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Journal articles on the topic 'Extrinsic rewards'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

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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Song, Yuhang, Jianyi Wang, Thomas Lukasiewicz, et al. "Mega-Reward: Achieving Human-Level Play without Extrinsic Rewards." Proceedings of the AAAI Conference on Artificial Intelligence 34, no. 04 (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. Intuitiv

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Chen, Hai Ming, and Peng Chuan Fu. "Perceptions of Justice in Extrinsic Reward Patterns." Compensation & Benefits Review 43, no. 6 (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 im

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Robin, Robin, Fendi Hidayat, Chablullah Wibisono, Indrayani Indrayani, and Muammar Khaddafi. "The Impact of Awards on Intrinsic Motivation and Job Satisfaction of Multi-Level Marketing Members in Riau Islands Province, Indonesia." International Journal of Finance, Economics and Business 2, no. 2 (2023): 142–49. http://dx.doi.org/10.56225/ijfeb.v2i2.211.

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Facts from the Multi-Level Marketing (MLM) industry show that people often change companies, 90% of distributors are dissatisfied and frustrated, and only last up to 3 months before quitting MLM. Reward management is the main strategy to create a motivated and committed work team. This study examines the impact of rewards on intrinsic motivation and job satisfaction in MLM members, where the incidental sample method is chosen. A total of 140 samples participated in this study. The data were analyzed using descriptive statistics and Structural Equation Modelling (SEM)–Analysis of Moment Structu

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SYA'BAN, RISKA, TYA AYU PALUPY, and SRI AGUSTIN LIMALO. "DAMPAK REWARD INTRINSIK DAN EKSTRINSIK TERHADAP MOTIVASI BELAJAR." EDUCATIONAL : Jurnal Inovasi Pendidikan & Pengajaran 4, no. 4 (2025): 470–77. https://doi.org/10.51878/educational.v4i4.4161.

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Learning motivation is a key factor in educational success, influenced by various factors, including rewards. Rewards can be categorized into two types: intrinsic and extrinsic rewards. Intrinsic rewards refer to the satisfaction or sense of pride that comes from within the individual, such as the fulfillment from the effort made or awareness of achieving learning goals. In contrast, extrinsic rewards involve external factors such as prizes, praise, or recognition from others. This study explores the impact of both types of rewards on students' learning motivation. The results show that intrin

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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 (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

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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 (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 extrins

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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 (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 rew

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Kurniawaty, Kurniawaty, and Nurfatwa Andriani Yasin. "Reward System For Employee Creativity." Economos : Jurnal Ekonomi dan Bisnis 5, no. 2 (2022): 142–47. http://dx.doi.org/10.31850/economos.v5i2.1811.

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This study aims to test the effect of the reward system on the creativity of employees at PT. Telkom Access Makassar Maintenance Unit as many as 80 people using the corelation analysis method. The study found that there is a positive and significant influence of the reaward system (intrinsic and extrinsic) on employee creativity. The largest corelation occurs between creativity and Bonus of 0.925 where bonus is one of the ectrinsic rewards, then the second largest corelation occurs between creativity and learning of 0.681, where this learning is one of the intrinsic rewards. Overall, all indif

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Cwibi, Mzukisi, Mandisa Silo, and Tshinakaho Nyathela-Sunday. "Management perceptions on effective employee rewards: a case study of Cape Town five- star hotels, South Africa." Retail and Marketing Review 20, no. 1 (2024): 1–11. https://doi.org/10.5281/zenodo.11610269.

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Rewards are effective instruments that management may use to inspire employees. When firms offer rewards, their primary goal is to recruit and keep motivated, effective, and efficient employees. The purpose of this qualitative study is to investigate the perceptions of five-star hotel managers regarding the effectiveness of employee reward systems. In-depth interviews were conducted with 14 managers from four hotels in the City of Cape Town CBD. The study made use of the semi-structured interviews to collect qualitative data. The data was analysed using Creswell’s six steps. The findings

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Krishna, Shwetha M., and Somya Agrawal. "Creative Performance of Millennials and Generation Z: What Matters More, Intrinsic or Extrinsic Rewards?" Administrative Sciences 15, no. 1 (2024): 11. https://doi.org/10.3390/admsci15010011.

