Extrinsic reward: Difference between revisions
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Rewards in general can consist of every benefit provided by an employer to their employee in return for their work <ref>Amal Jishnu & Hareendrakumar 2021, p.108</ref>. The term '''extrinsic reward''' describes a certain type of rewards, which are tangible and visible <ref>Amal Jishnu & Hareendrakumar 2021, p.109</ref>. They can for example consist of pay, trainings, job security or the opportunity to be promoted <ref>Eneh et al 2022, p. 3</ref>. As they are separate from the work itself, these certain types of rewards are called extrinsic <ref>Amal Jishnu & Hareendrakumar 2021, p. 109</ref>. | Rewards in general can consist of every benefit provided by an employer to their employee in return for their work <ref>Amal Jishnu & Hareendrakumar 2021, p.108</ref>. The term '''extrinsic reward''' describes a certain type of rewards, which are tangible and visible <ref>Amal Jishnu & Hareendrakumar 2021, p.109</ref>. They can for example consist of pay, trainings, job security or the opportunity to be promoted <ref>Eneh et al 2022, p. 3</ref>. As they are separate from the work itself, these certain types of rewards are called extrinsic <ref>Amal Jishnu & Hareendrakumar 2021, p. 109</ref>. | ||
'''Extrinsic rewards''' are especially important for employees, as they are necessary for satisfying their main physical needs and thus form the basis for their existence on personal, family and social level <ref>Amal Jishnu & Hareendrakumar 2021, p. 109</ref>. They can be useful tool for attracting potential employees as well as retaining current staff <ref>Armstrong 2007, p. 131</ref>. | '''Extrinsic rewards''' are especially important for employees, as they are necessary for satisfying their main physical needs and thus form the basis for their existence on personal, family and social level <ref>Amal Jishnu & Hareendrakumar 2021, p. 109</ref>. They can be a useful tool for attracting potential employees as well as retaining current staff <ref>Armstrong 2007, p. 131</ref>. | ||
==Money’s reward functions== | ==Money’s reward functions== | ||
As mentioned above, money is one type of extrinsic rewards and it can possibly serve different purposes <ref>Armstrong 2007, p. 127</ref>: | As mentioned above, money is one type of extrinsic rewards and it can possibly serve different purposes <ref>Armstrong 2007, p. 127</ref>: | ||
* It can be a general goal for employees to work towards | * It can be a general goal for employees to work towards | ||
* It can be used as a lever creating valued results | * It can be used as a lever for creating valued results | ||
* It can show employees that they are valuable for the organization | * It can show employees that they are valuable for the organization | ||
* Receiving money is linked to valued benefits, which leads to it gaining a reward value itself | * Receiving money is linked to valued benefits, which leads to it gaining a reward value itself | ||
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==Problems of extrinsic rewards== | ==Problems of extrinsic rewards== | ||
An increasing number of studies has shown that the use of external rewards may be helpful in the short term but can actually reduce an employee’s intrinsic motivation. That is, if a person is already motivated to perform a task, adding extrinsic rewards might crowd out the employee’s | An increasing number of studies has shown that the use of external rewards may be helpful in the short term but can actually reduce an employee’s intrinsic motivation in the longer term. That is, if a person is already motivated to perform a task, adding extrinsic rewards might crowd out the employee’s previous motives and even lead to decreased effort. However, extrinsic rewards can also foster intrinsic motivation, if used correctly. The introduction would be most effectively, if the reward strengthens the aspects that intrinsically motivate a person <ref>Kinley & Ben-Hur 2015, p. 63</ref>. Additionally, a combination of both extrinsic and intrinsic rewards might be recommendable, as intrinsic rewards possibly have a more sustainable impact on employees' motivation <ref>Armstrong 2007, p. 131</ref>. | ||
==Footnotes== | ==Footnotes== | ||
Revision as of 15:50, 31 October 2022
Rewards in general can consist of every benefit provided by an employer to their employee in return for their work [1]. The term extrinsic reward describes a certain type of rewards, which are tangible and visible [2]. They can for example consist of pay, trainings, job security or the opportunity to be promoted [3]. As they are separate from the work itself, these certain types of rewards are called extrinsic [4].
