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This paper aims to examine whether rewards incentives of non-state-owned enterprises can settle the matters of motivation lack, strained labor relations and frequent labor-capital conflicts and realize co-win cooperation of workers, enterprises and the society.

Based on the data of 1,617 questionnaires in 257 enterprises, this research reveals the total rewards factors that affect the labor motivation of non-stated-owned enterprises in China and improve labor productivity by adopting the hierarchical linear regression analysis and multi-group path analysis, and establishes a new model of win-win cooperation between labor and capital and the society through the incentive function of these elements by stimulating the enthusiasm of workers, improving labor productivity, increasing profits, expanding capital accumulation and absorbing labor force.

The authors have discovered that in general the main incentives that stimulate the enthusiasm of employees are the factors of performance and recognition and development and career opportunity in total rewards. The factor of benefits also has a significant incentive effect on employees in the western area of China, migrant workers with lower education and male employees, but negative effect on the post-1990s employees in non-state-owned enterprises. However, the compensation factor should be used with caution when encouraging employees in eastern region and the post-1980s. The total rewards factors of development and career opportunities and the performance and the recognition and benefits should be used to motivate workers to improve labor productivity, increase corporate profits and absorb more labor force, which is a long-term solution to win-win cooperation between labor and capital and social sustainable development. It is an important way to increase profits and absorb more labor force by increasing employee’s human capital investment and improving labor proficiency of employees under age 45. The conclusions provide new effective management methods for non-state-owned enterprises in China.

As a consequence, it will encourage employees to improve labor productivity and increase profits and thus absorb more labor force, if we use these factors of performance and recognition, development and career opportunity and benefits integratedly, we will find a permanent solution that the two sides of the labor and management and the society enjoy a win-win cooperation.

The research will provide theoretical basis for non-state-owned enterprises to apply a new and effective management style so that we can establish a win-win cooperation between the labor and management. What’s more, the research will develop the Dual Economy Theory of Lewis and the employment theory of Keynes and will also provide a theoretical basis for the realization of Taylor’s harmonious industrial relations.

This paper aims to examine the validity of contingent reward and its relationship to extra effort and to further advance understanding of the leader/follower performance reward relationship.

The concept of contingent reward has largely remained unchanged since 1985. Consequently, the items of contingent reward were examined in terms of their content validity that was guided by transactional leadership theory, re‐formulated path‐goal theory of leadership, and negotiation theory. Three new contingent reward factors were identified (i.e. framing, clarifying, and rewarding). These were examined using one‐factor congeneric measurement models. Valid factors were identified using a high‐order confirmatory factor analysis to further confirm the structural validity of the three new factors of contingent reward. Finally, structural equation models were calculated to examine the relationships among contingent reward factors and extra effort.

Three distinct factors of contingent reward were identified and their relationships with extra effort was consistent with the integrative negotiation strategies where each factor formed part of a negotiation process. Contingent reward (framing) initiates the negotiation process and directly loads on contingent reward (rewarding and clarifying); contingent reward (framing) did not directly load on to extra effort. Contingent reward (rewarding) supports the negotiation process by loading directly on contingent reward (clarifying). The negotiation process is completed with contingent reward (clarifying) directly loading on extra effort. These three contingent reward factors form a simple negotiation process that highlights several important aspect of the leader/follower reward performance relationship.

This study uses a cross‐sectional design that means that its findings may not be generalisable to other populations. However, the findings of this study should encourage researchers to appreciate that common leadership behaviour, like contingent reward, may have more complex interrelationships with outcome factors such as extra effort than previously expected.

Leaders should view their use of contingent reward behaviours in terms of a process rather than simply exhibiting a single clarifying contingent reward type behaviour. In other words, leaders need to establish the boundaries (i.e. framing), acknowledge involvement (i.e. rewarding), and then elucidate mutual outcomes (i.e. clarifying). This process should enable leaders to negotiate greater flexibilities and create more momentum within their leader/follower performance reward relationships.

This paper challenges the foundation ideas and empirical pedigree of contingent reward and incorporates advances in theories such as the reformulated path‐goal theory and interpret the behaviours in a broader multi‐disciplinary context, i.e. integrative negotiation strategies.

