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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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Emmanuel, Noko, and Joseph Nwuzor. "Employee and Organisational Performance: Employees Perception of Intrinsic and Extrinsic Rewards System." Applied Journal of Economics, Management and Social Sciences 2, no. 1 (August 21, 2021): 26–32. http://dx.doi.org/10.53790/ajmss.v2i1.5.
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The study aimed to evaluate the perception of employees on both intrinsic and extrinsic reward system and whether reward system impact their performance and the organization performance at large. To achieve the objective, the study employed Structural Equation Modelling (PLS-SEM) approach to test six hypothesis. The study sampled 400 employee of Zenith Bank Plc using questionnaire send to the respondent emails. PLS-SEM result revealed that both extrinsic and intrinsic rewards have positive and significant impact on employee performance, although, extrinsic appear more potent than intrinsic rewards. It was further revealed that three of the four measure of employee performance; quality job, effective service delivery, customer rating has positive significant with organization performance while time management was unable to explain organization performance. We discovered also that gender does not play any significant role on employee performance, but age does. The study therefore concluded that rewards play an important role in both employee performance and organization performance.
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Nisar, Qasim Ali, Farzana Riasat, and Sobia Aslam. "Do Intrinsic and Extrinsic Rewards influence the Job satisfaction and Job performance? Mediating Role of Reward System." Journal of Management Info 3, no. 3 (September 1, 2016): 6–11. http://dx.doi.org/10.31580/jmi.v11i1.56.
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Now a day’s firms are striving to achieve competitive advantage by using different strategic techniques. As a result of high competitive pressure; firms are making struggle to get competitive edge by utilizing workers’ talent, abilities and proficiency to formulate the accurate exploitation of employees’ works organization offer different benefits, rewards schemes. Satisfied employees becoming more devoted dedicate and attached with their organization as compared to other employees. The main purpose of current study is to determined relationship between Intrinsic and Extrinsic motivation by concentrating the mediating effect of Reward System. Data have been collected by applying the simple random sampling. Questionnaire technique takes on to accumulate data collected from staff in context of their satisfaction and performance. By applying statistical tools CFA and SEM outcome shows that monetary and non-monetary rewards really positively associate with employees’ job satisfaction. Positive correlation lies between intrinsic, extrinsic motivation and employee’s performance and job satisfaction of nursing staff in hospitals. Moreover, results divulged that rewards system significantly and partially mediates the relationship between intrinsic and extrinsic rewards, job performance, and job satisfaction. The research provide deeply appreciative that how institution can encourage employees by delivering valuable rewards and Intrinsic and extrinsic motivation programs.
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Young, Brian S., Stephen Worchel, and David J. Woehr. "Organizational Commitment among Public Service Employees." Public Personnel Management 27, no. 3 (September 1998): 339–48. http://dx.doi.org/10.1177/009102609802700304.
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This present study examined the factors associated with organizational commitment among blue-collar workers. Previous work in this area suggests that, among blue-collar employees, commitment should be more closely related to extrinsic rewards (e.g., pay satisfaction) than to intrinsic factors. In order to test this hypothesis, sixty-four public service employees in a waste, water, and sanitation department completed a questionnaire designed to measure organizational commitment and perceptions of extrinsic and intrinsic factors related to their jobs. The results indicated that the following were positively and significantly related to commitment: promotion satisfaction, job characteristics, communication, leadership satisfaction, job satisfaction, extrinsic exchange, intrinsic exchange, extrinsic rewards, and intrinsic rewards. Contrary to expectations, pay satisfaction did not correlate significantly with commitment. Both intrinsic and extrinsic rewards were equally predictive of commitment; this contradicts the contention that extrinsic rewards are more important determinants of blue-collar commitment. These findings are noteworthy because they suggest that intrinsic rewards are important for public service employees, members of a relatively understudied population.
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Alhmoud, Ayman, and Husam Rjoub. "Does Generation Moderate the Effect of Total Rewards on Employee Retention? Evidence From Jordan." SAGE Open 10, no. 3 (July 2020): 215824402095703. http://dx.doi.org/10.1177/2158244020957039.
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Skill shortages along with changes in employee demographics have required that employers reconsider hitherto undifferentiated retention strategies in favor of a more targeted approach that accounts for precisely which total reward factors induce retention among talented employees. One notable gap in corresponding research is insufficient empirical data regarding the impact of employees’ generation on the relation between total rewards and retention. This article addresses existed gab(s) in the literature by exploring how total rewards—categorized into extrinsic, intrinsic, and social rewards—influence retention among two distinct groups in today’s labor force, Generation X and Generation Y, via surveys conducted among schoolteachers in Jordan. A total of 250 copies of structured questionnaire were administered to the high school teachers in the eastern areas of Jordan, while partial least squares structural equation modeling (PLS-SEM) was employed for the model analysis, and multigroup analysis was conducted to determine the moderating effects of generations. Findings revealed that no statistically significant difference in terms of the total rewards–employee retention relationship exists between the two generations. For both generations, extrinsic rewards had a significant impact on retention, while social rewards had none. Intrinsic rewards proved effective among Generation Y though not Generation X employees although the difference was minimal. Ultimately, in recruiting and managing employees of both generations in Jordan’s education sector, the results of this study indicate that employers should channel their resources primarily into providing attractive extrinsic rewards.
