Relevant bibliographies by topics / Extrinsic rewards

Contents

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

Academic literature on the topic 'Extrinsic rewards'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 July 2025

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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 (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, th
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Cwibi, Mzukisi. "What do hotel managers think of employee rewards? An exploration of five-star hotels in Cape Town." International Conference on Tourism Research 6, no. 1 (2023): 462–69. http://dx.doi.org/10.34190/ictr.6.1.1292.

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Reward systems are important tools that management can use to motivate employees; the main objective of organizations in awarding rewards is to attract and retain efficient, productive, and motivated employees. However, there is no evidence available regarding managers' perceptions of employee rewards in five-star hotels in Cape Town. Therefore, this study aims to explore the perceptions of five-star hotel managers about the reward systems offered to employees. Further, this paper attempts to explore the influence and impact of the covid-19 pandemic on the employee reward systems offered at fi
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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 (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 satisfactio
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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 (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 t
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Hamzah, Nur Masriyah, and Syafawati Matkhairuddin. "Extrinsic Rewards and Job Satisfaction among Employees in RISDA Selangor." e-Academia Journal 11, no. 2 (2022): 201–13. http://dx.doi.org/10.24191/e-aj.v11i2.20444.

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From the perspective of human resource management, the reward system is measured as one of the most important elements and is motivated by extrinsic rewards or financial rewards that can lead to a positive impact on employee job satisfaction. Therefore, this study aims to investigate the relationship between extrinsic rewards and job satisfaction and examine the extrinsic factors that affect employees’ job satisfaction. The extrinsic or financial rewards such as base salary raise, salary increment, and promotion have been discussed in this study. Employees working at the Rubber Industry Smallh
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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 (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 wilaya
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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 (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 wilaya
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Hernita, Nita. "PENGARUH PENGHARGAAN INTRINSIK DAN PENGHARGAAN EKSTRINSIK TERHADAP KEPUASAN KERJA KARYAWAN PERUMDA BPR PUSAT MAJALENGKA." J-AKSI : JURNAL AKUNTANSI DAN SISTEM INFORMASI 3, no. 1 (2022): 279–87. http://dx.doi.org/10.31949/j-aksi.v3i1.2141.

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Research was conducted on employees of Perumda BPR Pusat Majalengka. Target of this research is to identify intrinsic rewards and extrinsic rewards to employee job satisfaction, and how much influence the intrinsic rewards and extrinsic rewards to employee job satisfaction.
 The method used is by using descriptive analysis and verification techniques. The sample is this study were 45 peoples using saturated sampling techniques. Data collection are the questionnaires. Testing is done with the data instrument validity and reliability testing, while data anlysis is a classic assumption test,
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Muzafary, Sayed Sami, Zalmay Wafayar, Mohammad Nasim Sukhandan, Mohammad Ali Fetrat, Bonga B. Mdletshe, and Mohammad Bashir Bahrami. "Fostering employee creativity through creativity-contingent extrinsic and intrinsic rewards that emphasise creativity: A systematic review of creativity academic papers." Sprin Journal of Arts, Humanities and Social Sciences 2, no. 11 (2023): 97–114. http://dx.doi.org/10.55559/sjahss.v2i11.186.

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Creativity is widely believed to be necessary to increase quality performance. Thus, in today’s more challenging and competitive environment, the contemporary organization frequently utilizes rewards practices to stimulate creative activities among employees. Existing research on reward practices shows evidence that creativity contingent rewards play a vital role in improving employee creative performance. This study presents a systematic review of extrinsic and intrinsic rewards that contribute to creativity and their effect on employee creativity. The findings show that regardless of the deg
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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 (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 em
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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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<p> 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
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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 numbe
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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 tailo
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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), Intrin
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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 res
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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.<br>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.<br>Includes bibliographical references (p. 69-70).<br>Companies in the 21st century are increasingly relying on knowledge workers -- people who put t
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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? Uti
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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
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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. Laurentian University, 2007.

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Bödecker, Joschka. Modeling effects of intrinsic and extrinsic rewards on the competition between striatal learning systems. Universität, 2013.

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Gupta, Vishal. When are rewards bad for creativity?: Examining the role of leadership and integrated extrinsic motivation. 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 element
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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 emplo
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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 var
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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-maxim
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Kutza, Dawn. Role of Prior Beliefs Refutational Text Intrinsic and Extrinsic Goals and Extrinsic Reward Structure in the Conceptual Change of Preservice Teachers. Creative Media Partners, LLC, 2019.

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Kutza, Dawn. Role of Prior Beliefs Refutational Text Intrinsic and Extrinsic Goals and Extrinsic Reward Structure in the Conceptual Change of Preservice Teachers. Creative Media Partners, LLC, 2019.

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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
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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. 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. 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. 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. Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-29340-5_4.

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

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Grolnick, Wendy S. "Extrinsic Incentives/Rewards." In Motivation Science. Oxford University PressNew York, 2023. http://dx.doi.org/10.1093/oso/9780197662359.003.0026.

