Contingent Reward Research Articles

Impact of contingent rewards and punishments on employee performance: the interplay of employee engagement

Background This paper investigated the connection between transactional leadership styles, contingent rewards, punishments, and employee performance while emphasizing employee engagement’s mediating role. Existing research has predominantly focused on isolated associations between contingent rewards, punishment, and employee performance, leaving gaps in the empirical exploration of these mediating mechanisms. To address this research gap, our study has introduced a conceptual framework to understand the multifaceted connection between contingent rewards, punishment, and their effects on employee performance, with a specific emphasis on the mediating function of employee engagement. Methods We involved 273 full-time non-clinical healthcare professionals employed in NABH-accredited hospitals in Jharkhand, India. A structured survey instrument was employed for data collection from the specific survey participants, with the investigation of the research hypotheses conducted through the application of partial least squares-structural equation modeling (PLS-SEM). Results Preliminary findings suggested that contingent rewards and punishment do not directly influence employee performance. Instead, our study highlighted the critical mediating role of employee engagement, particularly its dimensions of Vigor, absorption, and dedication. Conclusions This research has underscored rewards and punishments as essential tools for influencing employee behaviour, motivation, and performance. Employee engagement, as a multifaceted construct, not only benefits individual employees but also significantly impacts overall organizational performance and success.

Role modeling of safety-leadership behaviors in the construction industry: A two-wave longitudinal study.

The construction industry is heavily affected by occupational accidents, and it is important to investigate how leadership behaviors promoting safety on construction sites are fostered among construction-site managers. The overall aim of this study was to investigate how safety-leadership behaviors can be developed in the construction industry, specifically focusing on managerial role modeling. A two-wave longitudinal cohort study with approximately four months between measurement occasions was conducted among construction-site supervisors in Sweden (n = 51). Supervisors' ratings of their site managers' and their own generic and safety-specific contingent reward (CR) leadership behaviors were obtained by means of questionnaires. Cross-lagged panel models were tested within a path model framework to test the hypothesis that site managers' leadership behaviors prospectively influence supervisors' leadership behaviors. Site managers' CR behaviors prospectively influenced supervisors' CR behaviors, both generic CR behaviors (β= 0.29, p = 0.01) and safety-specific CR behaviors (β= 0.22, p = 0.04). For safety-specific CR behaviors, a reversed effect (β= 0.26, p = 0.03) was also found, implying that supervisors' behaviors prospectively influenced site managers' behaviors. Site managers act as role models for supervisors when it comes to developing safety-leadership behaviors on construction sites. The results also indicate that site managers are influenced by their subordinate supervisors' safety-leadership behaviors. Hence, there seems to be reciprocal interaction between site managers and supervisors in which they influence each other and together shape safety-leadership practices at their construction sites.

Comparative Analysis on Job Satisfaction and Organizational Citizenship Between Generation X and Y Filipino Employees

Comparing the levels of Job Satisfaction and Organizational Citizenship Behavior among 176 power plant employees under cohorts Generation X (n=88) and Generations Y (n=88). This study purposes to find out if there is a difference in terms of the nine facets of Job Satisfaction and 2 components of Organizational Citizenship Behavior among Filipino employees in Misamis Oriental. This study collected data through an online survey utilizing a 16-item OCB Scale and 36-item Job Satisfaction Scale with established statistical reliability. Results show that both Generations X (56%) and Y (63%) respondents reported a very high level of Organizational Citizenship Behavior. And for Job Satisfaction, results interpreted Satisfied from both Generations X (84%) and Generation Y (61%). Statistical results also showed that there was a significant difference on Job Satisfaction factors, Pay, Promotion, Supervision, Fringe Benefits, Contingency Reward and Nature of Work for both concerned Generational cohorts. And there was no significant difference noted in the distribution of Organizational Citizenship Behavior directed to the Organization and the distribution of Organizational Citizenship Behavior directed to the Individual between Generation X and Y. Considering the findings of the research, it is recommended for Human Resources to conduct a survey among Generations X and Y in terms of what benefits do they find relevant. Also, for company-owners to consider flexibility options on employee benefits availment.