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Mugizi, Wilson, Abeera Odetha Katuramu, Augustina Ogaga Dafiewhare, and John Kanyesigye. "Rewards and Work Engagement of Non-Academic Staff: A Case of a Public University in Uganda." EAST AFRICAN JOURNAL OF EDUCATION AND SOCIAL SCIENCES 1, no. 1 (June 10, 2020): 79–88. http://dx.doi.org/10.46606/eajess2020v01i01.0009.
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This study examined the relationship between employee rewards on work engagement of non-academic staff in a public University in Uganda. Specifically, the study analyzed relationship between intrinsic rewards and extrinsic rewards with work engagement of the support staff. Using a quantitative approach, the study adopted the correlational research design. Data were collected using a questionnaire survey. Data analysis involved descriptive and inferential statistics. The descriptive statistics were means while the inferential statistics included correlation and regression analysis. Descriptive results revealed that while the respondents rated intrinsic rewards, vigour and dedication high, absorption and extrinsic rewards were moderate. Inferential analyses revealed that both intrinsic and extrinsic rewards had a positive and significant relationship with work engagement. It was concluded that both intrinsic and intrinsic rewards are essential for work engagement of employees. Therefore, it was recommended that management of universities such as human resource directorates should design jobs that offer intrinsic rewards to employees and provide extrinsic rewards that are attractive to employees.
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Rahim, Ramita Abdul, Noor Azrin Mohammad Nasir, Marlita Mat Yusof, and Nor Lela Ahmad. "Reward and Employee's Creativity: Case of Manufacturing Organization." Global Journal of Business and Social Science Review (GJBSSR) Vol. 1(4) 2013 1, no. 4 (October 15, 2013): 10–17. http://dx.doi.org/10.35609/gjbssr.2013.1.4(2).
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Objective - The main objective of this study is to investigatestrategic reward systems that are intrinsic and extrinsic reward for employees. The rewards address four areas that consist of compensation, benefits, recognition and appreciation. This study discussed whether the reward system gives more benefit to the organization and employees such as improving the employee level of creativity or vice versa. Methodology/Technique - This study is a correlational study where the researchers examined the relationship between reward system and employee's creativity among administrative support personnel in the manufacturing industries. This study focused on five (5) selected manufacturing organization involved in electronic field located in Shah Alam Selangor. The total population is one hundred and sixty (160) staff. Findings - The research findings show that rewards are contributing factors to the employees' creativity or ideas among administrative support personnel in the manufacturing industries in Shah Alam. By providing employees with extrinsic rewards is relatively straightforward and usually built into performance and particularly useful in the short-term for creativity and motivating employees to work towards one specific organizational goal. Novelty - The finding of this study would enhance understanding of the issues of reward system among employers in manufacturing organizations which can influence the effectiveness of employee creativity. It also will be beneficial to the management in puttingsuch efforts to increase employees' creativity. Type of Paper - Empirical Paper Keywords : Extrinsic Reward; Intrinsic Reward; Employee Creativity; Manufacturing Organization.
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Rajendran, Janarthanan, Richard Lewis, Vivek Veeriah, Honglak Lee, and Satinder Singh. "How Should an Agent Practice?" Proceedings of the AAAI Conference on Artificial Intelligence 34, no. 04 (April 3, 2020): 5454–61. http://dx.doi.org/10.1609/aaai.v34i04.5995.
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We present a method for learning intrinsic reward functions to drive the learning of an agent during periods of practice in which extrinsic task rewards are not available. During practice, the environment may differ from the one available for training and evaluation with extrinsic rewards. We refer to this setup of alternating periods of practice and objective evaluation as practice-match, drawing an analogy to regimes of skill acquisition common for humans in sports and games. The agent must effectively use periods in the practice environment so that performance improves during matches. In the proposed method the intrinsic practice reward is learned through a meta-gradient approach that adapts the practice reward parameters to reduce the extrinsic match reward loss computed from matches. We illustrate the method on a simple grid world, and evaluate it in two games in which the practice environment differs from match: Pong with practice against a wall without an opponent, and PacMan with practice in a maze without ghosts. The results show gains from learning in practice in addition to match periods over learning in matches only.
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Senanayake, C. M. "The Effect of Rewards on Work Commitment of Nurses at Surgical and Medical Section (SMS) of National Hospital." SciMedicine Journal 3, no. 3 (September 1, 2021): 230–41. http://dx.doi.org/10.28991/scimedj-2021-0303-4.
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Background: Nurses are an essential component of health workforce. Therefore rewarding nurses is important to provide better service to the clients. The main purpose was to describe the effect of rewards on the work commitment of nurses at the SMS of National hospital. Objectives: to identify intrinsic and extrinsic rewards cause to the level of work commitment of nurses at SMS of National hospital, to determine the level of work commitment of nurses at SMS of National hospital, to measure the effect of socio-demographic factors on work commitment of nurses at SMS of National hospital and to describe the effect of rewards on work commitment of nurses at SMS of National hospital. Methodology: Descriptive, hospital-based, cross-sectional study design was used. Simple random sampling used to select 384 nurses. Data was collected using a self-administered questionnaire. Results: The mean value for composite intrinsic rewards was 3.34 (SD = 0.57). There is a moderately positive Correlation (r = 0.327, p< 0.000) between intrinsic rewards and the work commitment. The mean value for composite extrinsic rewards was 2.54 (SD = 0.71) and it shows a very weak positive Correlation (r = 0.167, p< 0.002) between extrinsic rewards and work commitment. As Socio-demographic factors, gender (0.016**), age group (0.117*), position (0.114*), working experience at current work place (0.154*), and working section (0.014**) have association with the overall work commitment of nurses. Level of work commitment of nurses was moderate (Mean = 3.13, SD = 0.35). Conclusion: Moderate correlation means, when increases intrinsic rewards, nurses’ work commitment can be increased. Extrinsic rewards also cause to increase the commitment. Socio-demographic factors have an association with overall work commitment. These results help nurse managers to improve existing intrinsic rewards for nurses to enhance work commitment. Nurse Managers should suggest and plan a good reward system for nurses. Further research wants to conduct in government and private hospitals to find out ways to make nurses more committed. Moderate work commitment may be due to inadequate rewards or actually their dedication to the service without expecting rewards. Doi: 10.28991/SciMedJ-2021-0303-4 Full Text: PDF
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Kartikaningdyah, Ely, and Fatimah Rima Ramadhani. "HUBUNGAN PERSEPSI PEMBERIAN REWARD TERHADAP KEPUASAN KERJA DAN LOYALITAS KERJA KARYAWAN PADA PEKERJA PENDATANG." JOURNAL OF APPLIED BUSINESS ADMINISTRATION 1, no. 1 (May 2, 2019): 82–95. http://dx.doi.org/10.30871/jaba.v1i1.1270.
