Extrinsic Reward

Any tangible benefit of a particular job or activity, which is external to the job itself. Extrinsic rewards include vacations, promotion, friendships and contacts—networking opportunities—compensation, and supervision
References in periodicals archive ?
It is "the motivation to work primarily in response to something apart from the work itself (Amabile, Hennesy & Tighe 1994: 950) and extrinsic reward systems are mainly tangible rewards obtained from external sources such as salary, perks and physical conditions (Sonesh-Kedar & Geirland 1998).
The delivery of an extrinsic reward is reliant on sources outside of the task-person situation to take place.
A major focus of contemporary education is geared toward extrinsic reward through grades and high-stakes test scores.
Women reported more interpersonal work goals, more interest and perceived competence in education and social service careers, and more perceived opportunity for involvement with others in jobs than did men, whereas men reported more extrinsic reward goals as well as more interest and perceived competence in math/science careers than did women.
Likewise, fans play an integral part in whether or not athletes, coaches, and teams gain the extrinsic reward of prestige.
When extrinsic reward and intrinsic motivation are reconsidered as environment and behavior, the question becomes one of how environmental manipulations affect behavior.
Accordingly, it is not theorized in this study that any of the personality dimensions will, positively or negatively, predict the preference for an entrepreneurial career based on the extrinsic reward of profit.
The use of concurrent schedules to evaluate the effects of extrinsic reward on "intrinsic motivation.
To avoid an "inequity effect" that might undermine the possible undermining effect of extrinsic reward on the participants' interest in the puzzle (Deci, 1972), all participants received their instant lottery tickets after the free-choice period.
a leading performance management and leadership development firm, cautions that (1) managers often take a leap of logic that more recognition and rewards will improve productivity and increase retention and (2) managers make profound mistakes in how they approach employee motivation by taking the easy route through extrinsic reward and recognition programs.
There are four major categories of personal incentives including task, ego, social, and extrinsic reward incentives.
With regard to the first factor, extrinsic reward will undermine intrinsic motivation only if the individual expects to receive the reward contingent on performing the tasks (Cameron & Pierce, 1994).