EFL Teachers’ Job Satisfaction Profile

Teachers’ job satisfaction has been studied for decades. However, there has been no study investigating the profile of Indonesian EFL teachers’ job satisfaction. This study aimed to find out the profile of Indonesian EFL teachers’ job satisfaction. A sample of 340 EFL secondary school teachers consisting of 272 females and 68 males, 299 teachers with the undergraduate degree and 41 teachers with the master’s degree, 34 teachers with 1-5 years of teaching, 60 teachers with 6-10 years of teaching, 53 teachers with 11-20 years of teaching, and 38 teachers with more than 21 years of teaching were involved in this study. The instrument utilized in this study was an adaptation of the instrument developed by Spector (1994) comprising pay, promotion, supervision, fringe benefits, contingent rewards, operating conditions, coworkers, nature of work, and communication and distributed to the teachers via google forms due to the pandemic situation. The data were then analyzed using the confirmatory factor analysis. The findings revealed that four factors emerged in the teacher job satisfaction model, that is, salary, supervision, service condition, and . colleagues. The item loading factors in this model ranged from 0.28 to 0.80 and the acceptable fit indices were χ2 = 88.82; df = 48; χ2/df = 1.49; TLI = 0.93, RMSEA = 0.05; SRMR = 0.04.

Leader bottom-line mentality and employee pro-self-unethical behavior: the moderating role of contingent rewards and punishments

Purpose This study aims to investigate the situational factors that intensify the impact of leader bottom-line mentality (BLM) on employee pro-self-unethical behavior. In particular, the moderating role of contingent rewards and punishments is evaluated under the lens of situational strength theory. Design/methodology/approach Data were collected from 218 full-time employees working in the USA in a time-lagged study and analyzed using SPSS Process Macro. Findings Statistical analysis reveal contingent rewards and punishments significantly moderate the positive relationship between BLM and pro-self-unethical behavior. Practical implications This paper highlights the need for more balanced reward systems that incorporate moral conduct into work performance. It also emphasizes the role of robust accountability and monitoring systems in minimizing employees’ unethical behavior. Originality/value To the best of the authors’ knowledge, this is the first study to investigate the moderating role of contingent rewards and punishments on the relationship between leader BLM and subordinate pro-self-unethical behavior. Moreover, it provides significant empirical support to situational strength theory.

조절초점과 잡크래프팅 : 상사의 자율성 지원과 조건적 보상 및 처벌행동의 조절효과를 중심으로

조절초점과 잡크래프팅 : 상사의 자율성 지원과 조건적 보상 및 처벌행동의 조절효과를 중심으로

The effect of transformation policies on healthcare providers’ satisfaction in primary healthcare centers: the case of Eastern Saudi Arabia

BackgroundThe Saudi Arabian Vision 2030 encompasses the Health Sector Transformation Program (HSTP), an initiative aimed at enhancing the accessibility, affordability, and quality of healthcare, with a strong emphasis on patient-centered care. To achieve this vision, the government has been providing training to Primary Healthcare (PHC) centers on patient-centered care, recognizing that spending quality time with patients is crucial for making informed clinical decisions. Therefore, it is essential to evaluate provider satisfaction with the quality of services they provide and assess the impact of organizational factors on care quality. This study represents the first comprehensive assessment of job satisfaction among PHC providers in the Eastern region of Saudi Arabia. It seeks to gauge job satisfaction among PHC providers and explore its associated impact on the quality of care they deliver.MethodsThis study employed a quantitative cross-sectional design. Data were collected using a modified version of the Job Satisfaction Survey (JSS), supplemented by three newly added dimensions. Additionally, questions addressing general characteristics were incorporated into the survey instrument. Data analysis involved calculating frequencies and percentages for univariate analysis, employing t-tests for comparisons between two groups, and utilizing ANOVA for comparisons among multiple groups (bivariate analysis).ResultsA total of 143 PHC providers took part in this study. Of these, 48% reported high satisfaction, while the rest were either dissatisfied or neutral. PHC providers were highly satisfied with supervision (17%, N=94). On the other hand, they were dissatisfied with contingent rewards (3%, N=15). There was a significant difference found between the intention to leave the job (yes, no) and job satisfaction scores (mean (SD)= 83.58 (16.174) vs. mean (SD)=101.64 (16.209),p-value < 0.001). There were also significant relationships between general characteristics and the dimensions such as co-workers, promotion, responsibility, nature of work, operating procedure, and communication (p-value< 0.05).ConclusionThe main findings of this study suggest that PHC providers working in PHC centers in the Eastern region were satisfied with their work, especially with supervision and patient care. However, the findings also revealed that there are many areas of the job of PHC providers that require planned reform, such as contingent reward and communication. Furthermore, intention to leave the job was significantly related to job satisfaction score and all the dimensions. The study findings will help policymakers and the Ministry of Health to develop an employee engagement and satisfaction program to track the PHC providers' levels of satisfaction.