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Abstract Parents, teachers, coaches, physicians, and others often try to motivate others to act. Rewards, punishments, and other contingencies can get people to behave in particular ways, but that motivated action is often short-lived because these strategies do not facilitate individuals acting from their own interests or sense of value and goals. In contrast, setting up a motivationally facilitative environment means creating conditions in which individuals can satisfy their needs for autonomy, competence, and relatedness. Teachers, parents, and others in authority can learn to provide auton
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Sansone, Carol, and Judith M. Harackiewicz. "Looking beyond rewards." In Intrinsic and Extrinsic Motivation. 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. Elsevier, 2000. http://dx.doi.org/10.1016/b978-012619070-0/50025-8.

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Anderman, Eric M. "Extrinsic Rewards Undermine Motivation in the Classroom . . . Sometimes." In Motivation Science. Oxford University PressNew York, 2023. http://dx.doi.org/10.1093/oso/9780197662359.003.0025.

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Abstract Teachers commonly give students rewards. The teacher’s assumption is that rewards reliably motivate greater effort and behavior. But is this always the case? Rewards do increase extrinsic motivation, but they often decrease intrinsic motivation. When the teacher gives the student a reward for doing an interesting activity, that reward can decrease the students’ interest (intrinsic motivation) for that task. This phenomenon is known as the overjustification effect. Overjustification raises the question of whether it is a good idea or not for teachers to give students rewards. If not us
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Geng, Na, Ying Wang, Huan Yu, and Jiajia Zhou. "Research on the Character Design of Non-Player in Rehabilitation Games." In Frontiers in Artificial Intelligence and Applications. IOS Press, 2022. http://dx.doi.org/10.3233/faia220025.

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The design of reasonable reward mechanisms in exercise games aims to increase people’s intrinsic motivation to participate in the games for training so that they can persist for a long time and achieve exercise results. This study developed two game modes based on a prototype of an exercises game for a Kinect interactive device. Two reward mechanisms, in-game rewards and extrinsic rewards, were included in one of the game modes respectively. Twelve older subjects and twelve younger subjects were recruited to test the game. They rated the game using an intrinsic motivation scale. The results sh
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Conference papers on the topic "Extrinsic rewards"

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Mihai, Laurențiu Stelian, and Florin-Aurelian Birchi. "The Correlation Between Motivation and Employee Satisfaction in the Service Industry." In 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/012.

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This paper aims to analyse the correlation between the two dimensions of motivation (intrinsic and extrinsic), rewards and recognition, and employee performance, being one of the first studies to tackle this problem in the context of the service industry of Southern Romania. The data was collected using a quantitative survey of 161 employees from various service industries, such as retail, hospitality, healthcare, and professional services. The results were analysed using partial least square structural equation modelling (PLS-SEM) using SmartPLS4.10 software. Our findings have shown that ther
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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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Wan, Shanchuan, Yujin Tang, Yingtao Tian, and Tomoyuki Kaneko. "DEIR: Efficient and Robust Exploration through Discriminative-Model-Based Episodic Intrinsic Rewards." In Thirty-Second International Joint Conference on Artificial Intelligence {IJCAI-23}. International Joint Conferences on Artificial Intelligence Organization, 2023. http://dx.doi.org/10.24963/ijcai.2023/477.

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Exploration is a fundamental aspect of reinforcement learning (RL), and its effectiveness is a deciding factor in the performance of RL algorithms, especially when facing sparse extrinsic rewards. Recent studies have shown the effectiveness of encouraging exploration with intrinsic rewards estimated from novelties in observations. However, there is a gap between the novelty of an observation and an exploration, as both the stochasticity in the environment and the agent's behavior may affect the observation. To evaluate exploratory behaviors accurately, we propose DEIR, a novel method in which
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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}. 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 sig
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VRABII, Violeta, and Galina MELNICIUC. "Relevanța motivației în activitatea de învățare a adolescenților." In Educația în contextul provocărilor societale: paradigme, inovații, transfer tehnologic. "Ion Creanga" State Pedagogical University, 2023. http://dx.doi.org/10.46727/c.17-11-2023.p267-274.

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Motivation in the context of changes represents an internal journey to satisfy needs, it is an expression of orientation and direction of action through direct (intrinsic) and indirect (extrinsic) influence factors. Intrinsic motivation that means through continuous learning towards deep involvement, curiosity and the desire for knowledge. Extrinsic motivation as a means of achieving goals through rewards and praise. Learning motivation for adolescents is a prerequisite for intellectual and identity development. External motivational patterns are achieved through strategies to develop attentio
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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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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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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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Zhou, Lu. "School Support for Teacher Innovation: Mediation of Extrinsic Rewards, Trust, and Basic Psychological Need Satisfaction." In 2024 AERA Annual Meeting. AERA, 2024. http://dx.doi.org/10.3102/2098166.

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Reports on the topic "Extrinsic rewards"

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Honig, Dan. Managing for Motivation as Public Performance Improvement Strategy in Education & Far Beyond. Research on Improving Systems of Education (RISE), 2022. http://dx.doi.org/10.35489/bsg-rise-misc_2022/04.

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People management has an important role to play in improving public agency performance. This paper argues that a ‘Route Y’ managerial approach focused on supporting the empowered exercise of employee judgment will in many circumstances prove superior to conventionalreform approaches steeped in ‘Route X’ monitoring and incentives. Returns to Route Y are greater when employees are or can become more “mission motivated” – that is, aligned with the goals of the agency in the absence of monitoring and extrinsic incentives. Returns to Route Y are also greater when monitoring is incomplete or otherwi
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