Relevant bibliographies by topics / Extrinsic rewards

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Extrinsic rewards'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Extrinsic rewards"

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Yoon, Hye Jung, Sun Young Sung, and Jin Nam Choi. "Mechanisms Underlying Creative Performance: Employee Perceptions of Intrinsic and Extrinsic Rewards for Creativity." Social Behavior and Personality: an international journal 43, no. 7 (August 16, 2015): 1161–79. http://dx.doi.org/10.2224/sbp.2015.43.7.1161.

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In this study, we clarified some of the ambiguities in the rewards–creativity relationship by focusing on creative performance in organizations that is contingent on intrinsic and extrinsic rewards. Participants were 241 employee–peer pairs working in various industries. The results indicated that, regardless of the degree of importance of the reward as perceived by the employee, intrinsic rewards exerted a significant direct positive effect on creativity. In contrast, extrinsic rewards exerted only a significant indirect effect on employee creativity via commitment to creativity. Moreover, the effect of extrinsic rewards on creative performance was moderated by the degree of importance of that reward as perceived by the employee. The reward promoted creativity only when the employee regarded that reward as important. Our findings demonstrate distinct underlying mechanisms and boundary conditions of intrinsic and extrinsic rewards in shaping individual employee creativity.
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Kim, Jeeyoon, Younghan Lee, and Mi-Lyang Kim. "Investigating ‘Fear of Missing Out’ (FOMO) as an extrinsic motive affecting sport event consumer’s behavioral intention and FOMO-driven consumption’s influence on intrinsic rewards, extrinsic rewards, and consumer satisfaction." PLOS ONE 15, no. 12 (December 14, 2020): e0243744. http://dx.doi.org/10.1371/journal.pone.0243744.

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This study posits that Fear of Missing Out (FOMO) can function as an extrinsic motive stimulating sport event consumption by inducing consumers to overcome leisure constraints. Also, FOMO-driven consumption is proposed to affect consumption experience for being grounded on extrinsic than intrinsic rewards. In Study 1, the moderation of FOMO between intrapersonal and structural constraints and sport media viewing intention are tested. In Study 2, the relations among FOMO-driven consumption, intrinsic rewards (i.e., enjoyment), extrinsic rewards (i.e., social adherence), and consumer satisfaction are assessed. Study 1 results support the notion that FOMO can boost sport media viewing intention through two mechanisms: by directly stimulating intention and by lifting the negative effect of constraints on intention. In Study 2, FOMO-driven consumption shows a stronger link to extrinsic than intrinsic rewards, extrinsic reward is marginally but negatively associated with intrinsic reward, and intrinsic reward is a stronger predictor of satisfaction. Overall, FOMO is identified as a meaningful extrinsic motive for sport event consumption though its effects on consumer satisfaction are arguable. Implications for FOMO-driven marketing are discussed.
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Aamir, Alamzeb, Khawaja Jehanzeb, Anwar Rasheed, and Omair Mujahid Malik. "Compensation Methods and Employees’ Motivation (With Reference to Employees of National Commercial Bank Riyadh)." International Journal of Human Resource Studies 2, no. 3 (September 29, 2012): 221. http://dx.doi.org/10.5296/ijhrs.v2i3.2474.

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The main purpose of this research work is to compare the extrinsic and intrinsic rewards which are used as the factors of motivation in the banking sector of Saudi Arabia. With a case study research design, structured interviews were conducted from the eighty (80) employees of NCB seven branched in Riyadh, KSA. The interviews responses were analysed according to Likert technique. After getting scores of ten (10) reward factors, the Pearson correlation technique was calculated to check the relationship between the extrinsic and intrinsic factors and employees motivation. The results show that the employees of NCB were motivated both by the extrinsic and intrinsic rewards, in such way that extrinsic factors were more causing motivation. The analysis result shows that reward management has an intense direct positive relationship with employee motivation level also the intrinsic factors played important role in the motivation process. This research paper stress that banks in public sector shall apply the advance and updated human resource strategy regarding extrinsic and intrinsic rewards. Key Words: Extrinsic Reward, Intrinsic Reward, Employees Satisfaction
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Sari, Ayu Esteka, Faisal Amri, and Ida Yusnita. "PENGARUH REWARD TERHADAP KNOWLEDGE SHARING PERANGKAT DESA BERDAMPAK PENINGKATAN PARTISIPASI MASYARAKAT." Jurnal Ilmiah Akuntansi Manajemen 3, no. 2 (March 13, 2021): 104–18. http://dx.doi.org/10.35326/jiam.v3i2.861.