Fostering employee creativity through creativity-contingent extrinsic and intrinsic rewards that emphasise creativity: A systematic review of creativity academic papers

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 degree of importance of the rewards perceived by the employee, both the extrinsic and intrinsic rewards were positively correlated with the behaviour of creativity behavior. Interestingly, the results showed that creativity-contingent intrinsic rewards have relatively stronger effects on employee creativity when compared to creativity-contingent extrinsic rewards.

Public Administration Leadership and Public Policies

This is a study of Portuguese central public administration addressing leadership typology, using the Full Range Leadership (FRL) model to better understand the leadership effectiveness process (Bass &amp;amp; Avolio, 1994). The study examines of the impact of training, professional experience, and organizational context on managers performance as well as predominant leadership styles. A total of 422 participants in the Portuguese state central public administration responded to this quantitate research.The results indicate that the perception of leadership style differs significantly between leaders and followers, as does the perception of evaluation. Regarding the organization where they work, significant differences were found in the perception of transformational leadership, contingent rewards, laissez-faire, recruitment, training, and evaluation. The association between leadership style and public policies is significant, and this relationship is moderated by whether the participant holds a managerial position. This study tells us what type of leadership is predominant in public administration and its association withpublic policies.

The slow emergence of gaze- and point-following: A longitudinal study of infants from 4 to 12 months.

Acquisition of visual attention-following skills, notably gaze- and point-following, contributes to infants' ability to share attention with caregivers, which in turn contributes to social learning and communication. However, the development of gaze- and point-following in the first 18 months remains controversial, in part because of different testing protocols and standards. To address this, we longitudinally tested N=43 low-risk, North American middle-class infants' tendency to follow gaze direction, pointing gestures, and gaze-and-point combinations. Infants were tested monthly from 4 to 12 months of age. To control motivational differences, infants were taught to expect contingent reward videos in the target locations. No-cue trials were included to estimate spontaneous target fixation rates. A comparison sample (N=23) was tested at 9 and 12 months to estimate practice effects. Results showed gradual increases in both gaze- and point-following starting around 7 months, and modest month-to-month individual stability from 8 to 12 months. However, attention-following did not exceed chance levels until after 6 months. Infants rarely followed cues to locations behind them, even at 12 months. Infants followed combined gaze-and-point cues more than gaze alone, and followed points at intermediate levels (not reliably different from the other cues). The comparison group's results showed that practice effects did not explain the age-related increase in attention-following. The results corroborate and extend previous findings that North American middle-class infants' attention-following in controlled laboratory settings increases slowly and incrementally between 6 and 12 months of age. RESEARCH HIGHLIGHTS: A longitudinal experimental study documented the emergence and developmental trajectories of North American middle-class infants' visual attention-following skills, including gaze-following, point-following, and gaze-and-point-following. A new paradigm controlled for factors including motivation, attentiveness, and visual-search baserates. Motor development was ruled out as a predictor or limiter of the emergence of attention-following. Infants did not follow attention reliably until after 6 months, and following increased slowly from 7 to 12 months. Infants' individual trajectories showed modest month-to-month stability from 8 to 12 months of age.

