외재적 보상과 내재적 보상이 조직유효성에 미치는 영향: 중국 국유기업과 사유기업의 경우

유류 ( Liu Liu ),이금희 ( Jinxi Michelle Li ) 아시아.유럽미래학회 2017 유라시아연구 Vol.14 No.1

After the implementation of reform policy in 1978 and the successful transition of planned economy to a market economy in 1992, China has established various types of enterprises including state-owned enterprises, collective ownership enterprises, private enterprises and foreign-funded enterprises. Among them, state-owned and private enterprises are significantly different in terms of size, organizational structure, human resources management, employment stability and compensation. This study aims to investigate the effects of extrinsic(money, benefits) and intrinsic(job) rewards on organizational effectiveness(job satisfaction and work effort) among the private and state-owned enterprises in China. Moderating roles of enterprise types(state-owned and private enterprises) and distributive justice between the two types of rewards and organizational effectiveness were also examined. Survey data from 403 Chinese employees(215 private firms, 188 state-owned enterprises) were tested using hierarchical regression analysis, which confirmed significant effects of extrinsic and intrinsic rewards on both job satisfaction and work effort. Intrinsic rewards had a stronger effect than extrinsic rewards on both job satisfaction and work effort. Furthermore, enterprise types were found to moderate the relationship between intrinsic rewards and job satisfaction, extrinsic rewards and work effort as well as between intrinsic rewards and work effort. Specifically, extrinsic rewards had a stronger effect on work effort in state-owned enterprises(than private firms), intrinsic rewards had a stronger effect on job satisfaction in state-owned enterprises(than private firms), and intrinsic rewards had a stronger effect on work effort in private firms(than state-owned enterprises). Moreover, distributive justice moderated the relationship between extrinsic/intrinsic rewards and organizational effectiveness. To be specific, extrinsic rewards had a stronger effect on both job satisfaction and work effort among the group with high distributive justice, while intrinsic rewards had a stronger effect on work effort among the group with low distributive justice. Distributive justice is about extrinsic rewards such as pay, thus the group with high distributive justice is more likely to be attracted by extrinsic rewards, while the group with low distributive justice tends to be motived by intrinsic rewards. Therefore, intrinsic rewards could maximize work effort in the case of low distributive justice. According to cognitive evaluation theory, extrinsic rewards such as pay will reduce intrinsic motivation in a work. In other words, when people are paid for work, it feels less like something they want to do and more like something they have to do. Thus, intrinsic rewards couldn`t function well in the case of high distributive justice because of the extrinsic rewards and the effect of intrinsic rewards on work effort will decrease accordingly. This study implies that Chinese enterprises need to provide intrinsic rewards as well as extrinsic rewards. The intrinsic rewards that fit Chinese reality are the establishment of learning organization and psychological awards such as “advanced workers”, “technical expertise”, “innovation award”, and “energy-saving award”. State-owned enterprises were inferior to private firms in rewards, distributive justice and work effort. These are all due to the equal reward systems in state-owned firms, and this “average prize” refers to the Chinese Confucian ideology “Do not suffer from oligopoly and suffer from uneven, not suffering from poverty and suffering from anxiety”. State-owned enterprises should increase pay level(extrinsic rewards) for top talents to avoid their turnover. Furthermore, state-owned enterprises need to use scientific indicators to evaluate the performance of CEOs and to select qualified CEOs who used to be dispatched by Chinese government.

외재적 보상과 내재적 보상이 조직유효성에 미치는 영향

유류(Liu Liu),이금희(Jinxi Michelle Li) 한국경영학회 2016 한국경영학회 통합학술발표논문집 Vol.2016 No.8

1978년 11계 3중 전회를 계기로 중국은 개혁과 개방의 정책을 펼치었다. 1992년 계획경제에서 시장경제에로의 성공적인 전환을 거쳐 현재 중국은 국유기업, 집단소유제 기업, 사유기업 및 외자기업 등 여러 가지 소유형태의 기업이 공존하는 기업체제를 확립하였다. 그 중에서 국유기업과 사유기업은 기업의 규모, 조직구조, 인적자원관리, 고용 안정성, 보상 등의 측면에서 현저한 차이가 있다. 본 연구는 중국 국유기업과 사유기업의 외재적 보상(금전, 복리후생)과 내재적 보상(직무)이 직무만족과 직무노력에 미치는 영향을 살펴보고, 이 두 가지 기업유형의 차이점을 감안하여 기업유형(국유기업, 사유기업)과 공정성 인식을 조절변수로 설정하여, 기업유형과 공정성 인식에 따라 보상이 조직유효성(직무만족, 직무노력)에 미치는 영향이 어떻게 다른지를 살펴보고자 하였다. 연구 대상 총 403 명(사유기업 종업원 215명, 국유기업 종업원188명)에 대한 설문조사를 근거로 한 다중회귀분석결과는 아래와 같다. 외재적 보상(금전)과 내재적 보상(직무)은 직무만족과 직무노력에 모두 정(+)의 영향을 미치는 것으로 나타났고, 내재적 보상이 직무만족과 직무노력에 미치는 영향은 모두 외재적 보상보다 더 컸다. 기업유형은 내재적 보상과 직무만족의 관계, 그리고 외재적 및 내재적 보상과 직무노력의 관계를 조절하는 것으로 나타났다. 구체적으로 보면, 국유기업이 사유기업보다 외재적 보상과 직무노력 간의 정적 관련성, 내재적 보상과 직무만족 간의 정적 관련성이 더 강하게 나타났고, 사유기업이 국유기업보다 내재적 보상과 직무노력 간의 정적관련성이 더 강하게 나타났다. 또한 공정성 인식은 외재적 보상과 직무만족, 직무노력 간의 관계를 조절하여 공정성 인식이 높을수록 외재적 보상이 직무만족, 직무노력에 미치는 영향이 모두 더 크고, 내재적 보상이 직무만족, 직무노력에 미치는 영향이 오히려 더 작은 것으로 나타났다. 이는 공정성 인식이 낮을수록 내재적 보상이 조직유효성에 미치는 영향이 더 큼을 의미하는 것으로서, 공정성 인식이 낮을 경우 내재적 보상을 제공함으로써 조직유효성을 크게 증대할 수 있음을 의미한다. 공정성 인식은 주로 외재적 보상에 대한 인식이므로 공정성 인식이 높은 집단은 외재적 보상에, 공정성 인식이 낮은 집단은 내재적 보상에 더 동기부여 된다. 본 연구는 전통적으로 금전보상에만 치중하던 중국기업들이 관리관행을 바꾸어서 업무의 자율성, 흥미 등을 통한 내재적 보상도 함께 제공해야 함을 시사하고 있다. 특히 국유기업은 핵심인재에 대한 금전적 보상을 늘림으로써 이들의 유출을 막아야 한다. 국유기업은 사유기업에 비해 보상, 공정성 인식, 직무노력 등에서 모두 더 열세인 것으로 나타났다. 국유기업 종업원들의 동기부여를 높이기 위한 방안으로서의 성과급제도는 공기업의 특성상 업무가 매우 다양하고 성과측정이 곤란한 업무가 많아 평가지표의 설정 및 개발이 어렵고 보수주의 · 온정주의 성향이 강한 집단주의 조직문화 등으로 인해 많은 현실적 한계가 있다. 그리고 국유기업은 합리적이고 과학적인 방법으로 경영자를 선발 및 평가해야 한다. After the implementation of reform policy in 1978 and the successful transition of planned economy to a market economy in 1992, China has established various types of enterprises including state-owned enterprises, collective ownership enterprises, private enterprises and foreign-funded enterprises. Among them, state-owned and private enterprises are significantly different in terms of size, organizational structure, human resources management, employment stability and compensation. This study aims to investigate the effects of extrinsic(money, benefits) and intrinsic(job) rewards on organizational effectiveness(job satisfaction and work effort) among the private and state-owned enterprises in China. Moderating roles of enterprise types(state-owned and private enterprises) and perception of justice between the two types of rewards and organizational effectiveness were also examined. Survey data from 403 Chinese employees(215 private firms, 188 state-owned enterprises) were tested using hierarchical regression analysis, which confirmed significant effects of extrinsic and intrinsic rewards on both job satisfaction and work effort. Intrinsic rewards had a stronger effect than extrinsic rewards on both job satisfaction and work effort. Furthermore, enterprise types were found to moderate the relationship between intrinsic rewards and job satisfaction, extrinsic rewards and work effort as well as between intrinsic rewards and work effort. Specifically, extrinsic rewards had a stronger effect on work effort in state-owned enterprises(than private firms), intrinsic rewards had a stronger effect on job satisfaction in state-owned enterprises(than private firms), and intrinsic rewards had a stronger effect on work effort in private firms(than state-owned enterprises). Moreover, perception of justice moderated the relationship between extrinsic/intrinsic rewards and organizational effectiveness. To be specific, extrinsic rewards had a stronger effect on both job satisfaction and work effort among the group with high perception of justice, while intrinsic rewards had a stronger effect on both job satisfaction and work effort among the group with low perception of justice. Perception of justice is about extrinsic rewards such as pay, thus the group with high perception of justice is more likely to be attracted by extrinsic rewards, while the group with low perception of justice tends to be motived by intrinsic rewards. Therefore, intrinsic rewards could maximize organizational effectiveness in the case of low perception of justice. This study implies that Chinese enterprises need to provide intrinsic rewards such as job autonomy, responsibility and interests as well as extrinsic rewards. State-owned enterprises should increase pay level(extrinsic rewards) for top talents to avoid their turnover. Furthermore, state-owned enterprises were inferior to private firms in rewards, perception of justice and work effort. As an intervention to increase motivation for employees in state-owned enterprises, performance-based pay systems seem to be plausible. However, the systems have a limitation because of the difficulty to measure performance for diverse tasks and of conservative organizational culture. State-owned enterprises need to use scientific indicators to evaluate the performance of CEOs and to select qualified CEOs who used to be dispatched by Chinese government.

외적 보상, 내․외재동기, 과제유형이 문제 해결에 미치는 효과

한영숙,현성용 한국교육방법학회 2010 교육방법연구 Vol.22 No.4

본 연구의 목적은 외적보상이 문제 해결에 영향을 주는가 그리고 개인의 동기유형과 과제유형에 따라 문제 해결에 대한 외적보상의 효과가 유의하게 차이가 나는가를 알아보고자 하는 것이었다. 실험참여자는 대학생 127명이었다. 실험참여자들을 내재동기집단과 외재동기집단으로 구분한 후 다시 무보상조건과 보상조건에 무선 배치하였다. 과제유형은 단계적 문제와 통찰문제이었다. 보상, 동기유형, 과제유형이 문제 해결에 미치는 영향을 알아보기 위한 삼원변량분석 결과, 보상과 과제유형의 주 효과가 통계적으로 유의한 것으로 나타났으며, 보상과 동기유형 간 상호작용효과도 유의하게 나타났다. 보상과 동기유형 간 단순 주효과분석 결과, 내재동기와 외재동기 두 집단 모두 무보상조건보다 보상조건에서 과제의 정답 수가 더 많은 것으로 나타났다. 무보상조건에서는 외재동기집단이 내재동기집단보다 문제 해결과제의 정답 수가 더 적은 것으로 나타났으며, 보상조건에서는 동기유형에 따른 정답 수의 차이가 통계적으로 유의하지 않은 것으로 나타났다. 본 연구의 결과는 외적보상이 문제 해결에 정적영향을 주며, 외적보상에 의한 동기화는 내재동기집단보다 외재동기집단이 더 강하다는 것을 시사해 주고 있다. 보상이 문제 해결시간을 증가시킴으로써 문제 해결을 촉진시키는가를 알아본 결과, 문제 해결시간은 보상 유무에 따라 통계적으로 유의한 차이가 없는 것으로 나타났다. The purposes of this study were 1) to investigate whether problem solving was affected by extrinsic reward and 2) to examine whether types of motivation and task moderated the causal relationship between extrinsic reward and problem solving. In experiment, 127 college students were divided into two groups according to their motivation types (i.e., intrinsic vs. extrinsic). Then each group was again divided into additional two groups depending on extrinsic reward (i.e., reward group vs. non-reward group). Participants in each condition solved the 4 incremental and 4 insight tasks, and numbers of correct response were measured. The results revealed that extrinsic reward facilitated performance regardless of task type. Also, participants in the intrinsic motivation group showed better performance than those who were in the extrinsic motivation group when extrinsic reward was not given for their task performance. Motivating effect of the reward might be stronger in the extrinsic motivation group than in the intrinsic motivation group. Limitations of the study and implications for future research were discussed. Time of problem solving was not significant difference by existence or nonexistence of reward.

Rewards, Satisfaction and Economic Trends under Nonlinear Assumption

Komal KHALID,Adnan SH OAIB 한국유통과학회 2019 The Journal of Asian Finance, Economics and Busine Vol.6 No.2

The purpose of this study to investigate the impact of rewards on job satisfaction and whether economic trends moderate the relationship of job satisfaction and rewards or not. Furthermore, this study also investigates whether the relationship between job satisfaction and reward is linear or nonlinear and whether the relationship diminishes or improves with predictor inclusion. Data collection was done through online and self-administered questionnaires by adopting cluster sampling technique from higher education institutions of Pakistan. Results based on 2160 responses suggest that economic trends moderate the relationship of job satisfaction and reward while assuming the economic trends as perceived rewards. The logit model was adopted to probabilistic relationship between job satisfaction and reward in moderation with economics trends. The moderations magnify the impact of rewards on job satisfaction. The job satisfaction is more sensitive to extrinsic reward as compared to intrinsic reward. The relationship of job satisfaction and reward is nonlinear for both extrinsic and intrinsic reward suggesting the diminishing relationship of job satisfaction and rewards. This study has pivotal implication for the higher education sector as it helps the sector to align the rewards with economic and trends and can normalize the reward after assessing the nonlinear stricture of relationship.

엘리트 운동선수의 외적 보상 만족도 요인 탐색

문화실,정보경 한국스포츠학회 2024 한국스포츠학회지 Vol.22 No.1

요약본 연구의 목적은 엘리트 운동선수들이 인식하는 외적 보상의 만족도에 영향을 주는 요인들에 대한 탐색을 통해 스포츠 경영 관리자와 코치들이 선수들의 욕구와 기대에 부합하는 관리 전략을 수립하는 데 도움을 주고, 향후 엘리트 운동선수의 외적 보상 만족도에 대한 척도 개발을 위한 기초 자료를 제공하는 것이다. 연구대상은 현재 엘리트 운동선수로서 여러 종목에서 현역으로 운동을 하고 있는 실업·대학선수들 122명을 대상으로 하였다. 연구결과를 통한 주요 결론은 다음과 같다. 첫째, 금전적 보상이 선수들의 동기부여에 중요한 역할을 하며, 선수들의 경제적 안정과 직접적인 생활 수준 향상과 연관되어 있다는 것이다. 이는 선수들이 자신의 노력과 성과를 금전적 보상으로 즉각적으로 환산하는 경향이 있음을 시사한다. 따라서 경제적 보상은 선수들의 성과를 유지하고 개선하는 데 중요한 동기부여 수단이 될 수 있다. 둘째, 기대–보상과 노력–보상의 중요성은 선수들이 자신의 노력이 결실을 맺으리라는 기대를 가지고 있음을 나타낸다. 선수들이 미래에 대한 긍정적인 기대를 가질 때, 이는 그들의 훈련과 경기에 대한 집중도와 노력을 증가시키는 원동력이 된다. 셋째, 인정과 공정성이 상대적으로 낮게 평가되었는데, 이는 선수들이 자신의 성취를 타인의 승인이나 조직의 공정한 대우보다는 구체적인 결과와 연계된 보상에 더 많은 가치를 두고 있음을 시사한다. 이는 선수들이 경쟁적인 환경에서 보다 현실적이고 실용적인 보상 체계에 더욱 반응한다는 것을 의미한다. 본 결론을 바탕으로 향후 연구에서는 다른 문화적 배경이나 다양한 종목 출신 선수들에게도 동일한 결과가 적용되는지에 대한 추가 연구가 필요하다. 아울러 외적 보상 요인 외에도 선수들의 만족도와 동기부여에 영향을 미치는 다양한 내적 요인들에 대한 심층적인 탐구를 제언한다. AbstractThe purpose of this study was to explore the factors that influence elite athletes' perceived extrinsic reward satisfaction in order to assist sport administrators and coaches in formulating management strategies that better align with athletes' needs and expectations, and to provide a basis for future development of a measure of elite athletes' extrinsic reward satisfaction. The sample consisted of 122 collegiate and professional athletes who are currently elite athletes and compete in multiple sports. The main conclusions from the study were as follows First, monetary rewards play an important role in athlete motivation and are directly linked to athlete economic security and improved living standards. This suggests that athletes tend to immediately translate their efforts and performance into monetary rewards. Thus, economic rewards can be an important motivator for athletes to maintain and improve their performance. Second, the importance of expectancy- reward and effort-reward indicates that athletes have expectations that their efforts will pay off. When athletes have positive expectations for the future, it drives them to increase their focus and effort in training and competition. Third, recognition and fairness were rated relatively low, suggesting that athletes place more value on rewards tied to specific outcomes than on the approval of others or fair treatment by organizations for their achievements. This suggests that athletes are more responsive to a more realistic and pragmatic reward system in a competitive environment. Based on these conclusions, future research should further investigate whether the same results apply to athletes from different cultural backgrounds or different sports. In addition to extrinsic reward factors, we also recommend further exploration of the various intrinsic factors that influence athlete satisfaction and motivation.

The Interactive Effects of Motivation and Contingent Rewards on Employee Creativity

Soyeon Hwang,Heajung Jung 한국유통과학회 2018 The Journal of Industrial Distribution & Business( Vol.9 No.7

Purpose – This study examined the effects of intrinsic and extrinsic motivation on employee creativity. Past research has consistently shown that intrinsic motivation is positively related to creativity. Yet conflicting results have been reported about the relationship between extrinsic motivation and creativity. To explore the reason why extrinsic motivation can either help or hurt creativity, we examined the role of contingent rewards as a moderator and tested whether either tangible or intangible rewards contingent upon creative performance significantly impact the relationship between extrinsic motivation and creativity. Research design, data, and methodology – Survey data was collected from employees working for diverse organizations in Korea through online research firm. Only employees who reported their job or organization provided opportunities to use their creativity were allowed to continue the survey. Out of 305 initial responses collected, those with too much missing data were deleted, which finally left 278 responses for statistical analyses. To examine the validity of the measurements, confirmatory factor analysis was first conducted. Next, to test the hypothesized relationships, multiple hierarchical regression analyses were conducted. Results – As hypothesized, both intrinsic and extrinsic motivation had positive effects on creativity. It was shown that contingent rewards did not influence the positive relationship between intrinsic motivation and creativity, but did significantly moderate the relationship between extrinsic motivation and creativity in a way that tangible rewards strengthened the relationship while intangible rewards mitigated the same relationship. Conclusions – This research enhances our understanding on the relationship between motivation type, rewards, and creativity. Intrinsically motivated employees showed a high level of creativity regardless of whether rewards were expected or not. In contrast, extrinsically motivated employees showed more or less creative behavior depending on whether they were expected to have tangible or intangible rewards. As extrinsic motivation is typically associated with tangible rewards such as pay, promotion, etc., tangible rewards were seen to be more effective in promoting creative performance from extrinsically motivated employees than intangible rewards. Our findings make a significant theoretical contribution to reconcile prior inconsistent findings. Furthermore, they provide useful insights for managers and organizations into developing effective strategies for facilitating employee creativity.

조직의 보상이 호텔 프론트 데스크 종사원의 개인 창의성과 조직몰입에 미치는 영향

윤영일 ( Yeun Gil Yoon ),조문식 ( Moon Sik Cho ) 관광경영학회 2012 관광경영연구 Vol.51 No.-

The purpose of this study was examining structural relationships between organizational reward and front desk employee`s individual creativity and between organizational reward and organizational commitment. Based on literature review, two sub-dimensions of organizational rewards were derived: intrinsic reward and extrinsic reward. The existing theoretical background proposes a mediating concept between organizational reward and front desk employee`s organizational commitment. Based on the theoretical causal relationships between the constructs proposed, a conceptual model was proposed. The model was tested using the data collected from 183 hotel front desk employees. Data analysis indicates that two dimensions of organizational reward (intrinsic reward and extrinsic reward) helps to enhance front desk employee`s individual creativity and his(or her) creativity leads to increase his(or her) organizational commitment. Based on data analysis, theoretical/managerial implications were discussed.

유아 창의성과 보상과의 관계연구

진경희 ( Kyung Hee Jin ) 창조교육학회 2008 창조교육논총 Vol.10 No.-

The purpose of this research is seeing the relation between the korean preschoolers creativity and the rewards. The subjects of this study were 100 preschoolers, the tool used for measuring the research was the Amabile`s Consensual Assessment Technique(CAT). SPSS 10.0 program was used for data-processing to put convincing verification between the groups into practice. The results from this study are that social rewards have no significant effect on the preschoolers creativity, but materialistic rewards have a signigicant negative effect on it. The value of this research is, as we seeing how the rewards affect korean preschoolers creativity, offering the data that gives us how to use rewards at education. In brief, it is desirable that we give more social rewards (praise, prize, ect) than material rewards (toy, candy, ect) in homes as well as school.

백화점 고객의 점포만족과 충성도에 관한 연구 - 양자적 자료(Dyadic Data Set)를 이용한 내ㆍ외부 마케팅 통합관점 -

강용수,박주식 한국전략마케팅학회 2007 마케팅논집 Vol.15 No.2

본 연구는 내외부 마케팅의 통합관점에서 백화점 점포만족과 충성도에 대한 선행요인을 밝히고자 하였다. 실증분석은 판매원과 고객으로부터 수집한 양자적 자료(dyadic data set)를 기반으로 하여 이루어졌다. 내부마케팅 관련변수에는 직무만족, 이에 영향을 미칠 것으로 예상된 내재적 보상과 외재적 보상이 포함되었고, 외부마케팅 관련변수에는 고객 보상프로그램의 가치(경제성, 편의성, 오락성)와 불평관리(접근성, 반응성)가 포함되었다.연구결과, 외부마케팅 관련변수 중에서 보상프로그램의 오락성과 불평에 대한 반응성이, 내부마케팅 요인인 직무만족이 점포만족에 유의한 영향을 미치는 것으로 나타났으며 점포만족은 점포충성도에 긍정적인 영향을 미치는 것으로 나타났다. 그리고 기업이 판매원에게 제공하는 내재적 보상과 외재적 보상 모두 판매원의 직무만족에 유의한 영향을 미치는 것으로 나타났다. This study investigates antecedents of store satisfaction and store loyalty in department store in the perspectives of internal and external marketing. The analysis is based on a dyadic data set that involves judgements provided by salespeople and customers. Internal marketing related variables consist of salespersons' job satisfaction, intrinsic rewards, extrinsic rewards. External marketing related variables consist of values of customer reward program(utilitarian benefits, convenience, hedonic benefits), complaint handling(accessibility, responsiveness).Results indicate that department store satisfaction is affected significantly by hedonic benefits of rewards program, responsiveness to complaining, salespersons' job satisfaction and store loyalty is influenced by store satisfaction. Futhermore, it is found that intrinsic rewards and extrinsic rewards offered to salespeople influence significantly salespersons' job satisfaction.

호텔종사원의 역할 내 행동이 성취 욕구에 미치는 영향

신성원,김범진 경남대학교 산업경영연구소 2017 지역산업연구 Vol.40 No.4

The study has its meaning to investigate the influential relationship of in-role behaviour, subjective norm for hotel employees by shaping up existing theories. A total of 360 surveys were collected and 302 surverys were used as valid specimen. The time period of the survey was from October 1, 2016 to October 31, 2016. First, it was presented that in-role behaviour of hotel employees influence to subjective norm. Second, the intrinsic reward gave significant influence to subjective norm but not to extrinsic reward. 본 연구는 기존의 이론들을 구체화하여 호텔기업의 종사원들을 대상으로 역할내 행동, 성취욕구의 영향관계를 규명하고자 하였다. 실증적인 분석을 위한 데이터 수집은 호텔에 근무하는 종사원들을 대상으로 총 360부의 설문지를 배포하였고, 302부의 자료를 실증분석에 사용하였다. 설문기간은 2016년 10월 1일부터 10월31일까지 실시하였다. 연구 결과 및 시사점은 첫째, 호텔종사원의 역할 내 행동은 성취 욕구에 유의한 영향을 미치는것으로 나타났다. 둘째, 호텔의 내재적 보상은 성취욕구에 영향을 미치지만, 외재적 보상은 영향을 미치지 않는 것으로 나타났다,