The influence of monetary incentives on goal choice, goal commitment, and task performance

The Effects of Individual Monetary Incentives With and Without Feedback

“…Researchers reasoned that higher percentages of incentives should result in higher levels of performance because a greater proportion of total pay is based on the actual performance of the worker, and hence, the incentives should compete more effectively with rewards derived from off-task activities. In all of the studies, however, as long as the percentage of incentive pay to base pay and total pay was greater than zero (that is, the individuals earned incentive pay), different percentages of base pay and total pay earned in incentive pay resulted in comparable performance (Dickinson & Gillette, 1993;Frisch & Dickinson, 1990;LaMere et al, 1996;Matthews & Dickinson, 2000;Riedel et al, 1988). The incentive percentages examined have ranged from 3% to 100% of a person's base pay and total pay.…”

“…Another series of studies examined whether the percentage of base pay and total pay earned in incentive pay influenced performance (Dickinson & Gillette, 1993;Frisch & Dickinson, 1990;LaMere et al, 1996;Matthews & Dickinson, 2000;Riedel et al, 1988). In these studies, participants could earn from 0% to 100% of their total pay or base pay in incentives.…”

“…Because performance did not reverse, however, the results must be viewed cautiously. [ Individual monetary incentive systems, typically with feedback as a component, have been researched in both laboratory and applied settings, and have resulted in appreciably higher levels of performance than hourly pay (e.g., Frisch & Dickinson, 1990;Gaetani, Hoxeng, & Austin, 1985;George & Hopkins, 1989;LaMere, Dickinson, Henry, Henry, & Poling, 1996;London & Oldham, 1977;Pritchard, Hollenback & DeLeo, 1980;Riedel, Nebecker & Cooper, 1988;Smoot & Duncan, 1997;Wagner & Bailey, 1997). Statistical meta-analyses have also confirmed the effectiveness of individual monetary incentive systems (Jenkins, Gupta, Mitra, & Shaw, 1998) and, more generally, tangible work incentives (Stolovich, Clark, & Condly, 2002).…”

Proposition d un cadre de reference propice au developpement d instruments de mesure de la performance pour les intervenants en centre de conditionnement physique

“…Il s'agit donc de mesurer à l'aide d'une règle de décision, l'écart entre ce qui est et ce qui devrait être (Brunelle, Drouin, Godbout et Tousignant, 1988). Dekar (1977) (Sillamy, 1980(Sillamy, , p.1195 Dans plusieurs organisations, la direction par objectifs (buts) est utilisée comme technique pour augmenter la motivation des employés au travail, de même que leur performance (Riedel, Nebeker et Cooper, 1988). Dans ces cas, inutile de spécifier qu'effectivement la réalisation de ces buts sert en grande partie à évaluer le rendement des travailleurs.…”

Development and Test of a Theory of Work Team Productivity

“…The literature suggests a general consensus that incentives enhance goal commitment (Riedel, Nebeker, & Cooper, 1988;Wright, 1992). If the interaction of work teams with priority feedback, formal goal setting, and time series effects are controlled we hypothesize that:…”