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Penelitian ini memiliki tujuan mendapatkan hasil dari pengaruh reward terhadap knowledge sharing perangkat desa berdampak terhadap peningkatan partisipasi masyarakat. Reward pada penelitian ini terbagi atas Extrinsic Rewards dan Intrinsic Rewards. Penelitian ini dilaksanakan di Kabupaten Kerinci dengan Perangkat desa sebagai subjek penelitian. Penelitian ini dilaksanakan pada Bulan Juni 2020 - September 2020. Perangkat Desa di Kabupaten Kerinci merupakan populasi dalam penelitian ini dengan menggunakan metode penarikan sampel adalah Cluster Sampling dengan mengelompokkan sampel didasari wilayah dengan jumlah sampel adalah 108 responden. Sumber data didapatkan dari wawancara (interview) serta daftar pertanyaan (questionnaire). Pada penelitian ini menggunakan analisis data Structural Equation Models (SEM) serta menggunakan AMOS sebagai alat analisis. Hasil penelitian didapatkan koefisien determinasi besar pengaruh knowledge sharing yang dapat dijelaskan oleh variabel extrinsic rewards dan intrinsic rewards sebesar 17%. Sedangkan koefisien determinasi persamaan Partisipasi Masyarakat sebesar 20,2%. Hasil dari penelitian didapatkan dari pengujian hipotesis bahwa extrinsic rewards dan intrinsic rewards memiliki pengaruh yang positif dan signifikan terhadap knowledge sharing, knowledge sharing dan intrinsic rewards berpengaruh positif dan signifikan terhadap partisipasi masyarakat sedangkan extrinsic rewards berpengaruh tidak signifikan terhadap partisipasi masyarakat. Knowledge Sharing dalam penelitian ini bukan merupakan variabel intervening karena pengaruh langsung extrinsic rewards terhadap partisipasi masyarakat lebih besar dari pada pengaruh tidak langsung melalui knowledge sharing dan pengaruh langsung intrinsic rewards terhadap partisipasi masyarakat juga lebih besar dari pengaruh tidak langsung terhadap partisipasi masyarakat melalui knowledge sharing. Hasil dari penelitian ini memberikan bukti empiris sebagai panduan bagi pemerintahan dan perangkat desa untuk menetapkan strategi yang tepat dalam knowledge sharing dan meningkatkan partisipasi masyarakat termasuk dampak terhadap pembangunan daerah.
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Amri, Faisal, Ida Yusnita, and Ayu Esteka Sari. "PENGARUH REWARD TERHADAP KNOWLEDGE SHARING PERANGKAT DESA BERDAMPAK PENINGKATAN PARTISIPASI MASYARAKAT." Jurnal Ilmiah Akuntansi Manajemen 3, no. 2 (February 8, 2021): 104–18. http://dx.doi.org/10.35326/jiam.v3i2.1031.

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Penelitian ini memiliki tujuan mendapatkan hasil dari pengaruh reward terhadap knowledge sharing perangkat desa berdampak terhadap peningkatan partisipasi masyarakat. Reward pada penelitian ini terbagi atas Extrinsic Rewards dan Intrinsic Rewards. Penelitian ini dilaksanakan di Kabupaten Kerinci dengan Perangkat desa sebagai subjek penelitian. Penelitian ini dilaksanakan pada Bulan Juni 2020 - September 2020. Perangkat Desa di Kabupaten Kerinci merupakan populasi dalam penelitian ini dengan menggunakan metode penarikan sampel adalah Cluster Sampling dengan mengelompokkan sampel didasari wilayah dengan jumlah sampel adalah 108 responden. Sumber data didapatkan dari wawancara (interview) serta daftar pertanyaan (questionnaire). Pada penelitian ini menggunakan analisis data Structural Equation Models (SEM) serta menggunakan AMOS sebagai alat analisis. Hasil penelitian didapatkan koefisien determinasi besar pengaruh knowledge sharing yang dapat dijelaskan oleh variabel extrinsic rewards dan intrinsic rewards sebesar 17%. Sedangkan koefisien determinasi persamaan Partisipasi Masyarakat sebesar 20,2%. Hasil dari penelitian didapatkan dari pengujian hipotesis bahwa extrinsic rewards dan intrinsic rewards memiliki pengaruh yang positif dan signifikan terhadap knowledge sharing, knowledge sharing dan intrinsic rewards berpengaruh positif dan signifikan terhadap partisipasi masyarakat sedangkan extrinsic rewards berpengaruh tidak signifikan terhadap partisipasi masyarakat. Knowledge Sharing dalam penelitian ini bukan merupakan variabel intervening karena pengaruh langsung extrinsic rewards terhadap partisipasi masyarakat lebih besar dari pada pengaruh tidak langsung melalui knowledge sharing dan pengaruh langsung intrinsic rewards terhadap partisipasi masyarakat juga lebih besar dari pengaruh tidak langsung terhadap partisipasi masyarakat melalui knowledge sharing. Hasil dari penelitian ini memberikan bukti empiris sebagai panduan bagi pemerintahan dan perangkat desa untuk menetapkan strategi yang tepat dalam knowledge sharing dan meningkatkan partisipasi masyarakat termasuk dampak terhadap pembangunan daerah
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Song, Yuhang, Jianyi Wang, Thomas Lukasiewicz, Zhenghua Xu, Shangtong Zhang, Andrzej Wojcicki, and Mai Xu. "Mega-Reward: Achieving Human-Level Play without Extrinsic Rewards." Proceedings of the AAAI Conference on Artificial Intelligence 34, no. 04 (April 3, 2020): 5826–33. http://dx.doi.org/10.1609/aaai.v34i04.6040.

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Intrinsic rewards were introduced to simulate how human intelligence works; they are usually evaluated by intrinsically-motivated play, i.e., playing games without extrinsic rewards but evaluated with extrinsic rewards. However, none of the existing intrinsic reward approaches can achieve human-level performance under this very challenging setting of intrinsically-motivated play. In this work, we propose a novel megalomania-driven intrinsic reward (called mega-reward), which, to our knowledge, is the first approach that achieves human-level performance in intrinsically-motivated play. Intuitively, mega-reward comes from the observation that infants' intelligence develops when they try to gain more control on entities in an environment; therefore, mega-reward aims to maximize the control capabilities of agents on given entities in a given environment. To formalize mega-reward, a relational transition model is proposed to bridge the gaps between direct and latent control. Experimental studies show that mega-reward (i) can greatly outperform all state-of-the-art intrinsic reward approaches, (ii) generally achieves the same level of performance as Ex-PPO and professional human-level scores, and (iii) has also a superior performance when it is incorporated with extrinsic rewards.
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Syahril, Rizky Ramadhan, and Titik Nurbiyati. "Pengaruh Reward Ekstrinsik & Intrinsik Terhadap Kinerja Dengan Kepuasan Kerja Sebagai Variabel Intervening." Jurnal Riset Manajemen Sekolah Tinggi Ilmu Ekonomi Widya Wiwaha Program Magister Manajemen 3, no. 1 (January 22, 2016): 23–37. http://dx.doi.org/10.32477/jrm.v3i1.174.

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This study is concerned with how the effect of extrinsic and intrinsic reward to performance and job satisfaction as an intervening variable. The purpose of this study was to determine the effect of reward extrinsic and intrinsic job satisfaction and performance either partially or simultaneously, determine the effect of job satisfaction on performance as well as find out more where the effect directly reward extrinsic and intrinsic to the performance of employees with indirect influence reward extrinsic and intrinsic rewards to employee performance. Respondents of this study consist of 100 employees. The employed data of this study are primary data. The data is collected by distributing questionnaires to respondents. The data is analyzed by regression analysis and path.The results show that partially or simultaneously reward extrinsic and intrinsic are significant positive effect on job satisfaction and performance. There are positive and significant impact on job satisfaction toward employees performance as well as an indirect effect (reward extrinsic and intrinsic to the performance of employees through job satisfaction) greater than a direct effect (extrinsic and intrinsic reward to employees performance). Keywords: Reward extrinsic, intrinsic rewards, job satisfaction, Employee Performance
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Chen, Hai Ming, and Peng Chuan Fu. "Perceptions of Justice in Extrinsic Reward Patterns." Compensation & Benefits Review 43, no. 6 (November 2011): 361–70. http://dx.doi.org/10.1177/0886368711423802.

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Effective extrinsic rewards foster a positive culture within organizations. The current study reviewed algorithmic/experiential reward patterns and perceptions of justice in four businesses to gain insight into the perceptions of employees with regard to justice. Results indicate that perceptions of justice vary according to patterns in extrinsic rewards. This study also discovered that employees perceive fairness according to characteristics specific to the organization and industry. Managers must understand how employees perceive justice to determine the most effective means with which to implement extrinsic rewards, according to two distinct patterns. Suggestions for practical implementation and future research are also provided.
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Geri, Nitza, Ruti Gafni, and Peter Bengov. "Crowdsourcing as a business model." Journal of Global Operations and Strategic Sourcing 10, no. 1 (February 20, 2017): 90–111. http://dx.doi.org/10.1108/jgoss-05-2016-0018.

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Purpose The purpose of this empirical study is to investigate extrinsic motivations that may affect adding or acknowledging user-generated content (UGC) on business websites, which are based on voluntary crowdsourcing. Design/methodology/approach A conceptual model of extrinsic motivations for knowledge sharing in UGC-based websites was developed, suggesting reciprocity, awareness of rewards and prestige as main extrinsic motivations for adding content. The model was examined via an online survey of users of three websites that varied in the attributes of knowledge shared and reward type: The Traveler (tangible rewards), Stack Overflow (virtual rewards) and Waze (virtual rewards). Findings Importance of extrinsic motivations varied among websites, as it may be affected by attributes of the knowledge shared. Reciprocity positively affected recommending the website, and adding content affected acknowledging content. Research limitations/implications Investigating extrinsic motivations is important because websites may take actions that affect them. Further research is required to reveal the potential of voluntary crowdsourcing in business contexts addressing both intrinsic and extrinsic motivations, prosumption and open innovation. Practical implications When reciprocity is a major aspect of a UGC website, badges and similar mechanisms may serve as a main extrinsic motivation to share knowledge. Originality/value The novel empirically validated model provides theoretical and practical insights for designing mechanisms for increasing extrinsic motivation for knowledge sharing according to specific characteristics of UGC websites.
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Gomes, Dione Fagundes Nunes, and Maria Cristina Sanches Amorim. "Liderança e Programas de Recompensas: limites e possibilidades." Revista de Negócios 13, no. 3 (February 2, 2009): 26. http://dx.doi.org/10.7867/1980-4431.2008v13n3p26-36.

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There are many theories about leadership that converge on the importance of motivation as an attribution to the leader. There are two models of motivation: intrinsic and extrinsic. Although both of them deal with rewards, their execution is not the same. The aim of this study is to analyze the limits and possibilities of the reward programs used by the leadership team within organizations. According to some non-behaviorist’s authors, the extrinsic rewards are translated as manipulating ways or bribes, in order to favor those who hold the power. To some behaviorists, the organization of extrinsic and intrinsic reward systems is the method of choice to motivate, which should be used by the leader. Our thoughts point to the possibilities of a balanced and planned use of the extrinsic and intrinsic rewards, taking into consideration the context, goals and the duration of the group. We used as methodology the study of very prolific authors within the business administration courses, focusing on placing our contribution for the critical reading of this public.
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Dissertations / Theses on the topic "Extrinsic rewards"

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Niba, Jude A. "Examining extrinsic rewards and participation motivation in male youth soccer." Thesis, United States Sports Academy, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3582358.

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This study purposely examined the types of extrinsic rewards in male youth soccer programs and measures those that are most preferred by players to influence their participation motivation. It also checked if young soccer players skew towards programs that provide more reward opportunities. For this reason, 1000 teenage soccer players were randomized in an online survey administered by a community-based organization. 800 chose programs that provided extrinsic rewards and identified fame, trophies, travel, scholarship, exposure opportunities and money as the six main rewards that influenced their decision to join soccer programs.

A Participation Motivation Questionnaire (PMQ) was then modified using the identified factors and issued to 400 participants between ages 14-18 years, randomly selected from 20 Las Vegas soccer clubs in another survey to rank extrinsic rewards according to importance. Data was collected and entered into the SPSS 17.0 software for analysis. Descriptive statistics were used to calculate frequencies, percentages, mean, and standard deviation. Cronbach alpha was applied to measure internal consistencies based on the demographics and attitudes towards participation motivation. One way ANOVA sought to determine the extent to which the identified extrinsic rewards affected participation motivation, and regression analysis examined the relationships across all factors.

Results from data analysis revealed that, exposure opportunities constituted the most important extrinsic reward that influenced young male soccer players' decision to join soccer programs. Scholarship, travel, fame, money and trophies followed suit. One-way ANOVA showed that race had a significant effect on scholarship, exposure opportunities, and fame. Multivariate regressions revealed that young players that are more motivated by scholarship, fame and travel tended to have higher ability levels. These effects were held even after adjusting for grade and age.

Results from the online survey also concluded that more young players tend to be attracted to soccer programs that provide extrinsic reward opportunities. Thus, extrinsic rewards should be considered and included in programs to enhance motivation.

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Freise, Lawrence Michael. "The effects of extrinsic rewards on high school student attendance." Scholarly Commons, 2002. https://scholarlycommons.pacific.edu/uop_etds/2541.

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Attendance in our nation's schools continues to decline. It is necessary for schools to expand their programs and strategies to improve student attendance. Incentives and rewards for excellent attendance have had positive results in studies researched, but little has been done to research the relationship between changes in attendance and implemented incentive programs. This quantitative study examined the effects of extrinsic rewards on high school student attendance at two separate schools. The first part of the study enabled a chance to win a daily cash prize with value based upon the number of students successfully attending all day. Changes in attendance in the current school year versus the previous school year were measured and analyzed. The second part of the study compared attendance and student attitudes between two comprehensive high schools, where one school represented the treatment group and other the control group. Attendance performance criteria were established that would allow students the chance to earn extrinsic rewards at the end of the first semester of school. Changes in attendance in the current school year versus the previous school year were measured and analyzed. An analysis between change in attendance, school GPA, and student GPA was performed for each school and compared. Finally, a longitudinal study was performed using surveys at each school to measure any changes in student attitudes related to (a) reasons for attending school, (b) interest in school, and (c) satisfaction with school. The null hypotheses were there is no statistically significant relationship between the use of rewards for excellent attendance and (a) the average daily attendance of students, (b) their grade point averages, (c) their motivation to attend, or (d) their interest and satisfaction in the school experience. Results of the first study showed that the change in attendance between school years was statistically significant. While the second showed statistically significant increases in attendance at both schools, the additional increase at the treatment school was also significant. No significant relationship was found between the use of rewards for attendance and school GPA, student GPA, motivation to attend, or the interest and satisfaction in the school experience.
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Di, Santo Rebecca L. "The effect of extrinsic rewards on intrinsic motivation in preschool children /." View online, 1989. http://repository.eiu.edu/theses/docs/32211998880652.pdf.

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Karim, Akam, and Minas Ceriacous. "What do millennials really want? : A study on how reward systems affect organizational commitment in generation Y." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-43843.

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This new economic era is characterized by organizations managing a diverse workforce across different generations. These generations have different work values, goals, and expectations on their employer, which poses various challenges for human resource managers in managing and retaining employees from different generations. The most recent generation that is currently entering the workforce is generation Y, and they are described as the younger generation with high employee turnover and reluctance to pledge long-term work commitments. Therefore, it is in the interest of organizations to tailor reward schemes that resonate with generation Yers in fostering organizational commitment. Thus, this thesis aims to examine how extrinsic and intrinsic rewards affect organizational commitment in generation Y. To answer these questions, this thesis reviews previous literature and use the self-determination theory to see how the different rewards affect the organizational commitment of generation Y. This study has been conducted through interviews with employees that are born within the age spectrum of generation Y (1980-1999) to understand how reward systems affect organizational commitment in generation Y employees. This thesis found that intrinsic rewards affect organizational commitment in a far more positive manner than extrinsic rewards. Furthermore, intrinsic rewards resonate to a greater extent with the employees from generation Y and should, therefore, be a priority for organizations. Moreover, this thesis concludes that intrinsic rewards can more easily satisfy the basic psychological needs, which are, as according to the self-determination theory, crucial to foster organizational commitment.
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Wait, Sasha Ann. "Investigation into the relationship between intrinsic motivation, intrinsic rewards, extrinsic rewards and work engagement among teachers in South Africa." Thesis, Nelson Mandela University, 2017. http://hdl.handle.net/10948/13557.

