The Effects of Intrinsic and Extrinsic  Rewards on Employee Attitudes;  Mediating Role of Perceived Organizational Support

Ajmal, Ayesha; Bashir, Mohsin; Abrar, Muhammad; Khan, Muhammad Waseem; Saqib, Shahnawaz

doi:10.4236/jssm.2015.84047

Cited by 39 publications

(40 citation statements)

References 14 publications

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“…According to Kinicki, rewards can deliver the desired results. This is in line with the opinion of Lawler (in Ajmal et al, 2015), which classifies rewards on intrinsic and extrinsic types. The intrinsic types are: psychic rewards and self-acknowledgment.…”

Section: Rewardssupporting

confidence: 90%

The Quality Management of Higher Education on the Job Performance of Lecturers Basis

Lisnasari¹

2018

ASSRJ

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The quality management of higher education depends on human resources quality. The objective of this research was concerning with the Quality management of Indonesian higher education that involved the effect of self-efficacy, rewards and work motivation on job performance. This research was conducted in Medan Municipal by using a survey methods with path analysis applied in testing hypothesis. It involved 79 head of departments in higher education as respondents who were selected by proportional random sampling. This research findings were as follows: (1) There was a direct effect of self-efficacy on job performance, (2) There was direct effect of rewards on job performance, (3) There was a direct effect of work motivation on job performance, (4) There was direct effect of self-efficacy on work motivation, (5) There was direct effect of rewards on work motivation. Therefore, job performance could be improving by rising the self-efficacy, rewards and work motivation.

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Section: Rewardssupporting

confidence: 90%

The Quality Management of Higher Education on the Job Performance of Lecturers Basis

Lisnasari¹

2018

ASSRJ

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“…Intrinsic rewards are classified in different ways (Jacobs, Renard & Snelgar, 2014) and have been found to drive employee motivation which includes meaningful work (Stumpf et al, 2013), autonomy, recognition, appreciation and challenging tasks, amongst others (Hafiza et al, 2011;Ozütku, 2012).…”

Section: Intrinsic Rewardsmentioning

confidence: 99%

“…Some evidence suggests that employees are more inclined to be engaged in their work when placing high value on intrinsic rewards and when they perceive and feel that that the organisation 'cares' about them at work (Obicci, 2015;Ozütku, 2012;Silverman, 2004).…”

Section: Organisational Rewards As Predictors Of Work Engagementmentioning

confidence: 99%

The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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Orientation: In volatile and competitive business environments, organisations are faced with challenges to retain talented workers. Employees are increasingly leaving their jobs for a number of reasons, one of them being a perceived lack of adequate reward practices. Consequently, this has impacted on employee work engagement and confidence and trust in organisations.Research purpose: The study sought to determine whether there is a relationship between rewards, trust and engagement, as well as whether rewards are able to predict trust and engagement in the South African workplace.Motivation for the study: Organisations can no longer solely rely on extrinsic rewards to retain talent. Companies must draw on both extrinsic and intrinsic reward strategies to improve retention levels through endorsing higher levels of workplace trust and work engagement levels.Research design, approach and method: A quantitative, exploratory and cross-sectional research design was utilised. Non-probability sampling using questionnaires consisting of scales from the Job Satisfaction Survey, Intrinsic Motivation Inventory, Psychological Meaningfulness Scale, Basic Needs at Work Scale, Workplace Trust Survey and Utrecht Work Engagement Scale were administered to a sample (N = 251) of South African employees in various industries within the Gauteng region.Main findings: Results indicated that there is a moderate-to-strong positive relationship between the three constructs, and that rewards are able to predict trust and engagement.Practical and managerial implications: The findings provide insight for behavioural practitioners to potentially draw upon when improving talent management strategies. Both extrinsic and intrinsic rewards are important factors in keeping employees engaged and ultimately retaining them.Contribution: The study provided insight into the influence that organisational rewards may have on workplace trust, work engagement and retaining employees. Findings contribute towards improving talent management strategies.

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“…According to Ajmal, Bashi, Abrar, Khan and Saqib (2015), intrinsic rewards are those which are non-cash rewards or not having any physical existence. For example, employee recognition, acknowledgement, professional growth, authority to immediate tasks, respect and appreciation.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Organization provided the opportunities to employees by their performance for the recognition and acknowledgement as rewards and in result the employee emotionally attached with organization due to being recognized. The intrinsic rewards and social rewards found more helpful for employers to develop and construct the emotional attachment among employees towards organization goals and objectives (Ajmal et al, 2015). Armstrong and Baron (2005) view employee performance as about encouraging productive discretionary behaviour with a goal to achieving human capital advantage.…”

Section: Literature Reviewmentioning

confidence: 99%

Employee Performance Among Selected Tertiary Institutions: Evidence from Intrinsic Reward System

2019

JESD

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The study examined employee performance among selected tertiary institutions: evidence from intrinsic reward system. A descriptive survey research design was adopted for the study. The population of the study comprised the selected universities staff in Ado-Ekiti. A total of 360 structured questionnaires were administered to elicit information from the target respondents. Data gathered were analyzed using hierarchical regression models. The result showed that consultative participation significantly affect institutional stability as it was significant on institutional stability (t=-1.303, t=5.429, t=2.108, t=6.365 and t=3.078, p<0.05) Thus, in conclusion, it was shown that all the constructs of the explanatory variable were significantly and positively related to employee performance of selected university in Ado-Ekiti.

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The Effects of Intrinsic and Extrinsic Rewards on Employee Attitudes; Mediating Role of Perceived Organizational Support

Cited by 39 publications

References 14 publications

The Quality Management of Higher Education on the Job Performance of Lecturers Basis

The Quality Management of Higher Education on the Job Performance of Lecturers Basis

The influence of organisational rewards on workplace trust and work engagement

Employee Performance Among Selected Tertiary Institutions: Evidence from Intrinsic Reward System

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