The Effects of Task Content and Reward Contingency Upon Task Performance and Satisfaction1

A laboratory study examined the effects of task design and reward contingency upon task performance and satisfaction and upon behavioral and attributional measures of intrinsic and extrinsic motivation. Intrinsic and extrinsic motivation were defined by the task content-task consequence distinction. Both the task design and reward contingency factors were found to yield significant multivariate F ratios, but their interaction was not significant. Subjects in the contingent pay condition had higher performance quantity than those in the noncontingent condition. Subjects in the enriched task condition produced higher quality units than those in the nonenriched condition. Both contingent pay and enriched task conditons yielded higher task satisfaction and increased attributions of performance to intrinsic factors. Results were discussed in terms of cognitive evaluation theory and the distinction between intrinsic and extrinsic motivation.     

Incremental effects of reward on creativity

The authors examined 2 ways reward might increase creativity. First, reward contingent on creativity might increase extrinsic motivation. Studies 1 and 2 found that repeatedly giving preadolescent students reward for creative performance in 1 task increased their creativity in subsequent tasks. Study 3 reported that reward promised for creativity increased college students' creative task performance. Second, expected reward for high performance might increase creativity by enhancing perceived self-determination and, therefore, intrinsic task interest. Study 4 found that employees' intrinsic job interest mediated a positive relationship between expected reward for high performance and creative suggestions offered at work. Study 5 found that employees' perceived self-determination mediated a positive relationship between expected reward for high performance and the creativity of anonymous suggestions for helping the organization.     

Intrinsic and extrinsic work orientations as moderators of the effect of annual income on subjective well-being: a longitudinal study

Income is only weakly associated with both subjective well-being (SWB) and job satisfaction in the United States, a surprising finding in light of the importance placed on financial status in capitalistic societies. To explore this further, the authors examined intrinsic and extrinsic work orientations as potential moderators of the effects of financial compensation on SWB and job satisfaction. Master's of business administration students (N = 124) completed measures of work orientation and, 4 to 9 years later, reported their current salary, SWB, and job satisfaction. As predicted, individuals high in extrinsic orientation experienced higher SWB and job satisfaction to the degree that they earned more money, whereas those high in intrinsic orientation were lower on SWB at higher income levels. These findings are discussed in terms of the Values as Moderators Perspective of SWB and Cognitive Evaluation Theory.     

EFFECTS OF HIGHER ORDER NEED STRENGTH ON THE JOB PERFORMANCE–JOB SATISFACTION RELATIONSHIP

This study examines the moderating effects of employee higher order need strength (HONS) on the relationship between job performance and job satisfaction. Data were collected from a sample of 123 non-supervisory employees in a large retail-drug organization in the Midwest. Moderated regression and subgroup analyses were performed on the data, and the results provide support for the moderating role of HONS. Specifically, job performance is positively related to intrinsic as well as extrinsic sources of job satisfaction for strong HONS individuals while no such relation is found for individuals with weak HONS. Implications for work motivation and task design are discussed.     

On the relations among work value orientations,psychological need satisfaction and job outcomes: A self‐determination theory approach

Using self‐determination theory, two studies found that holding an extrinsic, relative to an intrinsic, work value orientation was associated with less positive outcomes (i.e. less satisfaction with, dedication to and vitality while on the job) and more negative outcomes (i.e. higher emotional exhaustion, short‐lived satisfaction after successful goal‐attainment, and turn‐over intention). These relations were not limited to job outcomes, but also emerged using indicators of employees' general mental health. Moreover, income level did not moderate these relations. Study 2 found that holding an extrinsic, relative to an intrinsic, work value orientation was detrimental to employees' job outcomes because these orientations thwarted the satisfaction of the basic psychological needs for autonomy, competence and relatedness at work.     