Mechanisms Underlying the Use of Power-Creativity Relationship in the Military: Achievement Motivation and Identification

ABSTRACT These two studies tested how supervisors’ use of coercive or reward power influences individuals’ creativity and examined whether subordinates’ need for achievement affects this process. Dyad data were collected from two studies at two time points. The studies indicated that supervisors’ use of coercive or reward power affected subordinates’ identification with supervisor and thereby enhanced subordinate creativity. Interestingly, these results suggest that the functional effects of using coercion are positive if punishments are contingent upon performance. The pattern of the results showed that fear of failure moderated the relationship between supervisors’ use of coercive power and subordinates’ identification with supervisor. Subordinates’ hope for success strengthened the positive effects of supervisors’ use of contingent rewards on subordinates’ identification with supervisor, while these positive effects would be attenuated if supervisors used noncontingent rewards. Theoretical and practical implications of the study findings are discussed.

Transactional Leadership Style and Job Satisfaction among Multimedia University Employees, Nairobi - Kenya

This study explores the transactional leadership styles and job satisfaction among the employees of the Multimedia University of Kenya (MMU) of Kenya. A descriptive survey research design was used. The study was guided by contingency leadership theory. Out of 386 employees of MMU, 197 supervised employees and 115 supervisor samples were drawn. This represented 83% of the total population was issued with a questionnaire. Purposive sampling was used to select the study location and the study population, while stratified random sampling was used to select the individual respondents. Two sets of structured questionnaires were used to collect data: the supervised employees’ questionnaire and the supervisors’ questionnaire. Data was analysed using Statistical Package for Social Scientists (SPSS) version 26.0. The study found that supervised staff felt that their supervisors sometimes practised transactional leadership through contingent reward and management by exception. This study recommends that leaders identify individual uniqueness, link the individuals’ current needs to the organisation’s needs, provide coaching, mentoring and growth opportunities, and implement a leadership that contains a mix of transactional and transformational leadership attributes. This will help design leadership development interventions for developing the capacity of managers to apply the leadership styles that are most likely to elicit employee job satisfaction and, therefore, contribute to its effectiveness.

The Effects of Principals’ Transformational Leadership on Teachers’ Self-Efficacy in Federal Government Educational Institutions in Karachi Region

Today's world sees leadership ideas used effectively in most organizations. The researcher wanted to investigate how school leaders' transformational methods affect teachers' self-efficacy sampled 160 secondary school teachers from Karachi's Federal Government Educational Institutions.Descriptive-correlational quantitative survey research. The Multifactor – Leadership Questionnaire by Bass and Avolio and the Teacher's Self-Efficacy Scale 1 (long form) by Megan Tschanmen-Moran and Mary Anita Woolfolk Hoy were adapted. SPSS was used for data analysis and treatment. A regression research found that all eleven institutional principle leadership styles affect teacher efforts with zero coefficients and further showed that two number variables had B-coefficient values of 0.06 (contingent reward) and 0.07 (effectiveness), with related probability not exactly at 0.05.Teachers' self-efficacy is anticipated to rise 0.06 and 0.07 points due to dependent awards and effectiveness. The study recommended that school principals maintain their leadership styles ranking and that more school advancements and reforms be enthusiastically recommended.

Unboxing the Complex between Job Satisfaction and Intangible Service Quality: A Perspective of Sustainability in the Hotel Industry

The quality of service is one of the key assumptions of a sustainable and profitable business in the hotel industry. On the other hand, employees as direct providers of hotel services have a direct impact on the perceived quality of service. Establishing a relationship between job satisfaction and perceived intangible service quality is of great importance for customer relationship management and sustainable competitive advantage. For the collection of primary data, questionnaires were distributed to two groups of respondents, namely hotel employees and guests. Thus, 456 paired questionnaires were obtained. The testing of defined hypotheses and relations between constructs and latent variables was completed using the PLS-SEM approach. The results of the study showed that all validated constructs, namely pay, promotion, supervision, fringe benefits, contingent rewards, coworkers, communication, and the nature of work, contribute positively to job satisfaction. A positive relationship between job satisfaction and intangible service quality constructs was confirmed for reliability, assurance, and responsiveness but not for empathy. The study confirmed that perceived intangible service quality can be influenced by increasing job satisfaction and that payment and communication can achieve the most significant influence.