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This study examines the extrinsic and intrinsic reward relationship to job satisfaction and loyalty work in manufacturing companies in Batam. The reward system consists of a reward desired and expected reward either extrinsic or intrinsic. Job satisfaction can be met if the reward system fair and equitable to all workers according to their contribution to the company and will reduce labor turnover because of their loyalty to the company's labor and employment. Respondents in this study were 239 labor migrants working in manufacturing companies in Batam that reside in the Flats Muka Kuning, an analytical technique used is the analysis of correlation and independent test samples t-test. The results of the hypothesis: there is a positive and significant relationship between reward extrinsic and reward intrinsically desirable to job satisfaction and loyalty work, there is a relationship reward extrinsic and rewards intrinsic to expect on job satisfaction and loyalty work and not there are reward differences in perception between men and women on job satisfaction.
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Panagopoulos, Costas. "Extrinsic Rewards, Intrinsic Motivation and Voting." Journal of Politics 75, no. 1 (January 2013): 266–80. http://dx.doi.org/10.1017/s0022381612001016.
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Mawhinney, T. C. "Decreasing Intrinsic "Motivation" with Extrinsic Rewards." Journal of Organizational Behavior Management 11, no. 1 (July 26, 1990): 175–91. http://dx.doi.org/10.1300/j075v11n01_11.
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Pramono, Reno Widhi. "The Effect of Intrinsic Rewards and Extrinsic Rewards on Performance with Job Satisfaction as Intervening Variables." Journal of Sosial Science 2, no. 2 (March 25, 2021): 200–209. http://dx.doi.org/10.46799/jsss.v2i2.80.
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The world is facing a fast global development. It requires businesses to be able to compete in any developments. Companies need to be supported by the good Performance of the employees to achieve the vision and mission of the organization. Rewards and Job Satisfaction are two variables that can influence Performance. Rewards can be either Intrinsic and Extrinsic. If both types of Rewards are high so as to form high Job Satisfaction, then it can impact Performance improvement of employees. Based on this, this research aims to analyze the influence of Intrinsic Rewards and Extrinsic Rewards to Performance with Job Satisfaction as an intervening variable. This research uses a quantitative approach. Data collection techniques used by distributing questionnaires to 52 contract employees division of Corporate Customer Access Network at PT. Telekomunikasi Indonesia, Tbk. Witel Jatim Surabaya. Sampling techniques in this research using census method. Mechanical testing of the data used in this research is SEM-PLS. Results of this research shows that Intrinsic Rewards influence positively and significantly related to Performance, while Extrinsic Rewards influemce negatively and not significantly related to Performance. The next results shows that Job Satisfaction can mediating partially the relationship of Intrinsic Rewards to Performance and mediating fully the relationship of Extrinsic Rewards to Performance.
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Kokubun, Keisuke. "Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others." Journal of Sustainable Development 10, no. 6 (November 29, 2017): 51. http://dx.doi.org/10.5539/jsd.v10n6p51.
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This study investigates the relationship between rewards and organizational commitment (OC) of 12,076 employees who work for 32 Japanese manufacturing companies in Malaysia. Hierarchical regression analysis revealed that all of three types of reward are important for OC, in the order of intrinsic, social and extrinsic rewards. These findings suggest that the antecedents of OC in Malaysia are different from those in the West or other lower income Asian countries such as China. The comparison between University graduates and others showed that extrinsic and intrinsic rewards had stronger while social rewards had weaker influence on OC in university graduates than in others. In detail: satisfaction with personnel evaluation and autonomy were more strongly correlated with OC in university graduates while co-worker support and role clarity were more significantly correlated with OC in others; fatigue was negatively correlated with OC in university graduates while positively correlated with OC in others; other rewards, i.e., satisfaction with other treatments, supervisor support and training, were equally correlated with OC in university graduates and others. Discussions and implications concerning human resource management of Japanese companies in Malaysia are offered.
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Bougie, Nicolas, and Ryutaro Ichise. "Skill-based curiosity for intrinsically motivated reinforcement learning." Machine Learning 109, no. 3 (October 10, 2019): 493–512. http://dx.doi.org/10.1007/s10994-019-05845-8.