Employee and Supervisor Ratings of Motivation: Main Effects and Discrepancies Associated with Job Satisfaction and Adjustment in a Factory Setting1

Research and theory on employee job satisfaction and well-being has increasingly concentrated on both intrinsic and extrinsic motivational factors. According to self-determination theory (Deci & Ryan, 1985). autonomy, relatedness, and competence are three intrinsic psychological needs that, if fulfilled in the workplace, will lead to greater satisfaction, performance, and general well-being. This study examines employee and supervisor perceptions of the employee's autonomy, competence, and relatedness in the workplace, as well as the degree and direction of discrepancies between employee and supervisor reports. Both employee and supervisor ratings of intrinsic motivational factors were significantly related to work satisfaction, psychological health, and self-esteem, after controlling for the extrinsic factors of pay and job status. Results of discrepancy analyses were somewhat supportive of overrating being associated with greater well-being and job satisfaction. Discussion of the results ties this study to relevant research from a self-determination perspective and to the growing literature on discrepancies and self-perception.     

内部动机、外部动机与创造力的关系研究

本研究以277名文科三、四年级的大学生为被试,综合考察在故事、连线和命名任务下,内部动机,外部动机对创造力表现的影响。多变量方差分析发现,对于三个测验的共同部分,内部动机和外部动机的主效应均显著,但交互作用不显著。分别对每个任务进行方差分析发现,对于连线任务而言,内部动机和外部动机的主效应均显著;对于命名任务而言,外部动机的主效应显著,内部动机的主效应不显著;对于故事任务而言,内部动机和外部动机的主效应不显著。内部动机与外部动机之间在三个任务中均不存在显著的交互作用。多重回归分析发现,对于不同的任务,内部动机与外部动机的贡献显著不同。     

The effect of earlier experience and reward contingencies on intrinsic motivation

The effects of task-contingent and performance-contingent extrinsic rewards upon subsequent intrinsic motivation are compared. Intrinsic motivation is measured by behavioral observation in a free time period and by rating scales. The results show, as expected, a higher rating of intrinsic motivation in the performance-contingent reward condition. The study further compares strength of intrinsic motivation in one- and two-session conditions. As hypothesized, a two-session condition, in which the subjects have a preexperience with the task without reward administration, leads to a higher rating of intrinsic motivation than a one-session condition without such a preexperience. The behavioral measure of intrinsic motivation is not significantly affected by the conditions. A post hoc analysis of the data indicates that there may be a different effect of extrinsic rewards on behavioral measures and on rating scale measures of intrinsic motivation.     

The effects of “intrinsic” and “extrinsic” reinforcement contingencies on task behavior

In spite of a substantial number of observations to the contrary, some behavioral scientists have concluded that salient extrinsic reinforcers not only do not maintain or support task behavior, they decrease or extinguish it by somehow destroying or impairing “intrinsic motivation.” In this study it was once again demonstrated that when behavior is sustained in a task setting in the apparent absence of salient extrinsic reinforcers, quite subtle but nevertheless palpable response-produced stimulus changes are found to be involved. Moreover, when a signaled extrinsic monetary reinforcement contingency was applied, it not only did not impair the effects of the intrinsic reinforcers, it produced a significant increase in task performance during the time the extrinsic reinforcement contingency prevailed, and it did not produce a decrement in self-reports of task attractiveness nor in performance during a discretionary period in which the contingency had been deliberately withdrawn. We conclude that there is little reason to believe that the design and implementation of effective extrinsic reinforcement contingencies will destroy one's pride in one's work, the intrinsic worth or meaningfulness of the job, or one's “intrinsic motivation” to perform it.     

Influencing value priorities and increasing well-being: The effects of reflecting on intrinsic values

A four-week experimental study (N?=?113) examined the effects of reflecting on intrinsic values. In the experimental group, participants learned about the distinction between intrinsic (e.g. having close relationships) and extrinsic (e.g. being popular) values, wrote about two personal intrinsic values, and then reflected on these values weekly for four weeks. In the control group, participants completed parallel exercises related to the daily details of their lives. Results revealed that participants in the intrinsic values group experienced greater well-being immediately following the written reflection than participants in the control group. Four weeks later, the more engaged participants felt in the reflection exercises, the more they prioritized intrinsic over extrinsic values and the greater their well-being. These effects occurred only for participants in the intrinsic values condition. The implications for changing value priorities and improving well-being are discussed.     

