The free-ride theory was proposed by American economist Manco Orson in 1965. "The Logic of Collective Action: Theory of Public Interests and Groups".

[Explanation of the Law]

Free-ride theory was proposed by American economist Manco Orson in 1965. The basic meaning is to enjoy the benefits of others without paying the cost.

The idiom story "Super the False Numbers" is the founder of the free rider. Mr. Nan Guo didn't know how to play the 番, but he got into the palace band. Although he did not actually participate in the band ensemble this "collective action", his effortless pretending during his performance still allowed him to share the results of the King's reward for this "collective action".

"Free-riding" phenomenon will undoubtedly hit the work enthusiasm of other employees in the organization. The more serious this phenomenon exists, the greater the impact on employees' enthusiasm for work. Managers should implement various measures to avoid giving opportunistic employees the opportunity to "free-riding" and eliminate the "free-riding" phenomenon in the organization.

Why "The piglet is waiting for the big pig to run"

There are two pigs in the pigpen, one big pig and the other little pig. There is a pedal on one side of the pigpen. Every time you step on the pedal, a small amount of food will fall on the feeding mouth on the other side of the pigpen far away from the pedal. If one pig goes pedal, the other pig has the chance to eat the food falling on the other side first. When the pig stepped on the pedal, the big pig would eat all the food before the pig ran to the trough; if the big pig stepped on the pedal, there would be a chance to run to the trough before the pig finished eating the fallen food and compete to eat the other half of the remaining soup.

What strategy will pigs adopt? The answer is: the piglet will choose the "free riding" strategy, that is, wait comfortably by the trough; while the piglet will tirelessly run between the trough for a little leftover.

What is the reason? Because, if a pig will get nothing while stepping on the pedal, it will eat food without stepping on the pedal. For pigs, it is always a good choice not to step on the pedal regardless of whether the big pig is pedaling. On the other hand, the big pig knew that the little pig would not step on the pedal. It would be better to step on the pedal yourself than not, so I had to experience it myself.

The phenomenon of "little pig waiting for the big pig to run" is caused by the rules of the game in the story. The core indicators of the rule are: the number of things falling each time and the distance between the pedal and the feeding mouth.

If you change the core indicators, will the same "little pigs wait for the big pig to run" appear in the pigpen? Try it.

Change plan one: reduction plan.

feeding is only half the original portion. The result is that little pigs and big pigs no longer step on the pedals. If the pig goes to step on it, the big pig will finish the food; if the big pig goes to step on it, the little pig will finish the food. Whoever steps on the pedal means contributing food to the other party, so no one will have the motivation to step on the pedal.

If the purpose is to let the pigs pedal more, the design of this game rule is obviously a failure.

Change plan two: incremental plan.

feeds to double the original portion. The result is that little pigs and big pigs will pedal. Whoever wants to eat will pedal. Anyway, the other party won't finish the food at once. Small pigs and big pigs are equivalent to living in a "communist" society with relatively rich material resources, so their sense of competition will not be very strong.

For game rules designers, the cost of this rule is quite high (double servings of food are provided at a time); and because the competition is not strong, it is not good to let the pigs pedal more.

Change plan three: Decrease plus shift plan. The feeding is only half the original portion, but at the same time, the feeding mouth is moved near the pedal. As a result, the little pig and the big pig were desperately rushing to step on the pedal. Those who wait will not be able to eat, while those who work hard will gain more. Each harvest is just over.

For game designers, this is the best solution. The cost is not high, but the reward is the most.

There are more or less "pig"-style employees who like to be lazy and opportunistic. If they ignore their behavior and do not stop them, they will harm the entire team and make the entire team's work ultimately unable to be carried out. Managers can gain useful inspiration from the above cases, and by formulating scientific and reasonable rules, clarify the responsibilities of each member of the team, and do not give employees who are accustomed to "free-ride" the opportunity to completely eliminate the "free-ride" phenomenon in the organization.