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Abstract Reinforcement learning methods rely on rewards provided by the environment that are extrinsic to the agent. However, many real-world scenarios involve sparse or delayed rewards. In such cases, the agent can develop its own intrinsic reward function called curiosity to enable the agent to explore its environment in the quest of new skills. We propose a novel end-to-end curiosity mechanism for deep reinforcement learning methods, that allows an agent to gradually acquire new skills. Our method scales to high-dimensional problems, avoids the need of directly predicting the future, and, can perform in sequential decision scenarios. We formulate the curiosity as the ability of the agent to predict its own knowledge about the task. We base the prediction on the idea of skill learning to incentivize the discovery of new skills, and guide exploration towards promising solutions. To further improve data efficiency and generalization of the agent, we propose to learn a latent representation of the skills. We present a variety of sparse reward tasks in MiniGrid, MuJoCo, and Atari games. We compare the performance of an augmented agent that uses our curiosity reward to state-of-the-art learners. Experimental evaluation exhibits higher performance compared to reinforcement learning models that only learn by maximizing extrinsic rewards.
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Jeremiah, Andrew, Abraham (Braam) Rust, and Jeffrey Martin. "Prognosticating job satisfaction and morale determinants of public Technical Vocational Education and Training (TVET) educators." Problems and Perspectives in Management 17, no. 3 (September 6, 2019): 350–61. http://dx.doi.org/10.21511/ppm.17(3).2019.28.
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Rewards are a function of job satisfaction and morale. As a result, it is generally accepted that dissatisfaction with intrinsic and extrinsic rewards offered by the employer results in employee reduced job satisfaction and morale. This paper endeavors to contribute to an understanding of the effect of extrinsic and intrinsic rewards on the job satisfaction and resultant morale of employees in an organization. The paper focuses on a case study organization that adds value in the South African context. The paper reviews theoretical and empirical rewards literature and their relationship with the job satisfaction and morale of employees (n = 265). A quantitative research design approach which is rarely used in this type of research was adopted. A self-administered Job Descriptive Index (JDI) was utilized in collecting data. The JDI measures people’s satisfaction with five (5) different aspects of the job, which are detailed in this paper. Data were processed using Software Package for Social Sciences (SPSS) version 23. The study revealed that both extrinsic and intrinsic rewards significantly influenced the job satisfaction and morale of public TVET educators in Western Cape public TVET institutions. Besides extrinsic rewards such as pay and bonuses, intrinsic rewards such as the job itself, supervision, career progression opportunities and relationships among principals and staff, and among educators and learners were found to be also instrumental in enhancing the job satisfaction and morale of educators.
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Khan, Nosheen, Hafiz Waqas, and Rizwan Muneer. "Impact of Rewards (Intrinsic and extrinsic) on Employee Performance With Special Reference to Courier Companies of City Faisalabad, Pakistan." International Journal of Management Excellence 8, no. 2 (February 28, 2017): 937–45. http://dx.doi.org/10.17722/ijme.v8i2.894.
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The study has conducted to measure the effect of rewards (Intrinsic & Extrinsic) on employee job performance. The experiences and personal opinions of employees working in different couriers companies were analyzed through questionnaires in the city of Faisalabad. The key objective of the study was to find that the rewards affect the performance of an employee. Statistical package (SPSS) has been used to conduct the analysis of the study. Employees like Field Supervisors, Couriers from selected courier companies (TCS, OCS, Leopard and Express Courier Services) were randomly chosen. The focus of the study was to distribute and highlight an adequate level of incentives to the employees and create balance in distribution of rewards so that every employee contributes his efforts for the growth of the company. This study also focuses on two major rewards, intrinsic and extrinsic rewards. Rewards plays a motivational role in the personality of an employee and urge them to produce loyalty and show good performance By the results study shows that there is a strong relationship between both type of rewards and on employee performance. Concluding, the study has verified and explores further research opportunities that can enhance the understanding of rewards and employees job performance.
Keywords: Intrinsic Rewards, Extrinsic Rewards, Job Performance, TCS, OCS, Leopard
& Express Couriers.
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CHEO, ROLAND. "SMALL REWARDS OR SOME ENCOURAGEMENT? USING AN EXPERIMENT IN CHINA TO TEST EXTRINSIC MOTIVATION ON ACADEMIC PERFORMANCE." Singapore Economic Review 62, no. 04 (September 2017): 797–808. http://dx.doi.org/10.1142/s0217590817400276.
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Extrinsic motivation can play a healthy role in influencing student performance, however, in the developing world without outside intervention, the provider of such extrinsic motivation is usually one with limited means, such as the village school teacher, or a parent struggling to make ends meet. Hence, this paper asks the question: Can limited extrinsic motivation affect academic performance? In particular, we look at two types of extrinsic motivation: small rewards and some encouragement and examine which does a better job to motivate students. We find in this study that the promise of a reward leads to improvement in scores during the treatment period, however, encouragement improves student performance in the post-treatment period (during the national primary school leaving examination).
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Guinee, William. "Encouraging Classroom Participation With Empty Extrinsic Rewards." College Teaching 60, no. 2 (April 2012): 83. http://dx.doi.org/10.1080/87567555.2011.591454.
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Rummel, Amy, and Richard Feinberg. "COGNITIVE EVALUATION THEORY: A META-ANALYTIC REVIEW OF THE LITERATURE." Social Behavior and Personality: an international journal 16, no. 2 (January 1, 1988): 147–64. http://dx.doi.org/10.2224/sbp.1988.16.2.147.
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Rewards have been shown to impair performance of a reinforced behavior. The work surrounding these detrimental effects of rewards has not been met with unanimous support. Does this phenomenon described in Deci's Cognitive Evaluation Theory concerning the detrimental effects of reward exist? Is Deci's Cognitive Evaluation Theory adequate to explain this phenomenon? A meta-analysis was employed to determine the existence of the detrimental effects of extrinsic rewards on intrinsic motivation. Results from this analysis showed that within strictly defined parameters the phenomenon defined by Deci exists. Implications from this analysis exemplify researchers' need for closer supervision of the operationalization of variables based on the theoretical framework.