Exploring the effects of congruence and Holland’s personality codes on job satisfaction: An application of hierarchical linear modeling techniques

This study applied hierarchical linear modeling to investigate the effect of congruence on intrinsic and extrinsic aspects of job satisfaction. Particular focus was given to differences in job satisfaction by gender and by Holland’s first-letter codes. The study sample included nationally represented 1462 female and 1280 male college graduates who held full-time jobs in 2000. Congruence was measured by using actual occupational and academic major codes. After controlling for the differences across three-letter Holland personality codes, results indicate that job satisfaction was largely a function of individual attributes rather than disparities in personality types. Holland’s congruence was most effective in explaining intrinsic dimensions of job satisfaction for females, and less effective for extrinsic job satisfaction for both genders. Social females and males were less satisfied with extrinsic satisfaction, while Conventional and Social females were more satisfied with intrinsic features in their vocational environments.     

Self-perception of intrinsic and extrinsic motivation.

Self-perception theory predicts that intrinsic and extrinsic motivation do not combine additively but rather interact. To test this predicted interaction, intrinsic and extrinsic motivation were both manipulated as independent variables. The results revealed a significant interaction for task satisfaction and a trend for the interaction on a behavioral measure. These results are discussed in terms of a general approach to the self-perception of motivation.     

Workplace emotions: the role of supervision and leadership

In this experience sampling study, the authors examined the role of organizational leaders in employees' emotional experiences. Data were collected from health care workers 4 times a day for 2 weeks. Results indicate supervisors were associated with employee emotions in 3 ways: (a) Employees experienced fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers; (b) employees with supervisors high on transformational leadership experienced more positive emotions throughout the workday, including interactions with coworkers and customers; and (c) employees who regulated their emotions experienced decreased job satisfaction and increased stress, but those with supervisors high on transformational leadership were less likely to experience decreased job satisfaction. The results also suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.     

Motivational orientations and task autonomy fit: effects on organizational attraction

The main purpose of this study was to investigate whether there is congruence between applicant needs (i.e., motivational orientations) and what is available (i.e., task autonomy) from an organizational perspective based on the fit between needs and supply. The fit between work motivation and task autonomy was examined to see whether it was associated with organizational attraction. This experimental study included two phases. Phase 1 participants consisted of 446 undergraduate students, of whom 228 were recruited to participate in Phase 2. The fit relations between task autonomy and intrinsic motivation and between task control and extrinsic motivation were characterized. Findings indicated that the fit between work motivation and task autonomy was positively associated with organizational attraction. Based on these results, it may be inferred that employers should emphasize job characteristics such as autonomy or control orientations to attract individuals, and focus on the most suitable work motivations for their organizations.     

Dispositional Influences on Pay Preferences

This study tested whether individual measures of intrinsic and extrinsic motivation and positive and negative affect predict a job seeker's attraction to organizations offering merit pay, skill-based pay, or broad banding. Intrinsic motivation was found to predict a decision for merit pay while extrinsic motivation did not. Hierarchical regression analysis results suggested that job seekers who were intrinsically motivated or experienced positive affect were attracted to pay plans that offer high levels of personal involvement. Individuals who were extrinsically motivated or experienced negative affect were attracted to pay plans that offer higher than average starting salaries.     