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The primary objective of this mini-dissertation was to investigate whether a relationship exists between rewards, intrinsic motivation, work engagement among school teachers in South Africa. A further aim was to determine if work engagement has a moderating effect on the relationship between rewards and intrinsic motivation. The researcher further investigated whether demographic differences occurred across the three constructs studied. The study made use of quantitative research to achieve the above-mentioned objectives. The researcher made use of Ulrechs Work Engagement Scales (UWES), Intrinsic Work Motivation Scale (IWMS) and the Organisational Rewards Scale (ORS) to measure the mentioned relationships. The ORS was qualitatively piloted on a sample of primary school teachers in a Non-governmental institution. After refinement, a composite questionnaire was electronically completed by 207 teachers within South Africa. Data analysis was conducted in the form of descriptive and inferential statistics, including Cronbach’s alpha testing, Pearson’s Product Moment Correlations, t-tests, analysis of variance and structural equation modelling. The quantitative findings suggested that rewards lead to higher levels of Work Engagement, which in turn causes higher levels of Intrinsic Motivation. Thus, there was full mediation of rewards onto intrinsic rewards through work engagement From a demographics perspective, practically significant differences were discovered between NGO’s and Government High Schools for Rewards. In addition to these results, age differences were discovered across Work Engagement and job level differences were discovered for Intrinsic Motivation, together with significant correlations between the three constructs. These results theoretically contribute to the validation of the newly developed Intrinsic Work Motivation Scale. Furthermore, the results make a valuable contribution to the field of rewards management for teachers in South Africa.
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Richardson, Robert Coakley II. "Motivation in Accounting Decisions: The Effects of Rewards and Environment on Decision Performance and Knowledge Acquisition." Diss., Virginia Tech, 1998. http://hdl.handle.net/10919/30429.

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The present study investigated the effects of reward structure and environmental conditions (i.e., context) on integrated motivation for an accounting task using 101 undergraduate accounting students. A computer-simulated task in which students were asked to estimate allowance for doubtful accounts was used to create and manipulate reward structure (i.e., performance-contingent vs. task-contingent) and context (i.e., self-determined vs. controlled). It was hypothesized that a self-determined context would create greater motivation than a controlled context when motivation was measured by response intensity, response persistence, integrated response intensity, and integrated response persistence. An ordinal interaction was also hypothesized such that in a self-determined context, performance-contingent rewards would create more motivation than task-contingent rewards, and in a controlled context, performance-contingent rewards would create less motivation than task-contingent rewards. Results indicated that response intensity, as measured by time on task, did not support the hypothesized main effect or the ordinal interaction; however, when self-reported effort was used as a measure of response intensity, support for both hypotheses was found. Similarly, when response persistence was measured by time on task, support for the hypotheses was not found; however, when number of problems worked during the free choice period was used to assess response persistence, hypothesized effects were supported. For integrated response intensity and persistence, support for the hypotheses was not found.
Ph. D.
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Liang, Edwin En-Wei. "Not just about the money : managing beyond extrinsic rewards to thrive in the real estate industry." Thesis, Massachusetts Institute of Technology, 2012. http://hdl.handle.net/1721.1/77134.

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Thesis (S.M. in Real Estate Development)--Massachusetts Institute of Technology, Program in Real Estate Development in Conjunction with the Center for Real Estate, 2012.
Cataloged from department-submitted PDF version of thesis. This electronic version was submitted and approved by the author's academic department as part of an electronic thesis pilot project. The certified thesis is available in the Institute Archives and Special Collections.
Includes bibliographical references (p. 69-70).
Companies in the 21st century are increasingly relying on knowledge workers -- people who put to work what they have learned from systematic education as opposed to manual skills -- for value creation. Knowledge workers are the link to all of the company's other investments, managing and processing them to achieve company objectives. But because people, rather than things, are the means of value creation, they are mobile and must exercise choice to join, stay, and work hard for a particular company above all others. A company's survival in the knowledge-based economy is therefore contingent upon its comparative advantage to attract, retain, and make productive its people. This thesis seeks to develop an understanding of the motivational systems and strategies available to companies for sustained value-creation, and the extent to which they can be applied to the real estate industry. To accomplish the latter, the thesis conducts a case study on a leading real estate development and investment company. Through interviewing senior managers and high-performing employees, the thesis explores the specific systems and strategies implemented, and their implications for motivating attraction, retention, and superior value creation. After surveying the relevant literature and analyzing the theory in practice, the thesis concludes that extrinsic rewards and intrinsic motivation are complementary features of high-performing organizations. The case study further suggests that real estate companies need to thoroughly understand their working culture and business model in order to craft tailored motivational strategies that support their high performers and the way they work. Only then can companies move away from merely managing the work of its people to successfully managing for lasting performance.
by Edwin En-Wei Liang.
S.M.in Real Estate Development
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Syk, Edvin. "The intrinsic hierarchy of occupations : The relative importance of intrinsic and extrinsic rewards for job satisfaction." Thesis, Stockholms universitet, Sociologiska institutionen, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-157955.