Leadership styles and employees’ commitment toward the national digital payment strategy: Multilevel mediating role of job satisfaction

This study examined the effect of leadership styles on employees' organizational commitment towards the National Digital Payments Strategy (NDPS) and the mediating role of job satisfaction. A self-administered questionnaire was employed to obtain survey data from twelve microfinance institutions in Ethiopia. A simple random sampling technique was used to select 502 employees to participate in the survey. Covariance-based structural equation modelling was used to examine the study hypotheses. The data were analyzed using SPSS and AMOS. The result of the study showed that leadership style indicators such as transformational leadership qualities of leader (idealized influence, intellectual stimulation, individual consideration and inspirational motivation) and transactional leadership qualities of leader (contingent reward, management by exception-active) have positive and significant effect on employees' organizational commitment toward the NDPS. Furthermore, the findings showed that job satisfaction mediated the relationship between leadership style qualities of leader (inspirational motivation, idealized influence, intellectual stimulation, individual consideration, contingent reward and management by exception-active) and employees' organizational commitment toward the NDPS. The study offers valuable insights for managers, stakeholder and policymakers in understanding the effect of leadership style on employees' organizational commitment toward the NDPS.

Contingent reward versus punishment and compliance behavior: the mediating role of affective attitude and the moderating role of operational capabilities of artificial intelligence

Previous research has long focused on the positive effect of contingent reward on employees’ psychological states and outcomes. Recent studies show that contingent punishment can also positively impact employees’ outcomes. Whether contingent reward can improve employees’ compliance behavior more than punishment can, has not been adequately studied. Exploring this issue can help researchers understand contingent reward and punishment from the perspective of the relationship norms between leaders and employees. Drawing on the planned behavior theory and cognitive appraisal theory, we developed and tested a model specifying why and how contingent reward (relative to contingent punishment) increase employees’ compliance behavior. Using a scenario-based experiment across two-stage surveys of 309 participants, we found that contingent reward (relative to contingent punishment) could influence compliance behavior by increasing and decreasing distinct types of affective attitudes (i.e., self-esteem and anxiety). Moreover, the perceived operational capabilities of artificial intelligence (AI) moderated the effect of contingent reward on self-esteem and anxiety. High perceived operational capabilities of AI enhanced the positive effect of contingent reward (relative to contingent punishment) on self-esteem and its negative effect on anxiety as well. This research yields innovative insights for the improvement of compliance behavior.

Reversal learning in those with early psychosis features contingency-dependent changes in loss response and learning

ABSTRACT Introduction People with psychotic disorders commonly feature broad decision-making impairments that impact their functional outcomes. Specific associative/reinforcement learning problems have been demonstrated in persistent psychosis. But these phenotypes may differ in early psychosis, suggesting that aspects of cognition decline over time. Methods The present proof-of-concept study examined goal-directed action and reversal learning in controls and those with early psychosis. Results Equivalent performance was observed between groups during outcome-specific devaluation, and reversal learning at an 80:20 contingency (reward probability for high:low targets). But when the low target reward probability was increased (80:40) those with early psychosis altered their response to loss, whereas controls did not. Computational modelling confirmed that in early psychosis there was a change in punishment learning that increased the chance of staying with the same stimulus after a loss, multiple trials into the future. In early psychosis, the magnitude of this response was greatest in those with higher IQ and lower clinical severity scores. Conclusions We show preliminary evidence that those with early psychosis present with a phenotype that includes altered responding to loss and hyper-adaptability in response to outcome changes. This may reflect a compensatory response to overcome the milieu of corticostriatal changes associated with psychotic disorders.

Nurses’ Job Satisfaction and Intention to Leave Of 251 Air Force General Hospital