This paper aims to compare the psychometric properties of the Research Motivation Scale (RMS) from faculty in schools of education in American research universities to previous findings on this scale when administered to science, technology, engineering and mathematics (STEM) faculty.

This study was an exploratory, quantitative study using survey research methods, and utilizing confirmatory and exploratory factor analyses and statistical tests of population differences.

Results indicate an adequate fit to a previously found three-factor structure. However, a new four-factor model, accounting for 47 per cent of the variance, was identified as a better fit: failure avoidance, intrinsic reward – satisfaction, intrinsic reward – joy and extrinsic reward. The overall reliability for the entire measure was 0.76. Intrinsic motivation and failure avoidance were rated statistically more important by education faculty than STEM faculty.

As an exploratory study and because of the chosen research approach, generalizations may be limited and further research in this area is recommended.

This study contributes to the literature on RMS with data from education faculty. Results support conceptual frameworks regarding faculty outcomes and professional growth, and suggest ways faculty may be encouraged to increase research productivity.

This paper includes implications for societal support for research institutions by modeling factors that affect faculty motivations to produce research and thereby increase institutional productivity.

This study builds on conceptual frameworks, explores the use of the RMS with education faculty and compares faculty motivation to conduct research across disciplines.

A major requirement and practice in human resource management of an organisation is the award of appropriate reward packages to employees. This paper aims to examine the importance attached to reward packages by personnel of quantity surveying firms (QSFs) and the level of adoption of the packages with a view to develop important ones that can enhance quality of performance and reliability of the employees.

Questionnaires were administered on registered quantity surveyors employed in QSFs in the study area, which was Lagos State, Nigeria. Mean item score and chi-square were used to examine the significance of importance attached to available reward packages by employees, whereas factor analysis was used to highlight and group identified available reward packages.

Basic pay, that is salary and wages, is the most important and mostly used reward package, whereas the least are service recognition and profit sharing. Most of the reward packages were found to be important to the development of QSFs, and the variables were extracted and grouped into eight components.

As much as basic pay is a global and traditional reward system, managers and directors of QSFs should ensure that personnel with long-term commitment to the mission and vision of the company are duly recognised and rewarded accordingly. More so, profit from the proceed and benefits of the company should be shared in an appropriate manner, especially if employees are involved in securing jobs from clients.

The effect of changes in commodity prices on factor rewards is studied in the multi-commodity, multi-factor case. It is shown that the inverse of the distributive share matrix must satisfy the following restriction: it cannot be anti-symmetric in its sign pattern. This means that one cannot partition the commodities into two groups (I and II) and factors into two groups (A and B), such that all factors in group A benefit (nominally) from all commodity price increases in group I, and simultaneously all factors in group B suffer from all commodity price increases in group II. It turns out that this is also the only sign-pattern restriction imposed by the general nature of the relationship of commodity prices and factor rewards.

The purpose of this paper is to examine the extent to which the constructs of professionalism (Hall, 1968), rewards (Bartol, 1979) and job satisfaction (Stamps and Piedmonte, 1986; Hampton and Hampton, 2004) can be used as valid predictors of organizational commitment (Porter et al., 1974) in an emerging economy context.

Using pre-existing scales for these constructs, the authors collected data from 277 ICPAU licensees’ and carried out a factor analysis to examine their validity. Given the relevance of the organizational-professional conflict (OPC) debate to performance in public and private sector organizations, the authors use ANOVA to assess whether there are significant differences between CPAs in the private and public sectors. We also develop a structural equation model to assess the extent to which organizational commitment can be explained by professionalism, rewards and job satisfaction.

The findings show that the four scales can be used as valid measures in an emerging market environment, albeit with some modifications. The correlations between the study variables are significant (p<0.01) but weak. There are also no significant differences between the scores of private and public sector Certified Public Accountant (CPAs) on professionalism, rewards and organizational commitment. However, there is significantly lower job satisfaction amongst CPAs employed in the public sector. The authors also find that job satisfaction is the best predictor of organizational commitment. Professionalism and rewards are weak predictors of organizational commitment. The fitted model shows that there is a weak fit between organizational commitment and professionalism, rewards and job satisfaction (GFI=0.86, RMSEA=0.086).

