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Intrinsic motivation affects job satisfaction and turnover intention. Still, previous motivational studies among real estate brokers (brokers) have primarily focused on extrinsic rewards, leaving intrinsic rewards/motivation practically unexplored. The purpose of this study is therefore to evaluate the role of both satisfaction with intrinsic rewards (SIR) and satisfaction with extrinsic rewards (SER) on job satisfaction and turnover intention among Swedish brokers.

This article is a replication, more precisely an empirical generalization and extension, of Mosquera et al.’s (2020) study conducted among brokers in Portugal. Using a sample of 910 Swedish brokers, the study analyzes a conceptual framework and tests hypotheses by using partial least squares (PLS).

Results indicate that SIR has a very strong impact on job satisfaction, which is not the case in the Portuguese sample. On the other hand, SER does not have an impact on job satisfaction, which is the case in the Portuguese sample. SIR does not have an impact on turnover intention in the Swedish sample, whereas SER does. Job satisfaction has twice the positive impact on turnover intention in the Swedish sample compared to the Portuguese. Furthermore, job satisfaction mediates the relationship between SIR/SER and turnover intention.

Findings of this study extend the existing literature of satisfaction with extrinsic and in particular intrinsic rewards on job satisfaction and turnover intention in the context of the brokerage industry. The most interesting difference between the samples is that Swedish brokers display much higher levels of satisfaction with intrinsic rewards. On the other hand, Swedish brokers appear to be less driven by extrinsic rewards, which is not in line with prior studies within brokerage.

Both managers and students planning to become brokers should consider that SIR has a stronger impact on job satisfaction than SER. What are perceived as intrinsic rewards, however, is highly subjective, which is troublesome from a managerial perspective, even more so as SIR is much harder to influence than SER. Given that intrinsic motivation is primarily a consequence of needs fulfillment, screening of applicants for person-job fit ought to increase job satisfaction and reduce turnover given its focus on the congruence between job demands and worker’s needs, respectively, what a job provides and the worker’s needs.

This study contributes to the brokerage research field by indicating that being a broker differs substantially between countries and that intrinsic rewards matter for Swedish brokers.

Rewards’ management has long been used as a panacea to promote job satisfaction and labour retention. However, the relationship between these variables is not clearly defined in the real estate industry, due to the scarcity of empirical studies. The purpose of this study is to evaluate the role of both satisfaction with intrinsic rewards (SIR) and satisfaction with extrinsic rewards (SER) on job satisfaction and turnover intention in the real estate industry.

Using a sample of 220 employees from the three largest real estate agencies in Portugal, the study analyses a conceptual framework and tests hypotheses by using partial least squares (PLS), along with importance-performance map analysis (IPMA).

Results indicate that both SIR and SER have a positive impact on job satisfaction. However, SER has a stronger impact on job satisfaction. Satisfaction with rewards and job satisfaction are negatively related to turnover intention. Job satisfaction mediates the relationship between satisfaction with rewards and turnover intention. Results also show gender and age differences. SIR is more important for women and younger agents. SER has similar importance for men and women, but higher importance for older agents.

Findings of this study extend the existing literature on rewards satisfaction and turnover intention to the context of the real estate industry. They present a contribution to the current debate on extrinsic vs intrinsic rewards for this particular industry.

Following the results of this research, real estate managers should consider intrinsic rewards because they also play a role for job satisfaction and turnover intentions. Human resource managers should consider identifying employees’ needs and motivations and then implement adequate strategies to promote their job satisfaction because it plays a mediating role between satisfaction with rewards and turnover intention. Reward strategies should also consider gender and age differences by giving women and younger agents more recognition, responsibilities and other intrinsic rewards because they are important for their job satisfaction.

Previous studies on real estate agents rewards appear to have only focussed on extrinsic rewards. To the best of the knowledge, this is the first study to analyse the effects of SIR on job satisfaction and turnover intention in the real estate industry. Also, to the best of the knowledge, this study is original in the use of IPMA to detect gender and age differences.

The purpose of this paper is to explore the relationship between extrinsic, intrinsic and social rewards and two components of organizational commitment and finally Chinese workers turnover intention in public and private sector.

A questionnaire was utilized as the method for data collection. Structural equation modeling was utilized to examine survey data obtained from 202 employees in the southern part of China.