Introduction: Addressing nurse turnover is a challenge for both health service leaders and human resources researchers. Researchers continue to highlight the importance of job satisfaction in nurses’ turnover intention, which appears to be more important than other determinants such as age, night shift, and career advancement. Aim: The purpose of this research study was to investigate the job satisfaction of the nursing staff of the 251 Air Force General Hospital (251AGH) and their intention to leave the profession in the next five years. Material and Method: A cross-sectional study was conducted during the summer season of 2022 involving nurses and licensed practical nurses working in 251 GNA. Data were collected via structured anonymous questionnaire with closed-ended questions, consisting of three thematic sections: the first section included the Job Satisfaction Survey – JSS tool of the Professor of Psychology at the University of South Florida, United States of America, Paul Spector-, the second section presented questions about the healthcare professionals’ intention to leave their job and the organization and the third part demonstrated the demographic characteristics of the study sample. Results: The sample of our study consisted of 205 nurses and licensed practical nurses, of whom 63 (30%) were men and 142 (69%) were women. The participants reported dissatisfaction with salary, promotion, fringe benefits, contingent rewards, and working conditions. They felt ambivalent about partners, the nature of work and communication, but satisfied with the supervision. Finally, in terms of overall job satisfaction, they felt dissatisfied. Regarding the intention of leaving nursing profession, seems to be moderately to quite likely for the next five years. Conclusions: Job satisfaction as a whole and subsequently satisfaction with potential rewards and salary are significantly and negatively related to intention to leave AGH. Post-secondary graduates are less likely to drop out of nursing than college/university and postgraduate professionals. Finally, it was mentioned a strong positive correlation between age and years of service with their intention to leave their job.

Impact of transformational leadership on employee motivation and performance in supply chain management

The study aimed to investigate transformational leadership’s influences on employee performance and motivation in supply chain management (SCM). Considering the effectiveness of transformational leadership traits in motivating subordinates in every organization, the purpose of the current research was to criticize how transformational leadership facilitates motivating employees in supply chain workplaces. A mixed approach methodology based on qualitative-interpretive and quantitative-positivism research design was chosen to gather data from the participant’s group. A randomly selected sample of 12 top, middle and bottom-level managers from supply chain organisations was chosen as the participants for the qualitative open-ended in-depth interviews and the quantitative survey-based questionnaires. Interview findings were analysed using thematic analysis. On the other side, statistical analysis of the survey findings reported the impacts of transformational leadership on enhanced employee productivity, employee motivation, employee turnover and supply chain management business. The study found that all the transformational leadership characteristics are necessary to motivate alongside improving operational efficiency among the employees in a supply chain workplace. Overall results concluded that with their Intellectual simulation, Idealised Influence, Inspirational Motivation, Individualized consideration, Contingent Reward, and Expectation Management. transformational leaders and managers ensure employees are motivated to pursue agility and overall performance of supply chain management is improved via brand position in the market. In terms of practical implications, the study recommended that SCM organisations need optimized procurement and allocation of resources at different processes to leverage on impacts of transformational leadership.

Predictors of service integration by community based providers in New York State offering maternal and infant services

Perinatal maternal depression, interpersonal violence, (IPV) substance use and poor sexual health are critical public health concerns with significant negative impacts on child development. Despite widespread calls for service integration at the systems/organizational level and well-documented benefits to children and families, predictors to service integration are not well understood. Using cross-sectional data from 159 community-based providers (CBPs) who identify as community health workers (CHWs) or home visitors (HVs) in New York State, United States, our study aims to examine organizational and individual level predictors to service integration. Service integration in this study is defined as the screening, delivery and referral-making of two or more services over the course of six months. Services of interest in this study include mental health, IPV, sexual health, mental health, and substance abuse services. Descriptive statistics were performed to characterize our sample and show the distribution of service types. Multivariable logistic regression was used to identify salient organizational (job satisfaction: communication, contingent rewards, fringe benefits, operating conditions, and coworker; and training helpfulness) and individual characteristics (self-efficacy) that are associated with service integration, while controlling for demographic characteristics. Forty-four percent of participants (n = 70) integrated all four of the services: mental health, IPV, sexual health and mental health services. Training helpfulness (b = −2.48, p = 0.01), self-efficacy (b = 0.07, p < 0.01), and job satisfaction (b = −0.04, p = 0.01) were significantly associated with provision of integrated services. Specifically, elements of job satisfaction that were associated with integrated service provision included satisfaction with communication (b = −0.28, p < 0.01), coworkers (b = −0.29, p < 0.01), and pay (b = −015, p = 0.02). Findings elucidate areas for future investment for human services agency administrators and point to future areas of intervention that can bolster integrated service provision, thereby improve efficiency, cost effectiveness, and optimal maternal and child health care outcomes for at-risk populations.