The authors modify the extant measurement scales for use in emerging market conditions and show that with some adjustment, they are robust measures of the study variables. The paper also extends the organizational commitment (OC) debate to emerging market conditions and shows that rewards on their own are not enough to ensure organizational commitment amongst professionals. It is important to improve job satisfaction through more enriching work experience.

The growth in online shopping activities has made online reviews a useful information source for customers. At the same time, the number of shoppers sharing their experiences through reviews has also increased. Not enough research has been undertaken in the past to examine a comprehensive set of factors that influence review posting behaviour. Further, the influence of personality traits on such behaviour is mostly unexplored. The study aims to examine the impact of the system’s usefulness and ease of use, along with shoppers’ motivation for writing reviews, namely, rewards and associated costs.

Using the 3 M model of personality traits, this paper examined the impact of these personality traits on customers’ intent towards writing online reviews. A detailed review of the literature was undertaken to ascertain the pertinent factors, and the corresponding validated scales were obtained. The primary data was collected using an offline survey method, and 275 valid responses were recorded. The hypotheses were investigated through structural equation modelling on analysis of a moment structures 22.0.

The study observed the significant effects of both ease of use and usefulness, on shoppers’ attitude. This favourable attitude was further found to have a positive effect on shoppers’ intention to write reviews. Of the eight personality traits as predictors of shoppers’ intention to provide reviews, three (neuroticism, agreeableness and openness) were observed to be significant predictors. It was noted that intrinsic rewards influenced shoppers’ intention. Conversely, extrinsic rewards were found to be insignificant in influencing shoppers’ intention. Costs had a significant negative impact on the intention to write reviews.

The study presents theoretical and managerial implications. This paper suggests that for writing online reviews, the customers must perceive the review system to be simple, convenient and easy to use. It is pertinent for them to comprehend the usefulness of such reviews. Electronic retailers must highlight how the reviews are read and considered in making buying decisions. They must develop a system that enables the review writers to know the number of shoppers who have purchased the product after reading a particular review. E-retailers must strategize to highlight the intrinsic rewards available for shoppers to motivate them.

The present study examines the factors that motivate and influence shoppers to write online reviews. Using the conceptual framework of technology acceptance model, the self-determination theory and the 3 M framework of personality traits, the study investigates the factors that motivate shoppers to write reviews. The most significant aspect of the present study is the inclusion of eight personality traits for deciphering the relationship between personality traits and the intention to write reviews.

The purpose of this study is to examine the attitude of faculty members towards knowledge-sharing in the University of Education, Lahore. The impact of personal and organizational factors that may contribute to effective knowledge-sharing among the university’s teaching staff is also analyzed. The factors affecting the willingness of the faculty members to share knowledge are broadly classified as “organizational” and “personal” factors.

A questionnaire-based survey was conducted on permanent teaching staff working at different campuses of the University of Education all over the province of Punjab, Pakistan. The survey instrument for this study was adapted from four studies. The questionnaires were distributed among 246 faculty members personally.

The findings of the study showed that the faculty members were familiar with the importance of knowledge-sharing and were also interested in sharing their knowledge and expertise with others. The results showed that organizational factors (trust, reward system and organizational culture) played a vital role in enhancing the knowledge-sharing attitude of faculty members. The impact of these factors on knowledge-sharing attitude was significant.

This is the very first study which explored the personal and organizational factors of knowledge-sharing in a specific academic institution from Pakistan. The findings of the research provided useful insights to the management of the University of Education particularly and other universities in general to design strategies for enhancing knowledge-sharing culture in the higher education institution. These findings may also be helpful for other developing countries.

Regardless of extent of substitutability and complementarity in a conventional general equilibrium model with three factors and two sectors, there is no possibility that factor rewards of the extreme factors will reverse their ranking in response to a change in relative prices.

The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment.

Data was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region.

The analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention.

This study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.