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This study investigates theoretical relationships among personality characteristics, preferences for different types of rewards and the propensity to choose a job in auditing by management-related higher education students. Specifically, the authors consider motivation, locus of control (internal and external) and self-efficacy (SE) as personality characteristics and financial, extrinsic, support and intrinsic as types of rewards.

Data were collected through a questionnaire targeted at management-related higher education students in Portugal. Partial least squares structural equation modelling was used to analyse the data.

The full sample results show that different types of motivation, locus of control and SE are related to different reward preferences. The authors also find a positive association between a preference for extrinsic rewards and the propensity to choose a job in auditing. Moreover, when the authors consider the role of working experience in the model, the authors find that the reward preferences that drive the choice of an auditing job differ according to that experience.

This study enriches the literature by assessing preferences for different types of rewards, considering multiple personality characteristics and a comprehensive set of rewards. Furthermore, the authors identify the reward preferences that drive the choice of an auditing career. This knowledge empowers auditing firms to devise recruitment strategies that resonate with candidates’ preferences, which boosts the capacity of these companies to attract new auditors.

This study aims to understand the effect of cultural dimension (individualism/ collectivism) on promotional rewards (social or economic) resulting in incentivizing consumers to engage in electronic word-of-mouth (eWOM), further impacting their repurchase intentions.

In Study 1, a 2 (culture: individualism vs collectivism) × 2 (promotional rewards: social vs economic) between-subjects design was used. Structural equation modeling was used to test the hypotheses. In Study 2, culture was measured instead of just being manipulated. The authors used regression analysis in this study.

Owing to the characteristics of collectivistic individuals, consumers in collectivistic cultures were more likely to respond to social rewards as an incentive to engage in eWOM. However, consumers in individualistic cultures were more motivated to engage in eWOM when economic rewards were offered.

Despite the global nature of eWOM, little research has explored the effects of cultural traits on consumer response to amplified eWOM strategy. Additionally, though many organizations now offer various promotional incentives to reviewers, little research has explored the effects of promotional offers on a reviewer’s subsequent behavior, and no research has explored the relationship between cultural dimensions and current and future response to promotional eWOM rewards.

Given the limited empirical work investigating personal characteristics of industrial sales people as related to their reward valences and the limitation of measuring valences at a single level, previous research is extended by examining the relationships between industrial sales people′s personal characteristics and their valences for multiple levels of various rewards. A conceptual framework is presented, previous studies reviewed, hypotheses offered, the methodology explained, and the results and implications of the study discussed.

This paper examined employee perceptions of the rewards associated with their participation in a six sigma program. Six sigma is an approach to organizational change that incorporates elements of total quality management, business process reengineering, and employee involvement.

A survey was completed by 215 employees (34 percent response rate). Respondents rated the extent to which they felt their participation in six sigma was “instrumental” for a range of outcomes, as well as valence (desirability) of each outcome (based on the VIE concept of instrumentality). The outcomes were classified into four categories: extrinsic, intrinsic, social, and organizational.

Valence ratings revealed that all 12 outcomes were perceived as desirable. Instrumentality ratings showed that extrinsic outcomes were rated significantly lower than intrinsic, social, and organizational outcomes. Additional analyses revealed significant differences on all four outcome categories between participants and non‐participants in the six sigma program.

The positive valence and instrumentality ratings for participants indicate they believe their participation will lead to valued outcomes for themselves and their organizations. However, employees who choose not to get involved in six sigma do not perceive that their participation would have led to desired outcomes. The results also show that while participants value extrinsic rewards, they do not see six sigma as instrumental in their receipt. These perceptions have important implications for attracting and retaining program participants.

While much has been written about the use of reward systems in supporting a successful six sigma effort, this study empirically examines how employees actually perceive the rewards associated with their participation. It also identifies which types of rewards are most instrumental for participants and non‐participants.

This study aims to investigate customer preferences towards loyalty reward programs in the restaurant industry. Willingness to join such programs and expected benefits are also examined.

Focus group interviews followed by a survey methodology were used to test the research questions. The study sample included participants in a popular arts festival in Pennsylvania, USA and restaurant patrons in Las Vegas, USA.

A vast majority of study respondents favored immediate, necessary, and monetary gratification. These results were consistent across restaurant types (fast‐food versus casual dining). Although savings was the most sought‐after benefit, intangible benefits such as quality and convenience also received high ratings. Casual dining customers, in particular, seemed to be highly motivated by exploration and entertainment‐type benefits.

Future research should investigate the optimal level or combination of rewards. In addition, other types of restaurants (e.g. fine dining) might require different types of reward schemes.

The findings of this study suggest that restaurant operators in the casual dining and fast‐food segments should consider employing immediate, necessary, and monetary rewards as opposed to points‐system, luxury, and non‐monetary rewards. In terms of motivation to join loyalty reward programs, the study results indicate that casual dining patrons are looking for exciting and entertaining rewards in addition to mere cost savings.

