The Literature: Rewards in the Not-For-Profit Sector - Essay Example

Thus, the significance of an extrinsic reward is directly linked to the employee’s value, while its significance is based on what the employee considers crucial.

According to Gaertner and Gaertner (1985), performance appraisals that emphasized mainly developmental managerial needs could upgrade the performance of the management. This discovery is according to Ryan and Deci (2000), the assimilation of the organization’s demands with personal values and needs. Gaertner and Gaertner’s finding suggests that extrinsic rewards in combination with staff training or feedback to employees on their work have a greater impact on performance other than extrinsic rewards alone. The findings of Gaertner and Gaertner (1985), Dowling and Richardson (1997), Redman et al. (2000), and O’Donnell and Shields (2002) are supported by Frey’s (1997) contention that, once the wages and salaries go past a subsistence level, intrinsic factors are better motivators than extrinsic rewards.

It also shows that using extrinsic rewards alone is difficult and the motivation of staff will require intrinsic rewards such as recognition and satisfaction of a job well done and a sense of amazing work. Williams (1998) describes how different people have different values, drives, and perceptions of things and that not all people are passive recipients who automatically conform to working systems as the management would want. Etzioni (1988) and Larson (1977), values are a necessity and are crucial to an employee’s development and commitment to a particular organization in achieving required goals and objectives.

Berry, Broadbent, and Otley (1995) describe the control of an organization which includes elements such as goal setting, performance measurement, and rewards. Organizational control is generalized and employees in the caring services may consider remunerative motivation less effective in comparison to the normative reward of doing a job that can satisfy them As reported above in the results a null hypothesis is rejected. The Employees of this organization occur to be motivated by intrinsic rewards. 

Organizational control is generalized and employees in caring services may consider remunerative motivation less effective in comparison to the normative reward of doing a job that can satisfy them

6. Discussion

As reported above in the results a null hypothesis is rejected. The Employees of this organization occur to be motivated by intrinsic rewards. The results debate with the conclusions of Gupta and Mitra (1998) that extrinsic rewards are the best in motivating all employees

Employees are uncertain about satisfaction with their pay. If employees are unsure about their satisfaction with their pay, then pay can’t be the motivation for them to work better. This is in line with Herzberg’s (2003) argument that the idea of payment is not to satisfy but it is a factor to keep the employees active at work. Employees however agree that bonus schemes can improve performance. This does not reduce the effectiveness of intrinsic rewards with the bonus being an extrinsic reward.  As Ryan and Deci (2000) state, the value of the bonus in motivating is that it takes the intrinsic reward further in appreciating work well done to ensure the employee develops a sense of belonging as the bonus is a social significance to a particular activity.

 I am motivated by the achievements of my clients, which indicates the effectiveness of intrinsic rewards. Most of the staff said that their main motivation was the achievement of their clients showing the importance of organization to motivation. The survey data support the argument of Deckop and Cirka (2000), that intrinsic rewards have a greater impact in many organizations. The results also support the argument of Berry, Broadbent, and Otley (1995), that people working in caring services are more concerned with the satisfaction of their job than their pay. Further, the results support the suggestion made by Brown and Yoshioka (2003) that money is perceived as a means to an end and is a secondary matter to XXX staff since the majority of respondents reported that they were not sure of their remunerations.

The dominance of intrinsic motivation in this organization supports Herzberg’s (2003) contention that pay is a satisfactory means and not a real motivation to employees and Jobome (2006), who concluded that intrinsic rewards dominated extrinsic rewards.

Reliability is the efficiency of a study question and whether its results are recurrent. The term is commonly used in the question of whether or not the measures are devised for concepts in business and management such as team-working, employee motivation, and organizational effectiveness (Alan Bryman and Emma Bell, p. 41).

 The reliability of a study is a comparison between the results of different researchers on the same study (Kirk & Miller 1986, p. 13-14). The result of this questionnaire varies depending on the respondents. Different factors that might affect respondents' answers include time, pressure, interests of the respondent in the study, honesty, relationship to the author, and their willingness to give the required information. Because the middle age of Ganeass is approximately 26 years, it’s necessary to consider whether the study results would be of any use in the higher middle-aged working environment. Young and mature employees have different motivational factors.

The most important research criterion is validity in most situations which is concerned with the integrity of conclusions generated from a research piece of work (Frayne and Geringer, 2000).