Non-monetary Rewards Research Articles

Are Extrinsic Goals Detrimental to Public Service Motivation? A Panel Analysis Based in Taiwan

ABSTRACT The relationship between utilitarian incentives and public service motivation (PSM) has long been a core issue in public administration research. Scholars have accumulated ample evidence regarding how the pursuit of monetary rewards can affect PSM, but we know relatively little about the effect of various non-monetary rewards on PSM. The pursuit of utilitarian incentives, in goal content theory (GCT), is referred to as extrinsic goals. The present study identifies multiple extrinsic and intrinsic goals and tests whether pursuing extrinsic goals relative to intrinsic goals compromises PSM. Regression results based on panel data collected from Taiwanese public servants in 2018 and 2019 render support to this proposition.

Effectiveness of Non-Monetary rewards in Employee Motivation in Private Sector of Chennai

Effectiveness of Non-Monetary rewards in Employee Motivation in Private Sector of Chennai

Evidence for the Beneficial Effect of Reward on Working Memory: A Meta-Analytic Study.

Rewards act as external motivators and can improve performance in various cognitive tasks. However, previous research demonstrated mixed findings regarding the effect of reward on working memory (WM) performance, and the question of whether reward enhances WM performance is arguable. It remains unclear how the effect of reward on WM can be influenced by various factors, such as types of reward and experimental paradigms. In this meta-analytic study, we systematically investigated the effect of reward on WM by analyzing data from 51 eligible studies involving a total of 1767 participants. Our results showed that reward robustly enhanced WM performance, with non-monetary rewards inducing more benefits than monetary rewards. This may be because, while both types of reward could induce extrinsic motivation, non-monetary rewards enhanced intrinsic motivation while monetary rewards reduced it. Notably, all three reward methods-reward binding, reward expectation, and subliminal reward-effectively improved WM performance, with the reward binding paradigm exhibiting the greatest effects. This finding suggests that the reward effect can be attributed to both increasing the total amount of WM resources and improving the flexibility of resource reallocation. Moreover, the type of WM, the experimental paradigms, and the outcome measures are three moderators that should be jointly considered when assessing the reward effects on WM. Overall, this meta-analytic study provides solid evidence that reward improves WM performance and reveals possible mechanisms underlying these improvements.

Are female directors more employee-friendly? Board gender diversity and employee benefits: evidence from China.

The imperative of gender diversity in corporate governance and the adoption of a human-centric governance paradigm are intensifying globally. The structure of board directors, key influencers to corporate decisions, notably shape policies, crucially in emerging markets like China where gender issues are still evolving. Therefore, employing a penal dataset comprising 8,973 firm-year observations from publicly A-share-listed Chinese firms spanning 2006 to 2021, this study empirically examines the impact of board gender diversity on the responsiveness to both employee monetary incentives and non-monetary rewards. The findings unveil a positive correlation, indicating an augmentation in per-employee compensation and an increased likelihood of implementing non-monetary programs, including stock-ownership plans, retirement benefits, and occupational safety certification, in the presence of higher board gender diversity. Notably, these positive associations are more accentuated in state-owned firms, as well as those with lower executive compensation and diminished institutional ownership. Our results remain consistent after considering robustness as well as endogeneity. This empirical evidence not only contributes robust statistical support to the ongoing global initiatives advocating for gender diversity in corporate governance but also underscores the efficacy of boards of directors in effectively managing stakeholder interests, particularly in fostering employee-friendly practices within emerging markets like China.

Talent Management Program in a State University and College (SUC)

The study intends to find out the existing Talent management program and practices of SUC and determine the extent of implementation of Talent management. The researcher used simple random sampling results of about 142 employee-respondents and it was held in Samar State University. A descriptive-evaluative survey design was used to assess the talent management practices and strategies presently implemented within the locale of the study. Talent management practices of the SUC resulted from the majority of various ‘yeses’ in the form of frequency. Employee engagement practices, suggestion boxes, and training Needs Survey resulted in 138 (95.50) and 114 (80%) yeses from the employee-respondents. It was emphasized that work ethic 121 (85%) and job expertise 121 (85%) are the major characteristics that define talent. It was also suggested that strategies of SUC must provide training and development (87.50%), rewards, and bonuses (77.50%). The study also found out that informal succession planning is exercised with a rating of 80% or 114, thus formal succession management of talents must be implemented. SUC Support in pursuing a doctorate of employees has a compelling score of 110 (77.50%). The majority of employee respondents choose incentives (128 (90%) as monetary and training and development opportunities, and 103 (72.50%) as non-monetary rewards as part of their reward and recognition. The extent of implementation of talent management strategies, and process improvement results to ‘significantly implemented’ except for one ‘company process help work improvement was only ‘moderately implemented’. In management improvement, all resulted in ‘significantly implemented’ same as to work environment improvement. The Researcher suggests that these talent management strategies must be fully implemented as an anchorage for the success of talent retention and the satisfaction of employees within SUC.