This paper helps restaurant managers to better understand customer preferences for loyalty reward programs and to realize the value of targeted rewards.

The purpose of this research is to identify how a reward programme name (“loyalty programme” (LP) versus “customer club” (CC)) influences the type of central rewards expected and their impact on loyalty to the retailer.

The authors conducted a survey followed by an experiment.

Central rewards from programmes called LP are equally hard and soft, whereas central rewards from programmes called CC are mainly soft. Providing customers with central rewards increases satisfaction with the programme and loyalty to the retailer, but only for programmes called LP.

Loyalty managers are advised to pay particular attention to the consistency between the type of rewards they offer and the reward programme name that carries them. Contrary to the name LP that leads to me-too programmes, the name CC offers more flexibility to choose the rewards, providing opportunities to stand out from competing programmes.

By building on a new and original theoretical approach, this research is the first attempt to investigate the effect of the reward programme naming decisions on customers' evaluations and responses.

Online retailers are pioneering the incentivization of customers to generate more product reviews by rewarding them. However, little is known about the impact of reward types on customers' review behavior, including review frequency and sentiment. To address this gap, we investigated the effects of different reward types on customers' review behavior and how these rewards influence customers' review behavior.

We collected secondary data and empirically tested the hypothesis by analyzing the change in reward policy. Regression and two-stage Heckman models were applied to investigate the effects, with the latter used to control potential selection issues.

The results revealed that monetary rewards can stimulate customers to generate more positive product reviews. Furthermore, the reward amount has a negative moderating effect on the aforementioned relationship. Additionally, customer tenure negatively moderates the relationship between monetary rewards and review behavior.

This study contributes to the understanding of user-generated content motivation and provides managerial implications for reward programs.

With the development of e-commerce, loyalty programmes (LPs) are gradually being adopted in the online retailing environment to improve consumer loyalty. This article determines the factors that affect consumers' LP participation intention on mobile e-commerce platforms to help these platforms improve their performance.

This article focusses on LP reward types and divides them into self-oriented rewards or altruistic rewards. Two experiments are conducted to test the proposed hypotheses. After online data collection, data analysis is performed.

LP participation intention with altruistic rewards is significantly stronger than that with self-oriented rewards. Perceived value plays a complete mediating role in the impact of reward type on participation intention, while a point leaderboard plays a positive moderating role in the impact of reward type on perceived value.

This study’s findings can improve the design of LPs by mobile e-commerce platforms.

This article focusses on LPs in the online environment, a stream of research that is limited. The results also have implications for prosocial relationship marketing programmes.

Given the controversial nature of the effectiveness of loyalty programs (LPs), this paper examines the effect of a new type of LP, namely green LPs, on consumers' perceived value of LPs. Specifically, the authors identify three types of green LP design and test their impact on perceived value.

An experimental protocol involving 1,016 shoppers was adopted in order to analyze the three types of green LPs identified in the literature.

Supported by social exchange theory (SET), the results show that a green LP can influence the perceived value of LPs. Such programs can drive psychological value in addition to the economic value linked only to monetary incentives. LPs rewarding sustainable behavior appear to be the most significant generators of value.

Since corporate social responsibility (CSR) is now critical to a company's success, this study investigates how firms can integrate it in order to improve the effectiveness of their LP design.

Although manufacturer-initiated rewards are widely used to secure distributors’ compliance, the spillover effect on unrewarded distributors (i.e. observers) in the same distribution channel is under-researched. Using insights from social learning theory, this paper aims to investigate how manufacturer-initiated rewards affect observers’ expectation of reward and shape observers’ compliance toward the manufacturer. Furthermore, this paper explores how such effects are contingent upon distributor relationship features.

To test the hypotheses, hierarchical multiple regression and bootstrapping analyses were performed using survey data from 280 Chinese distributors.

The magnitude of a manufacturer-initiated reward to a distributor stimulates expectation of reward among observers, which enhances compliance; observers’ expectation of reward mediates the impact of reward magnitude on compliance. Moreover, network centrality (of the rewarded peer) negatively moderates the positive impact of reward magnitude on observers’ expectation of reward, whereas observers’ dependence (on the manufacturer) positively moderates this dynamic.

Manufacturers should pay attention to the spillover effects of rewards. Overall, they should use rewards of appropriate magnitude to show willingness to recognize outstanding distributors. This will inspire unrewarded distributors, which will then be more compliant. Furthermore, manufacturers should know that specific types of distributor relationship features may significantly vary the spillover effects.

This study illuminates the spillover effects of manufacturer-initiated reward by opening the “black box” of the link between reward magnitude and observers’ compliance and by specifying the effects’ boundary conditions.