources officer, Transsion India, points out, “Incentives are typically introduced to spur immediate results, such as boosting sales or hitting quarterly targets.” While this can be effective in the short term, it rarely instills lasting motivation. Once the goal is achieved, the energy they generate quickly dissipates, leaving employees to revert to their previous levels of engagement or worse, become demotivated when the incentive is no longer available.
“In organisations where there is mistrust between employees and their bosses, incentives may work for the short term, but will not generate lasting motivation.”
Vinod Rai, G-CHRO, Shahi Exports
Moreover, incentives can often set unrealistic expectations. Vinod Rai, Global CHRO, Shahi Exports, warns that “incentives are not motivating when they are unrealistic.” When targets are inflated at each level of the hierarchy, employees may find themselves facing impossible goals, leading to demoralisation rather than motivation.
The reliance on extrinsic rewards—bonuses, promotions, recognition—also plays a role in the failure of incentives to sustain long-term motivation. True, lasting motivation arises from intrinsic factors, such as a personal connection to one’s work and a sense of purpose within the organisation. “When a person feels motivated from within, it works for a long time,” says Manik. “Incentives, being extrinsic, can never provide that deep-seated motivation.”
“When a person feels motivated from within, it works for a long time. Incentives, being extrinsic, can never give that deep-seated motivation because they only offer a short-term focus.”
Shaleen Manik, CHRO, Transsion India
The way incentives are communicated also plays a crucial role in their effectiveness. Rai stresses that “explaining incentives in an engaging and relatable way is crucial to their success.” If the presentation of incentives creates a perception of inequality or unrealistic challenge, employees may lose interest. The incentive must be portrayed as an achievable, exciting challenge, rather than an insurmountable obstacle, to maintain motivation.
Moreover, incentives can often be perceived as entitlements, diminishing their effectiveness over time. Unlike long-term benefits such as Employee Stock Ownership Plans (ESOPs) or retirement plans, which are seen as rewards for loyalty and service, incentives are contingent on performance and can feel unpredictable. “Unless people feel they are entitled to something, incentives will never provide lasting motivation,” Manik observes.
The role of leadership is also critical in determining the effectiveness of incentives. The relationship between employees and their immediate supervisors is pivotal. When trust between superior and subordinate is lacking, even the most well-designed incentive schemes will fall short. “In organisations where there is mistrust between employees and their bosses, incentives may work for the short term, but will not generate lasting motivation,” Rai asserts. Effective leadership must go beyond task assignment and incentive distribution—it must cultivate trust and collaboration.
Rather than relying solely on incentives, companies should focus on building a strong organisational culture and a sense of purpose. Manik advocates for clear communication of the organisation’s purpose and the creation of a culture where employees feel ownership of the business. Rai adds that developing leadership capabilities to foster trust, empathy, and clear communication is essential. Setting realistic goals and gradually increasing expectations can prevent demotivation, while a balanced approach to incentives can support both short-term achievements and long-term commitment.
In conclusion, incentives can be a valuable tool for driving short-term results, but they should not be viewed as a panacea for long-term motivation. By shifting focus from rewards to a deeper sense of purpose and ownership, companies can create an environment where employees are intrinsically motivated and committed to their work. This approach not only ensures more sustainable performance but also strengthens the connection between employees and the organisation, keeping motivation alive long after the incentive has been earned.