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Millennials and Gen Z now dominate the global workforce, each with distinct reward preferences influencing motivation and creativity. Understanding these distinctions is critical for improving employee retention and performance. This research aims to evaluate the efficacy of intrinsic and extrinsic rewards for both cohorts. The main goals are to determine reward preferences, examine the mediation effects of moral importance of work and learning attitudes, and assess their impact on creative performance. Using online survey, data were collected from 319 individuals in India and analysed using c

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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 (2016): 6–11. http://dx.doi.org/10.31580/jmi.v11i1.56.

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Now a dayâ€™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 workersâ€™ talent, abilities and proficiency to formulate the accurate exploitation of employeesâ€™ 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

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M. Hafidz Al Rasyid, Dessy Kartika Sari, Yosep Epron Valentino Sinaga, and Syahrial Syahrial. "Pengaruh Reward Intrinsik dan Ekstrinsik Serta Punishment Terhadap Motivasi Belajar Siswa SD." Harmoni Pendidikan : Jurnal Ilmu Pendidikan 2, no. 2 (2025): 172–80. https://doi.org/10.62383/hardik.v2i2.1416.

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Learning motivation is a key factor in students' academic success. This study aims to analyze the effect of intrinsic rewards, extrinsic rewards, and punishments on elementary school students' learning motivation. Using the literature review method, this research examines various literatures related to the application of reward and punishment strategies in education. The results show that appropriately given rewards can enhance both intrinsic and extrinsic motivation in students. Intrinsic rewards, such as a sense of achievement and self-pride, encourage students to continue learning and devel

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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 (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 wer

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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 (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—i

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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 (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

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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 (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 person

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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 (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 th

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Boadi, Samuel, Ayiku Emmanuel Lartey, and Richard Amoako. "The Effect of Reward Systems on Motivation and Employee Performance Among Technical Universities." International Journal of Research and Innovation in Social Science IX, no. XIV (2025): 350–64. https://doi.org/10.47772/ijriss.2025.914mg0028.

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This study examines the moderating effect of reward systems on the relationship between employee motivation and performance, focusing on the impact of both monetary and non-monetary rewards. Grounded in Herzberg’s Two-Factor Theory and Reinforcement Theory, the research explores how intrinsic rewards, such as recognition and a sense of purpose, and extrinsic rewards, including bonuses and job security, interact with reward systems to influence employee performance. A cross-sectional quantitative research design was employed, drawing data from employees across diverse industries. The findings i

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Putro, Samsunu Dwi, and Susanto Tirtoprojo. "Effect of Big Five Personality and Reward on Work Performance of Operational Unit Employees with Job Satisfaction as a Mediating Variable at PT. KAI Daop VI Yogyakarta." International Journal of Economics, Business and Management Research 06, no. 05 (2022): 201–21. http://dx.doi.org/10.51505/ijebmr.2022.6516.

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This study aims to examine and analyze: (1) the influence of the big five personality, reward, job satisfaction on work performance, (2) the influence of the big five personality on job satisfaction, (3) the effect of reward on job satisfaction, (4) job satisfaction in mediating the influence of the big five personality on work performance, (5) job satisfaction in mediating the effect of rewards on employee work performance. The sample in this study were operational employees at PT. KAI DAOP VI Yogyakarta as many as 200 people. Data collection was done by using a questionnaire. The data were a

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Munuera, Jérôme, Marta Ribes Agost, David Bendetowicz, Adrien Kerebel, Valérian Chambon, and Brian Lau. "Intrinsic motivation for choice varies with individual risk attitudes and the controllability of the environment." PLOS Computational Biology 19, no. 8 (2023): e1010551. http://dx.doi.org/10.1371/journal.pcbi.1010551.