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Labor market research has predominantly been concerned with extrinsic rewards, while a growing body of research has called attention to the importance of intrinsic rewards. The present thesis builds on this research by examining the relation between intrinsic rewards and the work structure. The questions posed are: (A) How do occupations in the Swedish labor market vary by intrinsic job characteristics, and to what extent is this variation related to occupational extrinsic rewards? (B) What is the relative importance of intrinsic and extrinsic rewards for the individuals’ job satisfaction? Utilizing the Level-of-Living-Survey data between 1991 and 2010, occupational-level measures are constructed for intrinsic and extrinsic rewards. The measures are compared, and regression-techniques are used to control for individual characteristics, and to answer the second question. Results show that occupations are ranked in an intrinsic hierarchy that is partly separate from the extrinsic one. Moreover, the occupations seem to affect job satisfaction primarily through the intrinsic reward dimension.  The implications are that intrinsic rewards outline an important aspect of labor market stratification that has largely been overlooked.
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Warner, Nathan. "An investigation of the mediating effect of intrinsic motivation on the relationship between extrinsic rewards and performance /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe18582.pdf.

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Gomes, Carmelina Maria Alves Veiga. "Sistema de recompensas e cultura organizacional." Master's thesis, Universidade de Évora, 2012. http://hdl.handle.net/10174/15218.

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Este estudo pretende debruçar-se sobre a relação entre o sistema de recompensas e a cultura organizacional. A amostra do estudo é constituída por quatro empresas das quais obtivemos respostas de oitenta e nove inquiridos dos noventa e seis colaboradores. O objectivo geral deste estudo é analisarmos se o sistema de recompensas está alinhado com a cultura organizacional e com os objectivos estratégicos. No que respeita à metodologia, foi aplicado um inquérito por questionário que se subdividiu em quatro secções. Da análise concluímos que o tipo de cultura predominante é uma cultura de regras em que existe um sistema de recompensas baseado sobretudo em normativos legais, também se verifica alguma satisfação por parte dos trabalhadores relativamente à percepção que têm da organização a que pertencem, sobretudo ao nível do sentimento de pertença; ABSTRACT: This study intends to look into the relationship between the reward system and organizational culture. The study sample consists of four companies of which we observe the responses of eighty-nine respondents of the ninety-six employees. The overall objective of this study is to analyze whether the reward system is aligned with the organizational culture and strategic objectives. As regards the methodology, was applied a questionnaire that was subdivided into four sections. The analysis concluded that the type of dominant culture is a culture of rules where there is a reward system based mainly on legal regulations, there is also some satisfaction on the part of workers regarding their perception of the organization to which they belong, especially at sense of belonging.
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Books on the topic "Extrinsic rewards"

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Humphries, Jessica M. The effects of tangibility of extrinsic rewards on people's willingness to donate. Sudbury, Ont: Laurentian University, 2007.

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Gupta, Vishal. When are rewards bad for creativity?: Examining the role of leadership and integrated extrinsic motivation. Ahmedabad: Indian Institute of Management, 2014.

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Guest, David E. HRM and the Worker. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0007.

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This article reveals two ‘ideal type’ approaches to HRM that address the issue of control of workers in rather different ways. The ‘high-commitment’ model appears to cede control to employees by emphasizing self-control alongside but also as a means of generating high commitment. The ‘performance management’ model allows managers to retain control and uses HR practices as a means of directing workers' efforts more effectively. The former emphasizes intrinsic control and intrinsic rewards; the latter emphasizes external control and extrinsic rewards. Attempts have been made to integrate elements of these two contrasting approaches. At a strategic level, this might be achieved through the concept of flexibility.
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Frey, Bruno S., and Jana Gallus. Awards in Firms. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198798507.003.0006.

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Money is not always successful in sustaining and raising employee motivation. When money is perceived to be controlling, financial incentives may backfire and undermine motivation. High-powered incentives can also lead to strategic behaviour and gaming. Many firms are aware of the limitations of monetary incentives. They use non-financial rewards in an effort to sustain and raise employee motivation. Awards are a special kind of non-financial yet extrinsic incentive, whose value resides primarily in the recognition conveyed among peers and in the public. Awards are used in firms to raise employees’ motivation, to foster retention, and to establish role models. They are a valuable component of organizations’ human resource strategy. Outside the boundaries of the firm awards are used to set standards, to establish norms, and to support innovation. Awards may have unintended motivational effects, particularly on non-recipients. Awards may create and foster competitive advantage.
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Callard, Agnes. Proleptic Reasons. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190639488.003.0003.

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If someone is to rationally engage in a large-scale transformative pursuit, she must be acting on some reason. The would-be music-lover cannot listen to music for the “right” reason, namely the intrinsic value of that music. For in order to grasp this reason, she would have to already value music. Nor can she act on the “wrong” reason, for instance because she wants a good grade or in order to impress someone: if she were listening only for the sake of such extrinsic rewards, she would not be transforming herself. Such agents act on proleptic reasons, which are acknowledged to be defective variants of the reasons they will come to grasp fully at the end of their transformations. Proleptic reasons are not internal reasons—they cannot be arrived at by sound deliberation from what the agent already cares about. Instead, they reflect the possibility of rationally coming to care about something new.
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Cameron, Maxwell A. Political Institutions and Practical Wisdom. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190694333.001.0001.