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Khan, Muhammad Yousaf, Muhammad Rizwan, Muhammad Ibrahim Arshad, and Muhammad Fahad Anwar. "Impact of Employee Motivation on Job Satisfaction With Respect To Corporate Social Responsibility and Rewards." Journal of Public Administration and Governance 3, no. 3 (August 14, 2013): 226. http://dx.doi.org/10.5296/jpag.v3i3.6219.
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Nowadays, human resource is considered to be the most important asset of any organization. In order to get the efficient and effective results from human resource and to make them feel satisfied at their respective jobs, employee motivation is compulsory. An active and effective Corporate Social Responsibility (CSR) Division and Rewards System of an organization play significant role in motivating employees The current study examines the relationship between employee’s motivation and job satisfaction with respect to Rewards (Both Intrinsic & Extrinsic) and CSR (Internal & External). Employees of banks and few organizations of Bahawalpur were taken as sample of the study. An already developed questionnaire was used for data collection. 184 questionnaires were distributed. The data was analyzed using regression analysis. All findings were checked at 0.05 level of significance. The result concludes that there is a significant impact of External CSR on employee motivation while Internal CSR has an insignificant impact on employee motivation. Similarly, there is a direct relation of extrinsic rewards and the employee’s motivation. Interestingly, extrinsic rewards found an insignificant impact on employee motivation. However, Employee Motivation is directly related to job satisfaction. This study has got managerial importance in the context that it is not the extrinsic rewards always at all levels which motivate employees. This study gives a direction to the management of the organizations including banks the importance of intrinsic rewards and external CSR.
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Mosquera, Pilar, Maria Eduarda Soares, and Daniela Oliveira. "Do intrinsic rewards matter for real estate agents?" Journal of European Real Estate Research 13, no. 2 (June 27, 2020): 207–22. http://dx.doi.org/10.1108/jerer-12-2019-0051.
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Purpose Rewards’ management has long been used as a panacea to promote job satisfaction and labour retention. However, the relationship between these variables is not clearly defined in the real estate industry, due to the scarcity of empirical studies. The purpose of this study is to evaluate the role of both satisfaction with intrinsic rewards (SIR) and satisfaction with extrinsic rewards (SER) on job satisfaction and turnover intention in the real estate industry. Design/methodology/approach Using a sample of 220 employees from the three largest real estate agencies in Portugal, the study analyses a conceptual framework and tests hypotheses by using partial least squares (PLS), along with importance-performance map analysis (IPMA). Findings Results indicate that both SIR and SER have a positive impact on job satisfaction. However, SER has a stronger impact on job satisfaction. Satisfaction with rewards and job satisfaction are negatively related to turnover intention. Job satisfaction mediates the relationship between satisfaction with rewards and turnover intention. Results also show gender and age differences. SIR is more important for women and younger agents. SER has similar importance for men and women, but higher importance for older agents. Research limitations/implications Findings of this study extend the existing literature on rewards satisfaction and turnover intention to the context of the real estate industry. They present a contribution to the current debate on extrinsic vs intrinsic rewards for this particular industry. Practical implications Following the results of this research, real estate managers should consider intrinsic rewards because they also play a role for job satisfaction and turnover intentions. Human resource managers should consider identifying employees’ needs and motivations and then implement adequate strategies to promote their job satisfaction because it plays a mediating role between satisfaction with rewards and turnover intention. Reward strategies should also consider gender and age differences by giving women and younger agents more recognition, responsibilities and other intrinsic rewards because they are important for their job satisfaction. Originality/value Previous studies on real estate agents rewards appear to have only focussed on extrinsic rewards. To the best of the knowledge, this is the first study to analyse the effects of SIR on job satisfaction and turnover intention in the real estate industry. Also, to the best of the knowledge, this study is original in the use of IPMA to detect gender and age differences.
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Rummel, Amy, and Richard Feinberg. "RE-EVALUATION OR REINFORCEMENT?: A NEW LOOK AT COGNITIVE EVALUATION THEORY." Social Behavior and Personality: an international journal 18, no. 1 (January 1, 1990): 65–79. http://dx.doi.org/10.2224/sbp.1990.18.1.65.
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Cognitive Evaluation Theory was developed to explain the detrimental effects of extrinsic rewards on intrinsic motivation, a phenomenon contrary to Reinforcement Theory prediction. However, it was suggested that if a person's intrinsic or extrinsic motivational orientation was taken into account, Reinforcement Theory might be able to explain this phenomenon. A 2 (extrinsic x intrinsic motivational orientation) by 2 (competence feedback x controlling feedback) was employed to examine the effect of motivational orientation on intrinsic motivation. Use of the Jonckheere Test of Order suggested that the detrimental effect of extrinsic rewards on intrinsic motivation might be explained within the reinforcement paradigm.
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Farrington, S. M., E. Venter, and G. D. Sharp. "Extrinsic rewards in family businesses: Perspectives of nonfamily employees." South African Journal of Business Management 45, no. 3 (September 30, 2014): 67–79. http://dx.doi.org/10.4102/sajbm.v45i3.132.