Change the rules and eliminate the "free ride" phenomenon

In enterprises, many people just want to pay the smallest price and get the greatest reward, and strive to be the "little pig" that sits and enjoys its fruits. If everyone in the team wants to be a "pig", but does not want to work and is unwilling to assume obligations, it will eventually lead to everyone being unable to gain benefits, the entire team is inefficient and the work cannot be carried out.

The original "Smart Pig Game" story gives the weak in competition (little pig) the best strategy to inspire. However, for society, because the piglet failed to participate in the competition, the piglet's social resource allocation when "hitting a ride" is not the best state. In order to make the resources most efficiently allocate, the designers of rules do not want to see someone "free ride", as does the government and the managers of enterprises. Whether the "free riding" phenomenon can be completely eliminated depends on whether the core indicators of the game rules are appropriate.

For example, the incentive system design of the enterprise is too strong, and it is holding shares, and it is option . All the employees of the enterprise have become millionaires. Not to mention the high cost, the enthusiasm of employees is not necessarily very high. This is equivalent to the situation described in the incremental plan of "intelligent pig game". However, if the reward is not strong and the person who sees him has a share (there are also "little pigs" who don't work), the big pigs who worked very hard at one time will not have motivation - just like the situation described in the reduction plan of "Smart Pig Game".

The best incentive mechanism design is like changing solution 3 - the method of reducing amount and shifting. The reward is not everyone has a share, but is directly aimed at individuals (such as business commissions proportional), which not only saves costs (for enterprises), but also eliminates the phenomenon of "free riding", and can achieve effective incentives.

Many people have not read the story of "Smart Pig Game", but they are consciously using Xiaozhu's strategy, such as retail investors waiting for the dealer to carry the sedan in the stock market; waiting for new profitable products to appear in the industrial market, and then largely imitate the hot money ; people in enterprises who do not create benefits but share results, etc. Therefore, for managers who formulate various rules of the game for economic management, they must be well aware of the principles of changing the "intelligent pig game" indicator.

Inspire employees to work spontaneously

"Smart Pig Game" is a common saying that it is "a bird that shoots the gun." A very common phenomenon is that in enterprises, whether state-owned enterprises, private enterprises or foreign enterprises, there are always various small groups within the enterprises. And each group represents the interests of a part of the people, so conflicts inevitably arise.

Many people emphasize team spirit, for example, a football star always emphasizes that he will not perform so well without his teammates. In actual work, the success or failure of a team will hide the performance of individual employees, thereby weakening the enthusiasm of employees. For example, when many people row on a boat, some people will think, "Since I don't have to bear the full consequences of my behavior, I will put in less effort." However, employees who have tried their best to endure the pain cannot get all the benefits, and they will use less effort. This causes many rowers to fail to do their best, thus making the entire ship speed below normal levels. This principle shows that although performance management of the entire team is conducive to the team's collaboration, it will cause production losses caused by "free riding".

To solve this problem, managers need to spend more time in the management process, reduce the number of members of interest groups, and try to implement reward and punishment measures for each employee as much as possible. Combine individual rewards and punishments with group rewards and punishments in order to create more benefits for the company.

Specifically, managers can use the following measures to stimulate the work motivation of each member of the team:

(1) Inspire the work morale of subordinates, use rewards and lead by example to motivate subordinates, and let them develop passion for work.

(2) grant work, and set goals appropriately. If you simply say to the employee, "You must do something within three days!" The employee will feel confused. If you clearly define the boundaries of the work and let the employee understand: "How much work is done in five people in three days!" This way, through the refinement of the goals, everyone feels that the task can be completed. So everyone just wanted to complete it quickly.

(3) is properly prepared and is in place. Set up several levels of management systems. Different people have their own work. Each person has their own responsibilities, and the responsibilities are large and the rewards and punishments are also different. Everyone will try their best to do their job well.

(4) The work guidance is clear and rules. Every worker knows what his task is, and someone supervises their actions. Everyone cannot be lazy or cut corners, so the work will naturally be completed quickly and well.