Extrinsic rewards are especially important for employees, as they are necessary for satisfying their main physical needs and thus form the basis for their existence on personal, family and social level [5]. They can be a useful tool for attracting potential employees as well as retaining current staff [6].
Money’s reward functions
As mentioned above, money is one type of extrinsic rewards and it can possibly serve different purposes [7]:
- It can be a general goal for employees to work towards
- It can be used as a lever for creating valued results
- It can show employees that they are valuable for the organization
- Receiving money is linked to valued benefits, which leads to it gaining a reward value itself
Link to motivation theory
In the well known motivation-hygiene theory by Herzberg et al, a distinction is made between two types of motivation [8]:
- Intrinsic motivation, which is created through the task itself
- Extrinsic motivation, which is created by things done to or for the employee
Parallel to this, extrinsic rewards such as pay or promotion are distinguished from intrinsic rewards, which refer to rather qualitative benefits, which contain aspects like sense of achievement, recognition or the opportunity to take part in decisions [9]. According to Herzberg, these intrinsic rewards can also be called satisfiers or motivators. Extrinsic rewards on the other hand can be seen as dissatisfaction avoidance or hygiene factors. As stated in the motivation-hygiene theory, those extrinsic factors cannot lead to satisfaction, but create dissatisfaction if not aligned with employees’ needs and wishes. However, more current research has come to different results, which are described in the following paragraph [10].
Effects of extrinsic rewards
Current studies have shown that the use of extrinsic rewards can have different effects [11]:
- Extrinsic rewards are significantly linked to employees’ job performance
- There is a significant relationship between extrinsic rewards and job satisfaction
- The structure of an organization’s reward system mediates the connection between extrinsic rewards and both job performance and job satisfaction
Still, the use of extrinsic rewards can also cause some problems for organizations, as described below.
Problems of extrinsic rewards
An increasing number of studies has shown that the use of external rewards may be helpful in the short term but can actually reduce an employee’s intrinsic motivation in the longer term. That is, if a person is already motivated to perform a task, adding extrinsic rewards might crowd out the employee’s previous motives and even lead to decreased effort. However, extrinsic rewards can also foster intrinsic motivation, if used correctly. The introduction would be most effectively, if the reward strengthens the aspects that intrinsically motivate a person [12]. Additionally, a combination of both extrinsic and intrinsic rewards might be recommendable, as intrinsic rewards possibly have a more sustainable impact on employees' motivation [13].
Footnotes
- ↑ Amal Jishnu & Hareendrakumar 2021, p.108
- ↑ Amal Jishnu & Hareendrakumar 2021, p.109
- ↑ Eneh et al 2022, p. 3
- ↑ Amal Jishnu & Hareendrakumar 2021, p. 109
- ↑ Amal Jishnu & Hareendrakumar 2021, p. 109
- ↑ Armstrong 2007, p. 131
- ↑ Armstrong 2007, p. 127
- ↑ Armstrong 2007, p. 121
- ↑ Amal Jishnu & Hareendrakumar 2021, p. 109
- ↑ Armstrong 2007, p. 124
- ↑ Riasat, Aslam & Nisar 2016, pp. 7-8
- ↑ Kinley & Ben-Hur 2015, p. 63
- ↑ Armstrong 2007, p. 131
References
- Eneh, S. I., Augustine, E. A., Anyadighibe, J. A., Okongo, J. N., Enouh, R. O. & Pepple, J. G. (2022). Extrinsic Reward and Employee Performance in Cement Manufacturing Firms in South-South, Nigeria. “Journal of Management Information and Decision Sciences”, 25(4), 1-16.
- Poch, R. & Brett, A. S. Martin (2015). Effects of Intrinsic and Extrinsic Motivation on User-Generated Content. “Journal of Strategic Marketing”, 23(4), 305-317.
- Riasat, F., Aslam, S. & Nisar, Q. A. (2016). Do intrinsic and extrinsic rewards influence the job satisfaction and job performance? Mediating role of reward system. “Journal of Management Info”, 3(3), 6-11.
Author: Leonie Pöter