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The rewards employees receive in exchange for their labour play an important role in influencing their levels of job satisfaction and organisational commitment, and ultimately in retaining their services. The issues surrounding rewards are, however, complex in the field of family business. The primary objective of this paper is to investigate the influence of selected extrinsic rewards, namely, compensation, promotion opportunities and job security, on the levels of jobsatisfaction and ultimately on the levels of organisational commitment of nonfamily employees working in family businesses. Structural equation modelling was used to assess the hypothesised relationships, and the results show that compensation and job security are significantly and positively related to job satisfaction. Job satisfaction was found to be significantly and positively related to organisational commitment and also found to act as a mediator between these extrinsic rewards and organisational commitment. Establishing the perspectives that nonfamily employees have of the rewards given to them by the family businesses in which they work, provides family business owners with valuable insights into attracting and retaining this valuable stakeholder group.
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Chumbler, NR, JM Robbins, and ME Poplawski. "Rewards of entering podiatric medicine and attitudes toward older adults." Journal of the American Podiatric Medical Association 86, no. 6 (June 1, 1996): 288–94. http://dx.doi.org/10.7547/87507315-86-6-288.
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This study examined the relationships between social and demographic characteristics (ie, gender, race, year in school, desired residency choice, and socioeconomic background), motivations for entering the profession of podiatric medicine (extrinsic and intrinsic rewards), and negative attitudes toward treating elderly patients. The study used ordinary least squares multiple regression models to analyze data from a random, national sample of 448 podiatric medical students. In particular, the ordinary least squares models were developed to determine the independent effect of intrinsic and extrinsic rewards on negative attitudes toward treating elderly patients. Consistent with the study hypotheses, after adjusting for social and demographic characteristics, the study found extrinsic rewards to have strong positive relationships with negative attitudes toward treating elderly patients, and intrinsic rewards to have strong negative relationships with negative attitudes toward treating elderly patients. The authors discussed the implications of the findings for podiatric physicians and educators training podiatric medical students.
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Huang, Wan-Ling. "The Impact of Extrinsic Rewards and Public Service Motivation on Public Employees’ Work Performance: Does Seniority Matter?" Chinese Public Administration Review 10, no. 1 (June 28, 2019): 12. http://dx.doi.org/10.22140/cpar.v10i1.190.
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An important issue for scholars in public administration has been providing the appropriate motivation needed to increase public employees’ work performance. This study aims to clarify the inconclusive relationship between performance-related extrinsic rewards, public service motivation, and the work performance of public employees. This study also aims to ascertain whether senior civil servants respond to the two types of motivation differently than junior civil servants do. Data for this study come from a 2015 survey of the 569 civil servants of Taipei City Government, Taiwan. Our analysis indicates that public service motivation seems to be a powerful incentive that can effectively enhance work performance, while extrinsic rewards in public organizations tend to have little effect in bolstering work performance. In addition, the use of extrinsic rewards may have similar effects on work performance for both senior and junior civil servants, as do intrinsic rewards.
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Khan, Aroosa, Fatima Latif, Wardah Jalal, Rabia Anjum, and Muhammad Rizwan. "The Impact of Rewards & Corporate Social Responsibility (CSR) On Employee Motivation." International Journal of Human Resource Studies 4, no. 3 (July 2, 2014): 70. http://dx.doi.org/10.5296/ijhrs.v4i3.5875.
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After a long period of research on this topic, motivating employees and retaining them is still a threatening challenge for organizations. The study aims to analyze impact of rewards and corporate social responsibility (CSR) on employee’s motivation in Pakistan. This study specifically examines the relationship between intrinsic rewards, extrinsic rewards, internal CSR, external CSR (customer related), external CSR (local communities related), external CSR (business partner related) and employee motivation. It also examines relationship between employee motivation and organizational commitment. Employees of Bahawalpur and Rahim yar khan are the sample of this research. Sample size of 150 respondents was used and data collected through self administered questionnaire which was analyzed in SPSS 16 using regression technique. The result depicts that there is significant relationships between extrinsic rewards, external CSR (local communities), external CSR (business partner) and employee motivation and there is also significant relationship between employee motivation and organizational commitment. Management should focus on extrinsic rewards, external CSR (local communities & business partner related) to motivate employees for organizational commitment.
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Wedekind, Claus. "Valuable reputation gained by altruistic behavioral patterns." Behavioral and Brain Sciences 25, no. 2 (April 2002): 279–80. http://dx.doi.org/10.1017/s0140525x02530053.
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On a proximate level, altruism may well be a temporally extended pattern of behavior that often seems to be maintained without extrinsic rewards (we may find it just valuable to be an altruistic person). However, recent theory and experiments have uncovered significant and often nonobvious extrinsic rewards for “altruistic” behavioral patterns. Ultimately, these patterns may mostly lead to a net benefit.
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Kartika, Kartika. "PENGARUH KERAGAMAN MEDIA DAN IMBALAN EKSTERNAL TERHADAP NIAT BERBAGI PENGETAHUAN MAHASISWA DAN DOSEN AKUNTANSI." JURNAL AKUNTANSI UNIVERSITAS JEMBER 8, no. 1 (March 31, 2015): 92. http://dx.doi.org/10.19184/jauj.v8i1.1224.
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The aim of this research is to examine the factors supporting individuals’ knowledge sharing intention. Based on the theory of reasoned action, this study examined influenced of extrinsic reward, and channel richness to knowledge sharing intention. Data was collected using a field study of lecturer and student in university at Malang. We employ independent sample t-test and PLS (Partial Least Squares) version 2.0. The result show that there isn’t perception difference betwen student and lecturer about factors that supporting knowledge sharing intention. The result show that channel richness has played significant part influenced attitude toward knowledge sharing. Extrinsic reward imposed no impact on an individual’s attitude toward knowledge sharing. The result from this study confirm the theory of reasoned action. This study also find that subjective norm greater influence knowledge sharing intention than attitude toward knowledge sharing.