Monetary and Non-Monetary Rewards for Employees Motivation in Tanzania Public Sector: The Management Perspectives

The study on monetary and non-monetary rewards for employees’ motivation in Tanzania public sector was done in Kakonko district council. A case study research design, mixed research approaches were used and eighty employees participated. Both qualitative and quantitative data was collected. Close ended- questionnaire, documentary review and documentary review guide were used to collect data. Quantitative data was analyzed by using descriptive statistics, Spearman’s correlation and regression methods while qualitative data was analyzed by using contents analysis method. The study reveals that paid leave, merit pay and salary increments were among monetary rewards provided to employees. It was also revealed from the study that promotion, appreciation, training and development were non-monetary rewards provided to employees. It was also revealed from the study that salary increment and merit pay had positive and significant effects on employees’ motivation while paid leave had negative and significant effect on employees’ motivation. Also, appreciation and promotion had positive and significant effect on employees’ motivation. It was also revealed from the study that training and development had no significant effect on employee’s motivation. Conclusively, there is no significant difference in motivational effects between monetary and non-monetary rewards among employees and it is therefore recommended that the integration between monetary and non-monetary to be emphasized and provided equally to employees.

The Impact of Extrinsic and Intrinsic Rewards on Employee Satisfaction: Towards a Reward Management Plan

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 employee satisfaction. Based on the conclusions derived in this study, the following are the recommendations: (1) Offer flexible work arrangements, considering the significant number of female employees balancing work and family responsibilities. (2) Implement diverse recognition programs alongside cash rewards, including employee of the month awards, team-based incentives, and non-monetary rewards like extra time off or professional development opportunities. (3) Maintain consistency and transparency in reward systems across all employees, irrespective of demographic variables. (4) Foster a culture of appreciation by celebrating achievements, milestones, and performance -based incentives. (5) Address gender gaps in job satisfaction through gender-sensitive policies, support resources, diversity promotion, regular monitoring, training, and leadership commitment to gender equality. (6) Align reward systems with organizational objectives and values, acknowledging individual preferences and career goals. (7) Adopt the proposed Rewards Management Plan to integrate both hygiene and motivator factors, optimizing intrinsic and extrinsic rewards for enhanced employee satisfaction.

Toward a Sustainable World: Affective Factors Explain How Emotional Salary Influences Different Performance Indicators

The concept of emotional salary refers to the non-monetary rewards granted to workers, focusing on improving interpersonal relationships, strengthening productivity, and enhancing the competitiveness of organizations. The topic of emotional salary is still recent and lacks empirical studies demonstrating its beneficial effects for both workers (e.g., job satisfaction) and organizations (e.g., performance). Therefore, to expand knowledge about the benefits of emotional salary, the present study used the self-determination theory to hypothesize that motivation and satisfaction would serve as affective mechanisms linking emotional salary to workers’ performance. Through a non-experimental correlational study, an online questionnaire was administered to 215 workers from various organizations. The results showed that emotional salary influenced performance (task, contextual, and adaptive) by increasing motivation and job satisfaction. The results also indicated evidence of a serial mediation path between emotional salary, motivation, satisfaction, and then performance. From a management perspective, considering emotional salary as an organizational resource capable of motivating and satisfying workers is a starting point for acknowledging the practical and theoretical importance of this concept, as well as a strategy to contribute to organizational sustainability.

Organisational reward system as a tool in enhancing employee performance: a study of some selected public higher education institutions in Enugu State

One of the strategies that many organisations have used to enhance their employees' morale, thereby increasing productvity is applying rewards. The most common rewards are monetary and non-monetary rewards. This study, therefore, sort to examine the effect of reward system on employee performance in selected public higher education institutions in Enugu state, Nigeria. The study adopted the descriptive research design and survey method of data collection. The target population of the study was the staff of Enugu State College of Education (Technical), Institute of Management and Technology, and Enugu State University of Science and Technology.The instrument for data collection was a structured questionnaire administered to 384 respondents. Descriptive and inferential statistics were conducted using frequencies and Linear Regression respectively. The result indicates that monetarty incentives (fringe benefits, promotions, salary, and pension scheme) and non-monetary incentives (training and development opportunities, employee recognition, good working conditions and flexibility of working hours) have significant effect on employees’ performance in the Nigerian public higher education institutions. The study, therefore, recommends that management of these institutions should improve on the provision of both monetary and non-monetary incentives because if well planned and implemented as organizational culture would have long-term positive effects on the performance of the employees

Determinants of job continuity among older workers: a mixed-methods research in Japan.

This study aims to determine the factors that encourage older workers to continue working. This study had an exploratory sequential design using a mixed-methods approach, including interviews and questionnaire surveys. In the interview survey, we targeted 30 workers aged between 60-65 across three manufacturing companies. After using the results of the content analysis in the interviews, we conducted an online questionnaire survey with 1,500 workers aged between 60-89 across the country. We analyzed whether the 15 factors were related to intention to continue working using logistic regression analysis. We identified factors affecting job continuity from three perspectives: individual, company, and life. We determined several factors: health condition, job performance, self-esteem, conservatism, employment system, workload, medical insurance and welfare programs, monetary and non-monetary rewards, relationships, attachment to the organization, distance between living and work, social support, economic situation, and employment policy. In the questionnaire survey, some factors had no relationship with job continuity, including conservatism, employment systems, monetary rewards, and the distance between living and work. Employers and policymakers can use the findings to consider appropriate ways of supporting older workers.

Why Citizens Engage in Co-Production: A Theoretical Framework and Experimental Evidence

Co-production has been embraced as a robust strategy to improve service quality and create public value. Despite growing interest in citizens’ motivations to engage in co-production, there remain some major gaps in the literature. This study proposes a theoretical framework of factors that influence co-production and offers experimental evidence as to the effects of those factors from an online survey experiment with a sample of 1,297 Koreans. The findings show that public service motivation, driven by normative motivations, is associated with greater willingness to co-produce. We find little effect of monetary or non-monetary rewards, input legitimacy, or individual characteristics such as education or income. The findings suggest that to cultivate successful co-production, governments must depart from the traditional short-term approaches to citizen engagement based on instrumental motivations and instead promote normative motivations to develop public support for co-production over the long term.

Blood's Hidden Price Tag: A Comprehensive Analysis of Transfusion Economics and the Inherent Valuation Challenges with Blood

Introduction: In the juxtaposition of a bustling hospital and a serene blood donation center, the duality of blood is unveiled. For the donor, it may symbolize an act of selfless giving, a priceless offering freely bestowed. For the patient in dire need, it assumes the status of a vital life force, with a value transcending conventional calculation akin to the rarest of treasures. This dichotomy, where blood stands at the crossroads of human generosity and life's essential currency, opens a pathway for an intricate and profound investigation into both the economic and philosophical appraisals of this indispensable resource. Blood is an essential life-sustaining resource transcending conventional commodity status. Donated voluntarily, its valuation cannot merely adhere to supply and demand principles but must align with ethical and social considerations. The notion of compensation for blood donation harbors inherent contradictions and forms an ongoing international debate. In some jurisdictions, monetary incentives for blood donations are strictly prohibited and illegal, such as Brazil and Australia. In others, like the United States (with the exception of California) payment for blood is not illegal, however many hospitals chose not to use paid donor's blood due to safety concerns. Major regulatory bodies like The World Health Organization (WHO) and the Food and Drug Administration (FDA) firmly discourage payment for blood donations. This study dissects the multifaceted financial dimensions of blood transfusions, establishing the groundwork for assessing a potential compensation program for blood donors and delineating the numerous stakeholders whose interests intertwine with the precise monetary valuation of blood. Methods: We undertook a meticulous analysis of publicly available financial expenditures associated with blood transfusion, drawing from data provided by insurance entities, hospitals, blood banks, and donation programs. Through a visually illustrative chart and graph, we mapped out the complexities inherent in the financial breakdown. We delineated the many variables, and further researched into current compensation or incentives provided by blood drives, investigating how these align with our complex financial findings. Results: Our granular financial analysis revealed that costs were allocated across collection fees (7.1%), processing (14.3%), testing (21.4%), storage (10.7%), distribution (14.3%), and transfusion (32.2%). A notable disparity emerged between urban and rural costs, with the latter displaying up to 20% lower expenses. Insurance claim markups ranged from 25% to 50%. On a philosophical level, tensions between blood commodification and social good perspectives surfaced. We found that most U.S. blood drives abstained from financial incentives, instead offering non-monetary rewards. The variability in cost and ethical considerations were surmised to contribute to this trend. Conclusions: Our research underscores the rationale behind WHO and FDA advisements against compensation for blood donation, citing safety, ethics, and complexity. As our visual tools exhibit, blood transfusions are financially multifaceted, interweaving variables like market demands, transportation, storage, and hospital fees. The entanglement of financial complexity with profound ethical and social dilemmas creates an unparalleled challenge in attributing a precise monetary value to blood. Such an endeavor would necessitate an unprecedented level of accuracy to preclude potential exploitation by stakeholders. The observed variability in transfusion costs alone substantiates the near-impossibility of monetizing blood, reaffirming the necessity for ongoing dialogue and exploration if we are to ever truly reveal blood's hidden price tag.

