Comprehensive Reward Research Articles

The role of organizational culture in motivating innovative behaviour in construction firms

Motivation is the main force through which individuals allocate effort to generate and implement innovative ideas. However, employees are only motivated to go beyond their designated role and get involved in spontaneous and innovative activities if they have a strong identification with the organization. Organizational culture plays a critical role in motivating innovative behaviour, as it can create commitment among members of an organization in terms of believing in innovation as an organizational value and accepting innovation‐related norms prevalent within the organization. The research this paper reports on addresses the motivational aspects of the relationship between culture and innovation in construction firms. Specifically, it focuses on those managerial actions through which the importance of innovation may be communicated and innovation‐related behaviour may be induced and reinforced. An in‐depth case study investigating the innovation activities of a Swiss contractor revealed that project constraints and regional separation may diminish the motivational effects of managerial actions in construction firms. It is concluded that a culture that motivates new solutions and innovative improvements in particular first of all prevents ideas from getting lost in daily business and within the organization. Giving immediate feedback, providing communication channels for implicit knowledge, allowing for autonomous work and task identity, initiating innovation projects and using a comprehensive reward and incentive system are appropriate managerial actions in this regard.

Corporations, Culture, and Commitment: Motivation and Social Control in Organizations

The notion of corporate has received widespread attention in the past several years. But what is meant by the term and why should managers be concerned with it? Culture can be thought of as a mechanism for social control. As such, culture is important for both the implementation of strategy and as a mechanism for generating commitment among organizational members. Based on a comparison of culture organizations, ranging from cults and religious organizations to culture firms, this article argues that culture and commitment result from: systems of participation that rely on processes of incremental commitment; management as symbolic action that helps employees interpret their reasons for working; and consistent cues from fellow workers that focus attention and shape attitudes and behavior; and comprehensive reward systems that use recognition and approval. These techniques characterize strong organizations.

Developing a comprehensive reward system

AbstractContinuing education administrators need to recognize and act on the full range of extrinsic and intrinsic rewards that motivate able teachers.