Keywords: theory of reasoned action, extrinsic rewards, channel richness
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Balkin, David B., Patrice Roussel, and Steve Werner. "Extrinsic Rewards and Autonomy: Implications for Rewarding Creativity." Academy of Management Proceedings 2013, no. 1 (January 2013): 12346. http://dx.doi.org/10.5465/ambpp.2013.12346abstract.
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Gov, Orni. "The complex relationship between intrinsic and extrinsic rewards." Economics and Business Review 1 (15), no. 4 (December 31, 2015): 102–25. http://dx.doi.org/10.18559/ebr.2015.4.7.
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Lissitsa, Sabina, Svetlana Chachashvili-Bolotin, and Ya'arit Bokek-Cohen. "Digital skills and extrinsic rewards in late career." Technology in Society 51 (November 2017): 46–55. http://dx.doi.org/10.1016/j.techsoc.2017.07.006.
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DAVIS, KERMIT R., HUBERT S. FEILD, and WILLIAM F. GILES. "Recruiter-Applicant Differences in Perceptions of Extrinsic Rewards." Journal of Employment Counseling 28, no. 3 (September 1991): 82–90. http://dx.doi.org/10.1002/j.2161-1920.1991.tb00396.x.
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Lin, Caihui, Helen Shipton, Weili Teng, and Adam Kitt. "Sparking Creativity among Manufacturing Workers using Extrinsic Rewards." Academy of Management Proceedings 2021, no. 1 (August 2021): 10733. http://dx.doi.org/10.5465/ambpp.2021.10733abstract.
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Noorazem, Nurul Asyiqin, Sabiroh Md Sabri, and Eliy Nazira Mat Nazir. "The Effects of Reward System on Employee Performance." Jurnal Intelek 16, no. 1 (January 26, 2021): 40–51. http://dx.doi.org/10.24191/ji.v16i1.362.
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Reward system which consists of financial rewards and non-financial rewards has become essential to an organization in managing employees’ performance. Motivated employees can be a significant factor in organizational success. When employees are motivated to work at higher levels of productivity, the organization as a whole will run more efficiently and is more effective at reaching its goals. Literature review on the previous studies has proven that the reward system can motivate and subsequently increase employees’ performance. Reward system comes in many forms, for example, intrinsic rewards and extrinsic rewards. Thus, the organization must critically understand what types of reward system can motivate the employee to perform well in their job. The purpose of this research is to investigate the effects of the reward system in an organization on employee performance. The variable tested in this study includes salary, bonuses, appreciation and medical benefits. This study adopted a quantitative approach where 132 sets of questionnaires were distributed to the participants selected using convenience sampling. Data were then analyzed using SPSS software and a few analyses were carried out such as correlations analysis and regression analysis. The results show that all variables have a significant impact on employees’ performance. The results of this study can be used by the organization to improve its reward system and to ensure it could help in increasing the employees’ performance.
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Kokubun, Keisuke. "Education, organizational commitment, and rewards within Japanese manufacturing companies in China." Employee Relations 40, no. 3 (April 3, 2018): 458–85. http://dx.doi.org/10.1108/er-12-2016-0246.
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Purpose The purpose of this paper is to investigate the relationship between organizational commitment (OC) and extrinsic, intrinsic, and social rewards, among employees who work for Japanese manufacturing companies in China. Design/methodology/approach Hierarchical regression analysis was utilized to examine survey data obtained from 27,854 employees, who work for 64 Japanese manufacturing companies in China. Findings The findings demonstrate that the variables measuring extrinsic, social, and intrinsic rewards were strongly related to OC, suggesting that the antecedents of OC in Japanese companies are different from those in other kinds of corporations in China and the West. A further comparison between university graduates and other employees showed that for graduates, extrinsic and intrinsic rewards had a stronger influence on OC than social rewards, compared to non-graduates. Research limitations/implications This study used self-report data from individual respondents, which may have resulted in common method bias. Future research might consider including supervisor-rated scales to strengthen the study design and reduce common method bias. Practical implications As Japanese companies in China have both Western and Chinese characteristics, they often utilize balanced human resources management (HRM) practices. To enhance their employees’ OC, especially those with less formal education, it is most effective to focus not only on some particular rewards but also on more varieties of rewards. However, balanced HRM may not be equally effective for enhancing the OC of university graduates, who prefer to obtain more extrinsic and intrinsic rewards and fewer social rewards. As Japanese companies are sometimes said to be less attractive workplaces, especially for university graduates, the results of this study could help HR professionals revise their HRM strategies and employ workers who can contribute to their Chinese branches on a long-term basis. Originality/value This research investigates how employees of Japanese companies in China could have higher OC, by focusing on the difference between university graduates and non-graduates and utilizing a large volume of their opinion data.
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Kokubun, Keisuke. "Organizational Commitment and Rewards in Vietnam, with Comparison between University Graduates and Others." Asian Social Science 13, no. 8 (July 24, 2017): 157. http://dx.doi.org/10.5539/ass.v13n8p157.
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This study investigates the relationship between extrinsic, intrinsic and social rewards, and the organizational commitment (OC) of 5,522 employees who work for 8 Japanese companies in Vietnam. Hierarchical regression analysis revealed that variables included to measure extrinsic, social and intrinsic rewards were strongly related to OC. Especially, intrinsic rewards had the strongest association with OC. These findings suggest that the antecedents of OC in Vietnam are different from those in the West and China. The comparison between university graduates and others showed that fatigue and autonomy had stronger influence on OC in university graduates than in others. Discussions and implications concerning human resource management in Vietnam are offered.
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Morgan, Jennifer Craft, Janette Dill, and Arne L. Kalleberg. "The quality of healthcare jobs: can intrinsic rewards compensate for low extrinsic rewards?" Work, Employment and Society 27, no. 5 (July 29, 2013): 802–22. http://dx.doi.org/10.1177/0950017012474707.
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Martin-Perez, Victor, and Natalia Martin-Cruz. "The mediating role of affective commitment in the rewards–knowledge transfer relation." Journal of Knowledge Management 19, no. 6 (October 12, 2015): 1167–85. http://dx.doi.org/10.1108/jkm-03-2015-0114.
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Purpose – The purpose of this paper is to assess the relative importance of intrinsic and extrinsic rewards as determinants of affective commitment and the influence of employees’ affective commitment on knowledge transfer in the context of a Spanish social firm. Design/methodology/approach – Using data from a sample of 227 employees working for a Spanish social firm, this study employs the partial least squares approach to test the research hypotheses. Findings – The research findings show that contrary to the findings of prior empirical studies, reward systems do not influence knowledge transfer in a direct way. Rather, reward systems act indirectly through the development of affective commitment, which is required to increase employees’ loyalty, reduce their turnover levels and improve their willingness to transfer their knowledge. Research limitations/implications – This research focuses on a Spanish social firm, and recommendations to other organizations should, therefore, be made with caution. However, this study provides interesting empirical insights, linking rewards systems and knowledge transfer by means of affective commitment in the context of a social firm. Practical implications – Besides the importance of promoting knowledge transfer through the creation of a suitable climate in the organization, the authors recommend that managers cultivate employees’ affective commitment by means of reward systems, especially intrinsic rewards. Employees with increased affective commitment are more prone to transfer the knowledge that they possess, and consequently, the potential loss of tacit knowledge for the organization is reduced if these employees leave the organization. Also, the authors suggest that managers make an effort to create a balanced reward system, so that extrinsic and intrinsic rewards can act as complementary processes to develop a high level of affective commitment among employees. Originality/value – Few empirical studies have analyzed the influence of affective commitment on knowledge transfer, especially in the context of a social firm, even though this type of firms play and increasingly important economic and social role in society.
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Joseph Ekhayemhe, Aigboje, and Susan Oguzie. "Assessing the Relationship between Rewards and Employees’ Motivation in Some Selected Non-Profit Organizations in Abuja, Nigeria." International Journal of Business Ethics and Governance 1, no. 1 (January 31, 2018): 1–14. http://dx.doi.org/10.51325/ijbeg.v1i1.7.
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This study examines the relationship between rewards and employee’s motivation in four selected non-profit organizations in Abuja, Nigeria. The employees of the four organizations (Action Aid Nigeria, African Development Foundation (ADF), African Youth Growth Foundation (AYGF) and Think Nigeria First Initiative) were taken as sample of the study. The objectives of this study were to find out the relationship between rewards and employees’ performance in the non-profit organizations in Abuja, Nigeria and also to ascertain the extent to which both intrinsic and extrinsic rewards impact on employees' performance. Self-designed questionnaire was used for data collection.180 questionnaires were distributed and 154 were returned, hence the response rate was 83.2%. The data was analyzed using the techniques of rank correlation coefficient and multiple regression analysis. All the findings were tested at 0.01 and 0.05 level of significance. The result concludes that there is a direct relationship between extrinsic rewards and employee’s motivation. However, intrinsic rewards found an insignificant impact on employee motivation.
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Shoemaker, Nikki. "Can Universities Encourage Students Continued Motivation For Knowledge Sharing And How Can This Help Organizations?" Journal of College Teaching & Learning (TLC) 11, no. 3 (July 16, 2014): 99–114. http://dx.doi.org/10.19030/tlc.v11i3.8757.
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Both practitioners and researchers recognize the increasing importance of knowledge sharing in organizations (Bock, Zmud, Kim, & Lee, 2005; Vera-Muz, Ho, & Chow, 2006). Knowledge sharing influences a firms knowledge creation, organizational learning, performance achievement, growth, and competitive advantage (Bartol & Srivastava, 2002; Bock & Kim, 2002; Vera-Muz et al., 2006). However, an individuals natural tendency is to hoard knowledge rather than to share knowledge (Davenport, 1997; Ruggles, 1998). So, how can knowledge sharing be encouraged?Extrinsic rewards are believed to effectively motivate desired behaviors (Bartol & Locke, 2000). Under certain environmental conditions, extrinsic rewards are also believed to develop a more sustained motivation, called self-determined motivation, for these behaviors (Deci & Ryan, 1991). These ideas raise the following questions: (a) Do extrinsic rewards motivate students to share knowledge? and (b) How can universities encourage individuals to develop the self-determined motivation to take part in desired behaviors such as knowledge sharing?This study investigates the effect of extrinsic rewards on knowledge sharing in a team setting. It also examines whether universities can facilitate individuals continued or self-determined motivation to share knowledge using certain environmental conditions. To examine these questions, I perform an experiment with 113 undergraduate students from accounting and management classes who are working on team projects. Results suggest that specifically rewarding knowledge sharing can increase individuals knowledge-sharing behaviors and, in the right environment, their internalization of the motivation to share knowledge.