Fringe Benefits in Tax Law: Matching Principle and Tax Justice Perspective

This study addresses a significant issue within Indonesia's income tax policy, focusing on the taxation of fringe benefits and non-monetary compensations. Fringe benefits, being non-monetary rewards granted to employees, have gained prominence in various sectors' remuneration structures. The evolving landscape of in-kind taxation, encompassing natural elements, prompts inquiries into the determinants of tax imposition choices and their equity ramifications. The study aims to explore the income tax perspective on fringe benefits and non-monetary gains, emphasizing the applicability of the matching principle and its implications for equitable taxation. Despite the rising importance of fringe benefits, scholarly discourse on the alignment of conformity principles with in-kind taxes remains sparse. Therefore, this study offers a fresh contribution in comprehending this matter. Employing both a policy analysis and taxation approach, the study draws data from literature, tax statutes, and the latest economic reports. The findings underscore the significance of integrating the conformity principle in the taxation of fringe benefits and non-monetary rewards. This integration can augment the efficiency and transparency of state financial management, curbing detrimental tax avoidance practices that undercut state revenue. In summary, this study validates that adopting the conformity principle in taxing fringe benefits and non-monetary gains holds the potential to bolster state revenue and enhance fiscal management efficiency. The research's implications can guide policy makers in refining the national tax framework and fostering equitable taxation in Indonesia.

Can rank-based non-monetary rewards improve student attendance? Experimental evidence from India

Student absenteeism is an important concern for many academic institutions around the world. We test whether a rank-based attendance game, incentivized by non-monetary rewards, improves attendance at a soft skills training school in India. We randomly assigned 3784 students, studying in 216 classrooms to control and treatment groups. On average, we find a positive but statistically insignificant effect of the treatment on attendance rates. However, we find the intervention increases attendance for students in the middle and lower end of the attendance distribution by 3.8–6.5 percentage points, depending on their ranking in the distribution and the number of students they compete with. Our heterogeneity analysis suggests that such an intervention may be more effective for students of school-going age, particularly boys and low-ability students.

Hyperthymic temperament predicts neural responsiveness for nonmonetary reward.

Hyperthymic temperament is a cheerful action orientation that is suggested to have a protective effect on depressive symptoms. We recently reported that hyperthymic temperament can positively predict activation of reward-related brain areas in anticipation of monetary rewards, which could serve as a biomarker of hyperthymic temperament. However, the relationship between hyperthymic temperament and neural responsiveness to nonmonetary rewards (i.e., feedback indicating success in a task) remains unclear. Healthy participants performed a modified monetary incentive delay task inside a functional magnetic resonance imaging scanner. To examine the effect of nonmonetary positive feedback, the participants performed feedback and no-feedback trials. We explored brain regions whose neural responsiveness to nonmonetary rewards was predicted by hyperthymic temperament. There was premotor area activation in anticipation of a nonmonetary reward, which was negatively predicted by hyperthymic temperament. Moreover, brain areas located mainly in the primary somatosensory area and somatosensory association area were activated by performance feedback, which was positively predicted by hyperthymic temperament. We found that hyperthymic temperament is related to neural responsiveness to both monetary and nonmonetary rewards. This may be related to the process of affective regulation in the somatosensory area.

Nonmonetary Reward Systems, Counterproductive Behavior, and Responses to Sanctions in Open Collaboration Environments

Nonmonetary reward systems that recognize high-quality contributions are a common feature of online communities. A growing body of work demonstrates positive links between nonmonetary rewards and increases in voluntary contributions, but negative externalities that may arise with these systems have received little attention. Concomitant performance pressures could incite counterproductive behaviors, and whether counterproductive behavior would be at the expense of productive contributions is unclear. Using proprietary data of members’ suspensions for counterproductive behavior in the online community, Stack Overflow, which enlists a nonmonetary reward system to sustain voluntary contributions, this study examines site members’ weekly movements through the system and their corresponding behaviors. I find being near a milestone reward threshold is associated with an increased likelihood of suspension for counterproductive behavior. However, members also increase productive contributions near the time of their suspensions, which may help offset their counterproductive behaviors. By contrast, formal suspensions for counterproductive behavior are associated with a reduction in post-suspension contributions. Jointly, these findings support the use of nonmonetary rewards systems to sustain voluntary contributions in online communities but offer a note of caution regarding the unintended consequences of enforcement. Funding: The author thanks the Stephen M. Ross School of Business for financial and institutional support. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2020.14548 .

