Orni Gov
Hadassah Academic College, Department of Management of Service Organizations,Jerusalem, Israel
The complex relationship between intrinsic and extrinsic rewards
Abstract: This study aimed to determine the relationship between the two main components of the organizational rewards system; intrinsic and extrinsic rewards. Pay satisfaction was chosen to represent the extrinsic rewards whilst the Thomas et al. four intrinsic rewards represented the intrinsic rewards. A total of one hundred and fifty six self-administered questionnaires were collected from Israeli employees. Analysis using Pearson correlation indicated that there is no relationship between the two types of rewards. However, a regression analysis demonstrated that employees with temporary status, and outsourcers’ employees, are experiencing less pay satisfaction than organizations’ directly-employed staff. Another regression analysis established that a sense of choice predicted a positive correlation with pay satisfaction whilst a sense of competence predicted a negative correlation. Based on the findings it can be concluded that there is a downside to an organization’s decision to reward employees by empowering and giving them autonomy. The empowerment process might increase the employees’ sense of competence, which may lead to a decrease in pay satisfaction.
Keywords: employees’ motivation, extrinsic rewards, intrinsic rewards, organizational rewards, performance, pay satisfaction
DOI: 10.18559/ebr.2015.4.7
For citation:
MLA |
Gov, Orni. "The complex relationship between intrinsic and extrinsic rewards." Economics and Business Review EBR 15.4 (2015): 102-125. DOI: 10.18559/ebr.2015.4.7 |
APA |
O., G. (2015). The complex relationship between intrinsic and extrinsic rewards. Economics and Business Review EBR 15(4), 102-125 DOI: 10.18559/ebr.2015.4.7 |
ISO 690 |
GOV, Orni. The complex relationship between intrinsic and extrinsic rewards. Economics and Business Review EBR, 2015, 15.4: 102-125. DOI: 10.18559/ebr.2015.4.7 |