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To be good citizens or statespersons, we need practical wisdom—the moral skill and will to know how to do the right thing in particular situations. Institutions work best when they cultivate practitioners who have the wisdom and judgment to choose the right aims and pursue them in the best way possible. Practical wisdom can be destroyed, however, when institutions rely too heavily on rules and incentives that encourage people to compete for extrinsic rewards or to avoid punishments. This book focuses on the ethical implications of institutional failures and identifies competitive utility-maximizing as a frequent source of such failures. Practical wisdom is often squeezed out of institutions by the market forces unleashed by neoliberalism. In the political sphere, hyper-partisanship is an expression of excessive competition, and it can undermine the deliberation necessary for a healthy democracy. There is, however, an alternative. A citizens’ democracy would aim at human flourishing. This book calls on social scientists to recognize the ethical foundation of our work, integrate the moral dimension of politics in our analyses, and accord greater attention to first-person perspectives in our ontologies. The cultivation of practical wisdom in politics, work, and everyday life is our best response to the pressures arising from market forces that threaten to destroy institutions and drive human activities toward catastrophic outcomes.
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Rhode, Deborah L. Ambition. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197538333.001.0001.

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Ambition is a dominant force in human civilization, driving its greatest achievements and most horrific abuses. Our striving has brought art, airplanes, and antibiotics, as well as wars, genocide, and despotism. This mixed record raises obvious concerns about how we can channel ambition in the most productive directions. To that end, the book begins by exploring three central focuses of ambition: recognition, power, and money. It argues that an excessive preoccupation with these external markers for success can be self-defeating for individuals and toxic for society. Discussion then shifts to the obstacles to constructive ambition and the consequences when ambitions are skewed or blocked by inequality and identity-related characteristics such as gender, race, class, and national origin. Attention also centers on the ways that families, schools, and colleges might play a more effective role in developing positive ambition. The book concludes with an exploration of what sorts of ambitions contribute to sustained well-being. Contemporary research makes clear that even from a purely self-interested perspective, individuals would do well to strive for some goals that transcend the self. Pursuing objectives that have intrinsic value, such as building relationships and contributing to society, generally brings greater fulfillment than chasing extrinsic rewards such as wealth, power, and fame. And society benefits when ambitions for self-advancement do not crowd out efforts for the common good. The hope is to prompt readers to reconsider where their ambitions are leading and whether that destination reflects their deepest needs and highest aspirations.
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Book chapters on the topic "Extrinsic rewards"

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Kwok, Andrei O. J., Motoki Watabe, and Pervaiz K. Ahmed. "Excessive Extrinsic Rewards in Workplace Relationships." In Augmenting Employee Trust and Cooperation, 11–21. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-2343-1_2.

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Onnis, Leigh-ann. "Remuneration: Extrinsic and Intrinsic Rewards, Incentives and Motivation." In Management for Professionals, 77–92. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-2059-0_5.

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Glickstein, Jonathan A. "3. The World's "Dirty Work" and the Wages That "Sweeten" It: Labor's "Extrinsic Rewards" in Antebellum Society." In Moral Problems in American Life, edited by Karen Halttunen and Lewis Perry, 59–80. Ithaca, NY: Cornell University Press, 2019. http://dx.doi.org/10.7591/9781501725494-005.

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Kinley, Nik, and Shlomo Ben-Hur. "Extrinsic Motivation: Using Reward and Punishment." In Changing Employee Behavior, 59–81. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137449566_4.

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Sansone, Carol, and Judith M. Harackiewicz. "Looking beyond rewards." In Intrinsic and Extrinsic Motivation, 1–9. Elsevier, 2000. http://dx.doi.org/10.1016/b978-012619070-0/50023-4.

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Hennessey, Beth A. "Rewards and creativity." In Intrinsic and Extrinsic Motivation, 55–78. Elsevier, 2000. http://dx.doi.org/10.1016/b978-012619070-0/50025-8.

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Ryan, Richard M., and Edward L. Deci. "When rewards compete with nature." In Intrinsic and Extrinsic Motivation, 13–54. Elsevier, 2000. http://dx.doi.org/10.1016/b978-012619070-0/50024-6.

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"Extrinsic Rewards and Inner Motivation." In Handbook of Classroom Management, 655–74. Routledge, 2013. http://dx.doi.org/10.4324/9780203874783-34.

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McKenna, Eugene. "Motivation, Job Design, and Extrinsic Rewards." In Business Psychology and Organizational Behaviour, 137–99. Routledge, 2020. http://dx.doi.org/10.4324/9781315646312-6.

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REYNOLDS, J., and L. ALETRARIS. "For Love or Money? Extrinsic Rewards, Intrinsic Rewards, Work–Life Issues, and Hour Mismatches." In Workplace Temporalities, 285–311. Elsevier, 2007. http://dx.doi.org/10.1016/s0277-2833(07)17009-6.

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Conference papers on the topic "Extrinsic rewards"

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Nishio, Daichi, Toi Tsuneda, Daiki Kuyoshi, and Satoshi Yamane. "Discriminator Soft Actor Critic without Extrinsic Rewards." In 2020 IEEE 9th Global Conference on Consumer Electronics (GCCE). IEEE, 2020. http://dx.doi.org/10.1109/gcce50665.2020.9292009.