Non-monetary Benefits Have the Potential to Foster Performance among Staff Members

The responsibility of management in any organization is to utilize all its resources effectively and efficiently to accomplish its envisioned goals. Like any other resources, human resources are crucial to any firm because they exhibit specialized expertise, talents, and skills that spur productivity, innovation, and expansion. They are the primary reservoir of innovation, adaptability, and resolving issues making them more important than any other resource in achieving organizational success. The success of a firm is directly impacted by the performance of its employees, who have an impact on quality, productivity, client satisfaction, and overall company achievements. Rewards or bonuses can encourage employees to elevate their performance, which can boost productivity and result. The HR department of the organization makes significant decisions regarding employee motivation through incentives to ensure uniformity in employee performance. This study looked at the effects of non-monetary rewards on employee performance.

Role of Non-Financial Benefits in Motivating Employees in an Organisation: A Quantitative Investigation

This study aims to explain and understand the role of several non-financial benefits that help towards motivating employees in a company or organisations. During the findings of the study, it made us realise that motivational factors were also, different from organisations to organisations, class to class of workers like high level and low level employees. The present research, work is going, to be a good contributor to the issues faced by an employee and this paper will provide a solution at their jobs. Although, the financial rewards are very important because during the recent few years the inflation rate went so high, that employees also find difficulties to attain their social status despite such situations non-financial benefits cannot even be discriminated. Non-financial benefits also make an immediate impact because; they are also considered a better alternative for retention. Non-financial benefits will let us know how; it helps to build a relationship among the employees and organisation, which employees are not given at other companies. Offering the employees with non-monetary rewards that aren’t financial is also a cost-effective way for engaging with the teams and encouraging employees to work efficiently. Utilising non-financial rewards will also reach and reward all of the employees.

Nonmonetary rewards of referral reward programs and recommendation intention: The role of reward–product congruity

Referral reward programs (RRPs) are a cost-effective means for companies to acquire new customers, and they have therefore been adopted by diverse businesses. This research investigates how the reward–product congruity of nonmonetary rewards influences consumers' recommendation intention in online RRPs. Specifically, drawing on the theories of congruity fit and schema congruity, we propose that nonmonetary rewards with moderate congruity trigger consumers' recommendation intention in RRPs more than those with high and low congruity. Moreover, this inverted U-shaped relationship is moderated by factors that influence the individual cognitive state (i.e., need for cognition and utilitarian versus hedonic products). An experiment with a 3 (reward–product congruity: high/moderate/low) × 2 (product type: utilitarian app/hedonic app) mixed factorial design was conducted to test our hypotheses. The results largely support our propositions. First, we find an inverted U-shaped relationship between reward–product congruity and recommendation intention and a mediated effect of reward attractiveness. Furthermore, need for cognition moderates the effects of reward–product congruity on recommendation intention, and there is a three-way interaction effect among product type, need for cognition, and reward–product congruity. We also discuss the important theoretical and practical implications of our findings.

Implementing a group-based multi-component early child development intervention through the government health system in rural Bangladesh: A feasibility study.

Children in low- and middle-income countries face an increased risk of impaired cognitive development due to contaminated environments, poor nutrition, and inadequate responsive stimulation from caregivers. Implementing multi-component, community-level interventions may reduce these risks; however, there is little evidence supporting implementation of these interventions at scale. We assessed the feasibility of implementing a group-based intervention that included responsive stimulation, maternal and child nutrition, water and sanitation, and childhood lead exposure prevention through the government health system in Chatmohar, Bangladesh. After implementation, we conducted 17 in-depth interviews with frontline health service providers and 12 key informant interviews with their supervisors and managers to explore the facilitators and difficulties implementing such a complex programme within the health system. Factors facilitating implementation included: high quality training and skill level of providers, support from community members, family, and supervisors, positive relationships between providers and participants, and provision of children's toys and books free of cost. Difficulties included increased workload of the providers, complicated group-based yet stage-specific delivery where providers had to manage a large group of mother-child dyads representing many different child age-groups at once, and logistics difficulties in providing toys and books through a centralised health system process. Key informants made suggestions to ensure effective government-level scale-up including engaging relevant NGOs as partners, identifying feasible ways to make toys available, and offering providers meaningful even if non-monetary rewards. These findings can be used to shape the design and delivery of multi-component child development interventions to be delivered through the health system.