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When deciding between options that do or do not lead to future choices, humans often choose to choose. We studied choice seeking by asking subjects to first decide between a choice opportunity or performing a computer-selected action, after which they either chose freely or performed the forced action. Subjects preferred choice when these options were equally rewarded, even deterministically, and traded extrinsic rewards for opportunities to choose. We explained individual variability in choice seeking using reinforcement learning models incorporating risk sensitivity and overvaluation of rewa

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Yaqoob, Samina. "IMPACT OF EXTRINSIC REWARDS ON JOB OUTCOMES: ROLE OF EMPLOYEE WORK ENGAGEMENT AND PERCEIVED ORGANIZATIONAL SUPPORT:." Journal of Arts & Social Sciences (JASS) 9, no. 1 (2022): 64–77. http://dx.doi.org/10.46662/jass.v9i1.102.

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This study investigates the impact of extrinsic rewards on employee affective commitment and innovative work behavior (IWB). Moreover, unpack the role of employee work engagement as an intervening mechanism between extrinsic rewards and employee job outcomes (IWB & commitment). Besides, it investigates the moderating role of perceived organizational support (POS) for the associations of extrinsic rewards and employee work engagement. Data (N = 307) was collected from the higher education sector by using survey method, comprising of faculty members and administrative staff of Lahore, Pakist

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Maizari, Maizari, Sumarni Sumarni, and Dewi Novita. "Exploring the Relationship Between Reward Systems and English Learning Motivation: A Mixed-Methods Approach in an Indonesian Islamic High School." JELITA 5, no. 2 (2024): 547–59. http://dx.doi.org/10.56185/jelita.v5i2.654.

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This study aimed to explore the impact of rewards on students' motivation to learn English, framed within an extrinsic motivation theoretical perspective. A mixed-methods research design was employed, combining quantitative data from questionnaires with qualitative insights from interviews. The sample consisted of 20 eleventh-grade students from one of the Islamic High School at MAS Al Mustaqim in Kubu Raya, selected through purposive sampling, with 5 students also participating in in-depth interviews. Quantitative analysis revealed that 75% of students strongly agreed that rewards such as pra

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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 (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 d

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Alves, Iryna, Bruno Gregório, and Sofia M. Lourenço. "Personality characteristics, preferences for rewards and the propensity to choose an auditing job." Journal of Accounting & Organizational Change 20, no. 6 (2024): 56–84. http://dx.doi.org/10.1108/jaoc-04-2023-0080.

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Purpose This study investigates theoretical relationships among personality characteristics, preferences for different types of rewards and the propensity to choose a job in auditing by management-related higher education students. Specifically, the authors consider motivation, locus of control (internal and external) and self-efficacy (SE) as personality characteristics and financial, extrinsic, support and intrinsic as types of rewards. Design/methodology/approach Data were collected through a questionnaire targeted at management-related higher education students in Portugal. Partial least s

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Zhang, Xiaoping, Yihao Liu, Li Wang, Dunli Hu, and Lei Liu. "A Curiosity-Based Autonomous Navigation Algorithm for Maze Robot." Journal of Advanced Computational Intelligence and Intelligent Informatics 26, no. 6 (2022): 893–904. http://dx.doi.org/10.20965/jaciii.2022.p0893.

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The external reward plays an important role in the reinforcement learning process, and the quality of its design determines the final effect of the algorithm. However, in several real-world scenarios, rewards extrinsic to the agent are extremely sparse. This is particularly evident in mobile robot navigation. To solve this problem, this paper proposes a curiosity-based autonomous navigation algorithm that consists of a reinforcement learning framework and curiosity system. The curiosity system consists of three parts: prediction network, associative memory network, and curiosity rewards. The p

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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 (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

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Tanady, Darwan, Mega Sanjaya, Emma Novirsari, Adi Harianto, and Nasib Nasib. "Pengaruh Penghargaan Ekstrinsik, Penghargaan Intrinsik, Keterlibatan Kerja Terhadap Kesejahteraan Psikologis pada Institut Bisnis IT&B." JAMPARING: Jurnal Akuntansi Manajemen Pariwisata dan Pembelajaran Konseling 2, no. 2 (2024): 668–75. http://dx.doi.org/10.57235/jamparing.v2i2.3066.