(5) induces the enthusiasm of subordinates with high bonuses. Use various touching methods to make everyone work hard and dare not slack off, so that the work can naturally be completed at a high speed.

Managers should deeply observe the various problems in employees' psychology and work, grasp the key points of work assignment, and clarify what everyone should do and what not to do. Some work must be completed in cooperation, but there must also be a clear division of labor in cooperation.

Behind any task is the interests related to employees. Because employees are in a passive position, sometimes they cannot think of these interests. Managers must calmly analyze the pros and cons for them, let them realize the necessity of doing a good job, and thus work hard consciously to ensure the completion of the task.

Apply moderate pressure, everyone is a talent

One hunting dog If you accidentally fall into the tiger cage in the zoo, everyone onlookers think that the hunting dog is dead. However, unexpected things happened. What people saw were majestic hunting dogs, step by step, arrogant; while the "fear" tiger simply retreated, showing a look of fear, and its majesty was no longer there.

Predation is the tiger's survival instinct. In order to survive in harsh environments and fierce competition, tigers must constantly improve their hunting skills. Therefore, in people's impression, tigers are synonymous with ferociousness. However, after putting the tiger in the zoo for a long time, even a hunting dog that was originally under its claws would be scared.

A superior environment is not suitable for everyone. One truth that managers should understand is: talents are "forced". To eliminate the "free riding" phenomenon in the team, as a manager, how to use the power you hold, put appropriate pressure on your subordinates, enable them to fully realize their potential and shape outstanding talents is a necessary subject for success.

1. Create opportunities and hone talents

Subordinates in enterprises generally perform their duties, but sometimes they may not do their best. If someone is the department manager's material and you only want him as a secretary, it will inevitably affect the development of his enthusiasm and ability. Therefore, supervisors should create more opportunities so that subordinates can have a chance to try and choose the best, so that they can maximize the efficiency of talent utilization.

2. Applying pressure will force talents to

Some subordinates are energetic and without pressure, they will meet the status quo, not be enterprising, have mediocre results, and over time, they will be lazy and lazy, affecting the efficiency and motivation of the entire enterprise. To such subordinates, you must put pressure on them and use their excess energy. On the one hand, it can improve the efficiency of the company, and on the other hand, it can satisfy the personal sense of accomplishment of subordinates, killing two birds with one stone.

3. Pay attention to moderate pressure

People are not machines, and no matter how capable people are, they have a certain physical and psychological tolerance. If you just apply pressure without seeking moderate pressure, it will definitely be too much and not enough to achieve the goal of improving efficiency. You will also become a "tyrant". This will not only ruin your reputation, but also crush a general, which will not be worth the loss.

Free-ride theory: eliminate the "free-ride" phenomenon

How to eliminate the "free-ride" phenomenon that has a negative impact on the motivation of more employees in the organization? After research, there are three methods.

. Establish a job competition mechanism with "pits" and "trees"

Job setting is optional. Without competition at the job, the importance of the job will not be highlighted. Over time, employees will be scrambling to live in their jobs, and the phenomenon of "free riding" will breed and spread, which will affect the enthusiasm of other employees. Breaking the long-term monopoly of jobs and implementing regular competitions is a good prescription to eliminate the phenomenon of "free riding".

. Through scientific and effective incentives, cultivate and stimulate employees' enthusiasm for hard work

Endogenous motivation is based on employees' responsibilities, interests and love for the work itself. In this case, even if the external encouragement means are insufficient, employees will actively complete work tasks; exogenous motivation is the work done by employees in order to obtain external material benefits or to complete work tasks. The two motivations are complementary and must be combined to promote employees' behavior.

3. Establish a work report system

In real work, work report often becomes the patent of personnel in key positions, and ignores the phenomenon of "free ride" for employees in other positions who have not had work reports for a long time.

The form of work report is rich and diverse. You can gather together and listen to the progress of your work from one stage; you can also upload the completion of your work on the company's website so that everyone can see it. Everyone comes to report on their work, and people who have no work content will become nervous and then take action. The "free riding" phenomenon will naturally lose its breeding soil.