Jordan, Paul C.
June 1986
Academy of Management Journal;Jun86, Vol. 29 Issue 2, p405
Academic Journal
In this article the author attempts to add to the research on the relationship between intrinsic employee motivation and the expectation of a reward based upon performance. The author asserts that this study has a better research design due to the fact that it was conducted in the field and not in a laboratory. The author explains some of the design features on the study, noting that in the study performance-contingent rewards were compared to rewards that were not contingent-based, performance-contingent rewards were offered in combination with regular pay, a field setting was used and intrinsic motivation was measured with a scale established construct validity. The study also examined the possible links between satisfaction with pay and the existence of contingent-rewards.


Related Articles

  • How to Make Pay for Performance Pay Off. Landsberg, Richard D. // Journal of Financial Service Professionals;Nov2009, Vol. 63 Issue 6, p12 

    This article discusses the best way to set up an offer of extra incentive pay to employees to meet certain deadlines or goals. Companies that engage in pay-for-performance plans need to be innovative in how they present their plan. Some executives believe they can outperform whatever their pay...

  • Performance through purpose. Fitzgerald, Jamie // Human Resources Magazine;Aug/Sep2013, Vol. 18 Issue 3, p14 

    The article discusses how corporate teams can be motivated and be kept focused. It cites the reasons why financial incentives or extrinsic motivators are not the most effective way to get the most out of people as contingent rewards can reduce performance, become addictive and extinguish...

  • THE RELATIONSHIP OF TEAM GOALS, INCENTIVES, AND EFFICACY TO STRATEGIC RISK, TACTICAL IMPLEMENTATION, AND PERFORMANCE. Knight, Don; Durham, Cathy C.; Locke, Edwin A. // Academy of Management Journal;Apr2001, Vol. 44 Issue 2, p326 

    This study examined the effects of goal difficulty, monetary incentives, and efficacy on the strategic risk, tactical implementation, and performance of teams performing a computer simulation. Goal difficulty increased strategic risk, in part through team efficacy. Strategic risk partially...

  • Recognition idea roundup.  // Competitive Advantage (Douglas);10/22/2009, p1 

    The article discusses the tips on how to recognize the deserving employees including praise, senior management's participation in employee motivation, and discerning the difference between recognition and incentives.

  • A Goal-Energy-Effort Requirement Model of Work Motivation. Wofford, J. C. // Academy of Management Review;Apr1979, Vol. 4 Issue 2, p193 

    A model of work motivation is presented that postulates the following five variables as determinants of the force to perform: (a) Task Goal Level, (b) Task Goal Specificity, (c) Task Goal Commitment, (d) Energy Potential, and (e) Perceived Effort Required. Propositions for the model are...

  • Motivation, Behavior, and Performance: A Closer Examination of Goal Setting and Monetary Incentives. Terborg, James R.; Miller, Howard E. // Journal of Applied Psychology;Feb78, Vol. 63 Issue 1, p29 

    Investigates the relationship between observable behaviors that are likely to be affected by motivation manipulations with performance outcomes. Effect of method of incentive payment on quantity performance and effort; Effect of goal setting on quantity and quality performance and direction of...

  • Offering Learning Incentives to Employees.  // Offering Learning Incentives to Employees -- CLW;Sep2010, p1 

    The article focuses on incentives as a motivator for employees to participate in learning initiatives to improve their lives and capabilities on the job. It says that the main incentive for workers includes promotion, continued employment, and financial incentives. It mentions another incentive...

  • What makes a great place to work? Jones, Gareth // Personnel Today;6/26/2007, p9 

    The article presents the author's comments on the factors which are responsible for making a place suitable to work. The author suggests that to be at a great work place one should focus on the elements that give people the feeling that this is the ultimate place to be in terms of personal and...

  • How to Guide Your Crew Through Stormy Seas. Cohen, Adam J. // Review of Ophthalmology;Apr2009, Vol. 16 Issue 4, p34 

    The article offers tips and guide on how to manage the crew in times of crisis in the U.S. It states that it is important to let the staff know that their jobs are treasured, thus the administrator is doing everything to keep them in the company. It is also important to set a staff plan into...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics