Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Offered Rewards Vs. Perceived Rewards:A Crucial Gap in Motivation Process


Affiliations
1 Department of Commerce, Ramjas College, Delhi University, Delhi, India
     

   Subscribe/Renew Journal


One of the persistent challenges faced by organisations is to motivate their workforce. Employee motivational programmes are initiated, reviewed, and modified continually for achieving a high motivation score. For this purpose, organisations offer rewards to employees that are of value to such employees. When organisations offer valuable rewards, such rewards may be perceived by the employees in different ways. The offered rewards may not be perceived by employees in the same way as meant to be. If it is so, then such rewards may fail to act as motivators. The purpose of this paper is to find out the gap in rewards as perceived by employees and the actual rewards offered in an organisation. If such a gap exists then its impact on motivation level needs to be studied. This would help the organisations in improving the effectiveness of their employee motivational programmes.

Keywords

Motivation, Corporate Career Rewards, Expectancy, Hospitality Industry.
Subscription Login to verify subscription
User
Notifications
Font Size

  • Analoui, F. (2000). What motivates senior managers? The case of Romania. Journal of Managerial Psychology, 15(4), 324-340.
  • Andre, J., Owens, D. A., & Harvey, L. O. (2003). Visual perception. Washington D.C.: American Psychological Association.
  • Arvey, R. D., & Mussio, S. J. (1973). A test of expectancy theory in a field setting using female clerical employees. Journal of Vocational Behavior, 3(4), 421-432.
  • Chiang, C., & Jang, S. (2008). An expectancy theory model for hotel employee motivation. International Journal of Hospitality Management, 27(2), 313-322.
  • Emery, C. R., & Oertel, S. (2006). An examination of employee culture-based perceptions as a predictor of motivation. Journal of Organisational Culture, Communication and Conflict, 10(2), 13-29.
  • Heneman, H. G., & Schwab, D. P. (1972). Evaluation of research on expectancy theory predictions of employee performance. Psychological Bulletin, 78(1), 1-9.
  • Inamori, T., Analoui F., & Kakabadse, N. (2012). Can perceptual differences account for managerial success? The case of Japanese aid workers. Management Research Review, 35(1), 32-51.
  • Lansdown, T. C., & Saunders, S. J. (2012). Driver performance, rewards and motivation: A simulator study. Transportation Research: Part F, 15(1), 65-74.
  • Lawler, III. E. E. (1971). Pay and organizational effectiveness. New York: McGraw-Hill.
  • Leavitt, H. J., Pondy, L. R., & Boje, D. M. (1989). Readings in managerial psychology (4th ed.). Chicago and London: The University of Chicago Press.
  • Levin, R. I., & Rubin, D. S. (1996). Statistics for management (6th ed.). India: Prentice-Hall of India.
  • Memary, R., & Wong, K. Y. (2009). An investigation of the expectancy theory elements for motivating employees. Paper presented at the 2009 International Association of Computer Science and Information Technology - Spring Conference, IACSIT-SC 2009, 286-290.
  • Misra, P., Jain, S., & Sood, A. (2013). Compensation: impact of rewards and organisational justice on turnover intentions and the role of motivation and job satisfaction: a study of retail store operations in NCR. International Journal of Human Resources Development & Management, 13(2-3), 136-152.
  • Nadiri, H., & Tanova, C. (2010). An investigation of the role of justice in turnover intentions, job satisfaction, and organizational citizenship behavior in hospitality industry. International Journal of Hospitality Management, 29, 33-41.
  • Nadler, D. A., Cammann, C., Jenkins, G. D., & Lawler, E. E. (1975). The Michigan organisational assessment package (progress report II). Ann Arbor: Survey Research Center.
  • Nadler, D. A., & Lawler, E. E. (1977). Motivation: A diagnostic approach. New York: OR&C, Organisational Research and Consultation.
  • Reinharth, L., & Wahba, M. A. (1975). Expectancy theory as a predictor of work motivation, effort, expenditure, and job performance. Academy of Management Journal, 18(3), 520-537.
  • Simons, T., & Enz, C. A. (1995). Motivating hotel employees. The Cornell Hotel and Restaurant Administration Quarterly, 36(1), 20-27.
  • Vroom, V. H. (1964). Work and motivation. New York: John Wiley and Sons.
  • Yang, J., & Hung, H. V. (2017). Happy workers value effort, sad workers value reward. International Journal of Human Resource Management, 28(11), 1591-1624.
  • Zedelius, C. M., Veling, H., Custers, R., Bijleveld, E., Chiew, K. S., & Aarts, H. (2014). A new perspective on human reward research: How consciously and unconsciously perceived reward information influences performance. Cognitive, Affective, & Behavioral Neuroscience, 14(2), 493-508.

Abstract Views: 319

PDF Views: 0




  • Offered Rewards Vs. Perceived Rewards:A Crucial Gap in Motivation Process

Abstract Views: 319  |  PDF Views: 0

Authors

Surabhi Singhal
Department of Commerce, Ramjas College, Delhi University, Delhi, India
Amit Singhal
Department of Commerce, Ramjas College, Delhi University, Delhi, India

Abstract


One of the persistent challenges faced by organisations is to motivate their workforce. Employee motivational programmes are initiated, reviewed, and modified continually for achieving a high motivation score. For this purpose, organisations offer rewards to employees that are of value to such employees. When organisations offer valuable rewards, such rewards may be perceived by the employees in different ways. The offered rewards may not be perceived by employees in the same way as meant to be. If it is so, then such rewards may fail to act as motivators. The purpose of this paper is to find out the gap in rewards as perceived by employees and the actual rewards offered in an organisation. If such a gap exists then its impact on motivation level needs to be studied. This would help the organisations in improving the effectiveness of their employee motivational programmes.

Keywords


Motivation, Corporate Career Rewards, Expectancy, Hospitality Industry.

References