The findings exhibit that extrinsic, social and intrinsic rewards were significantly related to affective and normative commitment. Findings suggest that satisfaction with extrinsic benefits, supervisor support, coworker support, autonomy, training and participation in decision making has substantial impact on employee’s affective and normative commitment. However, affective and normative commitment was negatively related to employee turnover intention.

This study covers different public and private-sector organization employees working in China. Therefore other geographical areas could be designated for future research endeavors with a bigger sample size.

With the purpose of boosting employee commitment, managers must provide their employees with greater autonomy, appropriate training and participation in decision making in the organization, as well as enhancing supervisor and coworker support.

This research investigates how Chinese employees with different categories of organizational rewards react to different kinds of organizational commitment and turnover intention in Chinese organizational context.

The purpose of this study is to develop and empirically test a theoretical model of antecedents and consequences of perceived job security of professional accountants. This study contributes to the literature by examining the mediating role of perceived job security between the reward management system and the ethical job performance of professional accountants.

A survey was used to collect responses from professional accountants at small- and medium-tier accounting firms in Pakistan. Of the total 313 circulated research instruments, 270 were completed producing a response rate of 86%. The hypotheses were tested by performing structural equation modeling, confirmatory factor analysis and correlation using SPSS 24 and AMOS 25.

Findings specify that the perceived job security of professional accountants partially and fully mediates the relationship between their ethical job performance and intrinsic and rewards, respectively. Additionally, reward management systems including intrinsic and extrinsic rewards have a significant impact on the ethical job performance of professional accountants.

The findings of this study may have significant implications for researchers for examining the subjects' perceived job security in enhancing the overall performance of the firms. The findings may also benefit domestic and international accounting firms for recognizing the importance of rewards and job security for enhancing the ethical performance of accountants.

This study is the first to provide empirical evidence for the importance of perceived job security for professional accountants in Pakistan. The current research also provides sharper insights into establishing the direct impact of both extrinsic and intrinsic rewards on professional accountants' ethical job performance.

Although China is beginning to emerge on the world economic stage, many Chinese workers are newcomers to the Western notions of leadership. Those examining leader behavior and follower motivations should consider unique traditions that influence the motivation process in other cultural settings. The purpose of this paper is to address this issue.

The approach is the theoretical adaptation of the congruent temperament model based upon personal experience and study of Chinese history and culture.

A valid criticism of the congruent temperament model is the exclusion of distinctive cultural norms, as Western ideas of leadership, personality, and motivation may not be congruent with other cultures. This article, modifies this paradigm by acknowledging the influence of various culturally specific work motivation catalysts (e.g. guanxi, mianzi). Although the original model lacks universality, the general framework can be adapted to account for cultural differences.

The greatest limitation is the conceptual nature of the graphical representations provided. As such, empirical testing of the proposed relationships should commence to ascertain support.

As China moves rapidly towards global integration, an attempt to understand leadership and work motivation in relation to Chinese workers is certainly warranted. Western leaders must consider cultural variables as they strive to provide effective leadership.

Cultural diversity and globalization mandate the development of models appropriate for unique cultures. This is the first attempt to adapt the congruent temperament model to Chinese followers and provides a defined conceptualization that lends itself to intellectual debate and empirical inquiry.

While the business process management (BPM) literature highlights the significance of aligning employee appraisals and rewards practices with business processes, little is known about the realization. The purpose of this paper is to concretize the impact of process-oriented appraisals and rewards on business process performance and to provide empirical evidence on how organizations actually align their appraisals and rewards practices with BPM.

A mixed-method approach has been employed by combining survey results with case studies to offer first-hand evidence. Survey data have been used to quantify the real impact of process-oriented appraisals and rewards. Next, case studies with 10 organizations have allowed us to gain deeper insight into organizational practices for making appraisals and rewards more process-oriented.

The survey proves that process-oriented employee appraisals and rewards positively affect performance if different employee levels are involved. The case studies reveal similarities and differences in alignment efforts across organizations, based on pattern-matching and a multidimensional analysis, resulting in four alignment patterns.

The findings extend knowledge about appraisals and rewards within a business process context by providing a quantification and pattern refinement, which specifically advance a BPM-facilitating culture.

