More work for the more capable is flawed
Rewarding good workers with more work doesn't make sense. Yet, why do managers still do this, time and time again?
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IT is a common scenario. Person A is a competent worker who takes instructions well and can be counted on to get the job done. Person B is less experienced and known to make careless mistakes, but not of a nature serious enough to get fired.
Because Person A is much more dependable, the bulk of the work goes to the person, leading him or her to become increasingly stretched and frustrated. With less work assigned, Person B gets more free time to kick back and do work at a more leisurely pace. After amassing a sizeable portfolio, Person A finally throws in the towel and escapes to greener pastures. With little incentive to head anywhere, Person B stays on.
Fast forward ten years, would you like to make a wild guess who is the new manager and what kind of people are left standing in the company?
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