绩效薪酬对员工突破性创造力和渐进性创造力的影响

研究分别从认知评价理论和习得性努力理论视角考察了绩效薪酬对员工突破性创造力和渐进性创造力的影响及其作用机制, 并检验了变革型领导和交易型领导对上述两条路径的调节效应。基于24家企业的364对上下级匹配数据的研究结果表明：绩效薪酬对内在动机和突破性创造力没有显著的影响, 对外在动机和渐进性创造力有显著的正向影响。变革型领导调节绩效薪酬与突破性创造力的关系：高变革领导情境下, 绩效薪酬通过正向影响内在动机间接对突破性创造力产生正向影响; 低变革领导情境下, 绩效薪酬通过负向影响内在动机间接对突破性创造力产生负向影响。交易型领导调节绩效薪酬与渐进性创造力的关系：交易型领导通过强化绩效薪酬对外在动机的影响进而放大了绩效薪酬对渐进性创造力的正向效应。针对上述结果, 讨论了本文的理论与实践意义。     

知识型员工工作压力与工作满意感状况及其关系研究

工作压力与工作满意感是影响工作行为绩效的重要心理因素。本研究探讨分析了知识型员工的工作压力与满意感状况及其两者之间的关系。研究结果表明 :①在工作压力构成中 ,知识型员工内源性工作压力较高 ,外源性工作压力较低 ;②知识型员工具有较高的工作满意感 ;③知识型员工的工作内源压力与工作满意感之间具有显著的正相关关系 ;④知识型员工的工作外源压力与工作满意感之间具有显著的负相关关系     

本土心理资本与职业幸福感的关系

职业幸福感是国内外学者和管理实践者关注的重要问题, 本文综合资源保存理论、工作要求-资源模型和本土心理资本理论, 构建并检验了本土心理资本对职业幸福感的影响模型。研究一通过访谈、问卷调查等方法研制了信效度较好的问卷, 1566名教师的调查结果表明, 本土心理资本包含事务型心理资本(希望、乐观和坚韧)与人际型心理资本(自谦、感恩、利他、情商/情绪智力和信心/自我效能)。研究二使用2280名教师的有效数据, 通过控制了其他变量影响后进行结构方程建模及交叉验证分析, 结果表明：(1)职业幸福感(工作投入、工作倦怠、离职意愿和工作满意度)的积极情感体验(工作投入)与认知评价(工作满意度)存在增益螺旋过程; (2)心理资本通过能量补充和动机激发双过程促进职业幸福感; (3)人际型心理资本通过一级、二级能量补充与动机激发过程影响职业幸福感; 事务型心理资本也通过一级、二级动机激发过程影响职业幸福感, 但是只通过二级能量补充过程影响职业幸福感。在中国文化背景下, 人际型心理资本对职业幸福感的作用更大。     

Need for achievement and women's careers over 14 years: evidence for occupational structure effects

Previous research has demonstrated that achievement-motivated people perform better under working conditions of challenge, autonomy, and rapid feedback. These achievement-congenial conditions characterize entrepreneurial business and, among those occupations traditionally filled by women, teaching. Achievement motivation was measured in 117 women as college seniors and again 14 years later. Senior-year achievement motivation predicted later employment in teaching (including college). Career-involved women who had been highly achievement-motivated in college valued status mobility and working with people and reported job satisfaction from competition with a standard of excellence; however, women in different career situations differed in the relations between their achievement motivation in college and their later work values, job perceptions, and sources of satisfaction. Women highly achievement-motivated in adulthood valued achievement-congenial working conditions and status mobility and described job satisfaction from competition with a standard of excellence, especially if they were supervisors. Professors and businesswomen showed larger increases in achievement motivation over 14 years than did women otherwise employed. Thus, achievement motivation predicts women's career outcomes when their values and work situations, along with sex-differentiated occupational structures, are considered. Occupational structure effects on motives over time are discussed.     

The effects of cooperation and competition on intrinsic motivation and performance

The authors examined the effects of competition and cooperation on intrinsic motivation and performance in 4 studies. Across 3 behavioral studies that involved shooting a basketball, no differences were observed between competition and cooperation on task enjoyment or performance. However, the combination of competition and cooperation (intergroup competition) consistently led to higher levels of intrinsic motivation, and in 2 of the 3 studies, performance. In a questionnaire study, the authors replicated the positive effects of intergroup competition on enjoyment and examined process measures that might account for these effects. These findings suggest that competition and cooperation both have positive aspects and that structuring recreational activities to include both can facilitate high levels of both intrinsic motivation and performance.