Managers and executives benefit from the recommendations for a gradual BPM adoption to improve the success of their business processes and their people-related practices.

The authors offer one of the first in-depth, cross-disciplinary studies that intend to bridge between the disciplines of BPM and human resource management (HRM).

The purpose of this paper is to investigate employees' work motivation in China. It aims to give answers to two questions: what motivates employees in China? What are the effects of personal characteristics on work motivation for employees in China?

The study used convenience sampling to select the sample and the respondents were randomly selected from employees of six organizations, from people in the personnel market and also from people walking around in shopping centres in a very representative city of China – Ningbo. Then, descriptive statistics, t‐test (one sample t‐test, independent sample t‐test and one‐way ANOVA), regression analysis and scatter plots were used to analyze the data.

The findings of the study are: all the 15 motivation factors listed in the questionnaire, including good pay, promotion, desirable work environment, good welfare package, good bonus system, good company policy, good interpersonal relationships, good supervisors, job security, the opportunity to use my ability, a sense of challenge and achievement, positive recognition, autonomy, self‐actualization and interesting job, do motivate employees in China; good pay is the most important motivator for employees in China; employees' work motivation is affected by their personal characteristics.

It is believed that these findings can assist organizations in China, those located in Ningbo in particular, in effectively motivating their employees. It may also be applied to organizations located in other parts of the world which have Chinese employees.

This paper critically evaluates the effect of participation in budget target setting in an effort to increase the probability of an organisation’s goals being achieved and, in so doing, considers some of the numerous theories of motivation. Such theories include Maslow through to equity and expectancy theories. However, given that there are a multiplicity of variables at work here, the author concludes that the effect of participation is situation specific and dependent upon such variables: there is no “perfect” budgeting system.

The purpose of this paper is to draw upon exchange theory to test the moderating effect of perceived inflation on dual commitment among a sample of health professionals in Ghana. The authors test this effect on the unilateral contributions of commitment to the organization and commitment to the professional association.

Survey questionnaires were used to elicit responses from 141 health professionals in Ghana. Least square moderated regression analysis was employed to test the hypothesized relationships.

The authors found that respondents do exhibit dual commitment to the organization and the professional association. The findings also supported the hypothesized moderating effect of perceived inflation on the contribution of the unilateral commitments to dual loyalty. Perceived inflation alters the contributions from the predictors, hence, reducing dual commitment.

The study sampled only public sector employees, but the authors do not consider this a fatal flaw since the public sector in Ghana employs a large percentage (51 percent) of the workforce. Future research should focus on the private sector to increase the generalizability of the perceived inflation construct.

Perceived inflation can have adverse effects on workplace attitudes, including dual loyalty to the organization and to the union. But the finding also suggests that, in periods of inflationary pressures, high affective commitment can benefit the organization. The perceived reduction in the value of the economic exchange clearly has implications for compensation policy for the public sector in Ghana.

Researchers have examined the perception of inflation on consumer behavior, but none has investigated the inflationary influence on workplace attitudes. This study extends the conceptualization of the index of perceived inflation and the psychology of inflation to the management literature. This study is the first to investigate the effect of perceived inflation on commitment.

Cognitive evaluation theory (CET; Deci, 1975), SDT's first mini-theory, was built from research on the dynamic interplay between external events (e.g., rewards, choice) and people's task interest or enjoyment – that is, intrinsic motivation (IM). At the time, this research was quite controversial, as operant theory (Skinner, 1971) had dominated the psychological landscape. The central assumption of operant theory was that reinforcement contingencies in the environment control behavior, which precluded the existence of inherently satisfying activities performed for non-separable outcomes. During this time, Deci proposed that people – by nature – possess intrinsic motivation (IM), which can manifest as engagement in curiosity-based behaviors, discovery of new perspectives, and seeking out optimal challenges (see also Harlow, 1953; White, 1959). IM thus represents a manifestation of the organismic growth tendency and is readily observed in infants' and toddlers' exploratory behavior and play. Operationally, an intrinsically motivated activity is performed for its own sake – that is, the behavior is experienced as inherently satisfying. From an attributional perspective (deCharms, 1968), such behaviors have an internal perceived locus of causality, as people perceive their behavior as emanating from their sense of self, rather than from experiences of control or coercion.