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This study aims to investigate how extrinsic rewards, intrinsic rewards, and levels of work engagement contribute to the psychological well-being of employees in the campus environment of the ITB Business Institute. The research method used is a survey using questionnaires distributed to employees in various departments and units on campus. Extrinsic awards are evaluated through financial recognition and other material awards, while intrinsic awards include recognition of achievement, personal development, and a sense of accomplishment. Job engagement is measured through job satisfaction, comm

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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 (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 P

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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 Social Science 2, no. 2 (2021): 200–209. http://dx.doi.org/10.46799/jss.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 P

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Ansori, Ansori, Iwan Aprianto, Muhammad Yusup, Kholid Ansori, and Marzani Marzani. "The Influence of Intrinsic and Extrinsic Rewards on Middle School Teachers’ Job Satisfaction." AL-ISHLAH: Jurnal Pendidikan 14, no. 4 (2022): 6335–46. http://dx.doi.org/10.35445/alishlah.v14i4.2162.

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This study aims to determine the effect of intrinsic and extrinsic rewards on teacher job satisfaction at a junior high school in Batanghari. This research is a quantitative study. The population of this study is the number of all teachers who teach at that school, with a sample of 32 teachers. The analysis used is multiple regression analysis, and the data is processed with the help of the SPSS version program 20.0. The results showed that intrinsic reward significantly affected job satisfaction with count t table (4,564 1699). This shows Ha is rejected and Ho is accepted, which means the ext

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Muhammad Ahmad Mazher. "Exploring Relationship between Intrinsic Rewards, Extrinsic Rewards, and Employee Performance in University Academics." East Asian Journal of Multidisciplinary Research 1, no. 11 (2022): 2691–706. http://dx.doi.org/10.55927/eajmr.v1i11.1921.

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This study investigates the relationship between employee performance at private universities in Lahore, Pakistan, and the extrinsic and intrinsic benefits that their employers provide them with. The empirical findings confirm that both intrinsic and extrinsic rewards have a positive and significant impact on employee performance for academic staff in private universities located in Lahore, Pakistan. The method of primary data study that we use allows us to collect the data using a questionnaire in a variety of private universities. Based on what we found, we think that it would be good for un

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Wang, Caifen, and Lizelle Eugenio Villanueva. "The Impact of Extrinsic and Intrinsic Rewards on Employee Satisfaction: Towards a Reward Management Plan." Journal of Education and Educational Research 8, no. 3 (2024): 505–18. http://dx.doi.org/10.54097/m4626y62.

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This study evaluated how extrinsic and intrinsic could potentially impact the levels of employee satisfaction at Y College, in order to suggest inputs for reward management strategies. The study involved 69 non-teaching staff members from Y College, representing the entire population of interest. The researcher employed total enumeration, ensuring ethical standards and rigorous data collection and analysis for all participants involved in the study. The goal of this research was to propose a reward management plan incorporating Herzberg's Two Factor Theory of Motivation that could enhance empl

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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 (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 s

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Shuhidan, Shazalina Mohamed, Mohamad Ridhuan Mat Dangi, and Rohana Mohd Noor. "Students’ Perceptions on Extrinsic Motivation Strategies to Enhance Learning Experience and Fostering Academic Excellence: A Qualitative Study." International Journal of Research and Innovation in Social Science IX, no. III (2025): 3985–99. https://doi.org/10.47772/ijriss.2025.90300317.

