ABSTRACT
The expression 'private enterprise' repeated so frequently and fondly, often means simply the chance to make money. One of the results of the tendency of some researchers to stress non-financial incentives is that managers are not always sure what place, if any, money should have as a motivator of performance effectiveness. Achievement in the managerial field is much less spectacular than comparable success in many of the professions, the scientist, for example, who wins the Nobel Prize. In fact, the more effective an executive, the more his own identity and personality blend into the background of his organization, and the greater is his relative anonymity outside his immediate circle. It is known that a number of incentive plans have failed to produce expected increases in productivity. Cafeteria wage plans would appear to have a particularly bright future among managers who are unfettered by union contracts.