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Uchibe, Eiji, and Kenji Doya. "Constrained reinforcement learning from intrinsic and extrinsic rewards." In 2007 6th IEEE International Conference on Development and Learning. IEEE, 2007. http://dx.doi.org/10.1109/devlrn.2007.4354030.

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Bougie, Nicolas, and Ryutaro Ichise. "Towards High-Level Intrinsic Exploration in Reinforcement Learning." In Twenty-Ninth International Joint Conference on Artificial Intelligence and Seventeenth Pacific Rim International Conference on Artificial Intelligence {IJCAI-PRICAI-20}. California: International Joint Conferences on Artificial Intelligence Organization, 2020. http://dx.doi.org/10.24963/ijcai.2020/733.

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Deep reinforcement learning (DRL) methods traditionally struggle with tasks where environment rewards are sparse or delayed, which entails that exploration remains one of the key challenges of DRL. Instead of solely relying on extrinsic rewards, many state-of-the-art methods use intrinsic curiosity as exploration signal. While they hold promise of better local exploration, discovering global exploration strategies is beyond the reach of current methods. We propose a novel end-to-end intrinsic reward formulation that introduces high-level exploration in reinforcement learning. Our curiosity signal is driven by a fast reward that deals with local exploration and a slow reward that incentivizes long-time horizon exploration strategies. We formulate curiosity as the error in an agent’s ability to reconstruct the observations given their contexts. Experimental results show that this high-level exploration enables our agents to outperform prior work in several Atari games.
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Luhanga, Edith Talina, Akpa Akpro Elder Hippocrate, Hirohiko Suwa, Yutaka Arakawa, and Keiichi Yasumoto. "Happyinu: exploring how to use games and extrinsic rewards for consistent food tracking behavior." In 2016 Ninth International Conference on Mobile Computing and Ubiquitous Networking (ICMU). IEEE, 2016. http://dx.doi.org/10.1109/icmu.2016.7742088.

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Mori, Hiroki, Masayuki Masuda, and Tetsuya Ogata. "Tactile-based curiosity maximizes tactile-rich object-oriented actions even without any extrinsic rewards." In 2020 Joint IEEE 10th International Conference on Development and Learning and Epigenetic Robotics (ICDL-EpiRob). IEEE, 2020. http://dx.doi.org/10.1109/icdl-epirob48136.2020.9278082.

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Nuijten, Raoul C. Y., Pieter M. E. Van Gorp, Uzay Kaymak, Monique Simons, Astrid D. A. M. Kemperman, and Pauline E. W. Van den Berg. "Evaluation of the impact of extrinsic rewards on user engagement in a health promotion context." In 2019 41st Annual International Conference of the IEEE Engineering in Medicine & Biology Society (EMBC). IEEE, 2019. http://dx.doi.org/10.1109/embc.2019.8856296.

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Amin, Aamir, Mohd Fadzil Hassan, Mazeyanti Bt Ariffin, and Mobashar Rehman. "Theoretical Framework of the Effect of Extrinsic Rewards on Individual's Attitude Towards Knowledge Sharing and the Role of Intrinsic Attributes." In 2009 International Conference on Computer Technology and Development. IEEE, 2009. http://dx.doi.org/10.1109/icctd.2009.184.

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Simmons-Edler, Riley, Ben Eisner, Daniel Yang, Anthony Bisulco, Eric Mitchell, Sebastian Seung, and Daniel Lee. "Reward Prediction Error as an Exploration Objective in Deep RL." In Twenty-Ninth International Joint Conference on Artificial Intelligence and Seventeenth Pacific Rim International Conference on Artificial Intelligence {IJCAI-PRICAI-20}. California: International Joint Conferences on Artificial Intelligence Organization, 2020. http://dx.doi.org/10.24963/ijcai.2020/390.

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A major challenge in reinforcement learning is exploration, when local dithering methods such as epsilon-greedy sampling are insufficient to solve a given task. Many recent methods have proposed to intrinsically motivate an agent to seek novel states, driving the agent to discover improved reward. However, while state-novelty exploration methods are suitable for tasks where novel observations correlate well with improved reward, they may not explore more efficiently than epsilon-greedy approaches in environments where the two are not well-correlated. In this paper, we distinguish between exploration tasks in which seeking novel states aids in finding new reward, and those where it does not, such as goal-conditioned tasks and escaping local reward maxima. We propose a new exploration objective, maximizing the reward prediction error (RPE) of a value function trained to predict extrinsic reward. We then propose a deep reinforcement learning method, QXplore, which exploits the temporal difference error of a Q-function to solve hard exploration tasks in high-dimensional MDPs. We demonstrate the exploration behavior of QXplore on several OpenAI Gym MuJoCo tasks and Atari games and observe that QXplore is comparable to or better than a baseline state-novelty method in all cases, outperforming the baseline on tasks where state novelty is not well-correlated with improved reward.
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Li, Jian, and Johannes Siegrist. "O20-1 Health effects of extrinsic and intrinsic components of the effort-reward imbalance model: a systematic review." In Occupational Health: Think Globally, Act Locally, EPICOH 2016, September 4–7, 2016, Barcelona, Spain. BMJ Publishing Group Ltd, 2016. http://dx.doi.org/10.1136/oemed-2016-103951.100.

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