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This study explores the perceptions of university students regarding extrinsic motivation strategies and their potential role in fostering academic excellence in higher education. Using a qualitative approach, the research involved semi-structured interviews with fifteen students to examine how extrinsic motivators influence their engagement, enthusiasm, academic discipline, and overall performance. Thematic analysis of the interview data identified five key themes: enhanced engagement and participation, learning enthusiasm and motivation, reinforcement of academic discipline, influence on lea

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Dewi, Sinta. "STUDENTS’ PREFERRED REWARDS ON TASK ACCOMPLISHMENT." English Education and Applied Linguistics Journal (EEAL Journal) 6, no. 1 (2023): 62–69. http://dx.doi.org/10.31980/eealjournal.v6i1.2277.

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This study aims to figure out students’ preference of rewards after the accomplishment of the task given. Understanding the reasons for choosing the preferred reward also becomes the focus of the study. Descriptive study design was chosen to get the depth of understanding about the investigated issue. Semi-structured interview were questioned to 5 senior high school students in attempt to figure out their preferences of teachers rewards. The data were summarized and analyzed descriptively. The findings indicated that students preferred verbal rewards to tangible ones. The reasons for choosing

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Mamkhumbi, Genovefa. "THE INFLUENCE OF MOTIVATION STRATEGIES ON EMPLOYEE’S RETENTION IN PRIVATE UNIVERSITIES IN TANZANIA: EXPERIENCES FROM CATHOLIC UNIVERSITY COLLEGE OF MBEYA (CUCoM)." International Journal of Business Management and Economic Review 06, no. 06 (2023): 147–58. http://dx.doi.org/10.35409/ijbmer.2023.3538.

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This research aimed to assess the influence of motivation strategies on employee retention in private institutions, using the Catholic University College of Mbeya as a case study. The study focused on the effects of extrinsic rewards, intrinsic rewards, and career development on retention. Employing a cross-sectional descriptive research design with a quantitative approach, the study utilized a sample size of 50 respondents selected through simple random sampling. Data were collected through a questionnaire and analyzed descriptively using SPSS version 20.0. Results showed that extrinsic rewar

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Sigalingging, Roslida, Hotma Nababan, Alex Putra, and Mandasari Nababan. "Enhancing Learning Motivation in Elementary Schools: The Impact and Role of Rewards." Jurnal Ilmu Pendidikan dan Humaniora 12, no. 1 (2023): 01–13. http://dx.doi.org/10.35335/jiph.v12i1.27.

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Motivation is the cornerstone of effective learning, and its cultivation begins in the elementary school years. This research delves into the relationship between rewards and students' learning motivation in elementary schools, offering valuable insights for educators, administrators, and policymakers. Employing a mixed-methods approach, the study combines quantitative surveys, qualitative interviews, and classroom observations to provide a comprehensive understanding of the dynamics at play. The research uncovers a significant positive correlation between the frequency of receiving rewards an

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Mawhinney, T. C. "Decreasing Intrinsic "Motivation" with Extrinsic Rewards." Journal of Organizational Behavior Management 11, no. 1 (1990): 175–91. http://dx.doi.org/10.1300/j075v11n01_11.

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Panagopoulos, Costas. "Extrinsic Rewards, Intrinsic Motivation and Voting." Journal of Politics 75, no. 1 (2013): 266–80. http://dx.doi.org/10.1017/s0022381612001016.

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Ramadhina, Aisya Safira, Nurul Asfiah, Siti Nurhasanah, and Riza Umami. "Bibliometric Analysis: Rewards using the Scopus Database." International research journal of management, IT and social sciences 11, no. 2 (2024): 75–88. http://dx.doi.org/10.21744/irjmis.v11n2.2416.

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This research explores the role of rewards in improving employee performance and related aspects. Bibliometric analysis was conducted using the Scopus database from 2013 to 2023 to evaluate the effect of rewards on performance. The literature review identifies types of rewards, both material (salary, bonus) and non-material (verbal recognition, organizational commitment). The results provide in-depth insight into reward dynamics with practical implications for human capital management and a basis for further research. The focus of article publication on Scopus has fluctuated, with a peak in 20

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