Drawing on general theories of motivation, our study presents a useful framework for examining the possible effects that
bonus systems may have on employee motivation and safety behavior. Applying this approach as reflected in our interview guide
and in the data obtained, nothing was found to indicate that the systems under study should negatively affect safety behaviors, for
example, in terms of increased risk taking or underreporting. All three systems seemed to have problems achieving any significant
effects on behaviors. They all lacked in incentive intensity and motivational effects due to different problems within their design.
To the degree that the systems at all influenced safety behaviors, the effects appear to be positive and directly mediated by the
bonus goals being related to safety issues and also indirectly mediated by the pronounced safety concerns framing the systems.
All three systems also appeared to have some positive effects on the respondents' general work motivation, due to the system's
role in clarifying priorities, creating a sense of participation, and bringing about appreciation and recognition for those involved.
The results indicate that group or teambased goals seemto be a good middle way of avoiding unsafe competition and feelings of
unfairness but still creating a clear link between behavior and reward. However, in order to achieve positive effects, the results imply
that it is essential to set goals aimed at realistic quality improvements (such as safety issues) instead of economic achievements and to
create feelings of participation among the employees. Clear information and feedback, a design that is perceived as fair and the
avoidance of goal conflicts also seems to be of great importance in order to create incentives for safe behaviors.
The results of the present study can have practical implications in a number of ways. Bonus systems of different kinds are
today a popular means of trying to achieve corporate goals. The possible negative impact that a badly designed system could have
on factors such as safety should be of critical interest not only for power plants, but also for HRO's in general. Although the results
from the present study do not indicate that the systems posed any significant risks to safety, it cannot be presumed that such
bonus systems may not do so in other HRO's. Such a risk could arise even if many of the bonus goals were to relate directly to
safety concerns, as was the case at the studied plants. Still, the results indicating that the three systems and their motivational
effects were perceived in clearly distinct ways by the employees at the three nuclear power plants due to their differences,
underline the importance of system design in preventing negative effects on safety.
References