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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.

This study aims to investigate the extent to which franchisees are satisfied with the attainment of their personal goals in business. Although franchising continues to be exploited in the business sector, research and studies of franchising were scarcely mentioned in the organizational literature. Obviously, franchising as a body of knowledge has been studied mostly from the franchisor’s perspective than on franchisees. Within franchisee literature, studies on people’s motivation to become a franchisee have received some attention and provided little understanding, but no study has ever measured to what extent franchisees are satisfied with their personal goals in the business.

To investigate the hypotheses, a positivist approach is chosen as the philosophical foundation of this study, and all methodological aspects related with this approach are used in this study. A total of 204 franchisee entrepreneurs in Malaysia were surveyed and answered self-administered questionnaires.

In general, statistical analysis suggests franchisees were satisfied with their goals attainments. However, further analysis shows that franchisees were mostly satisfied with intrinsic rewards goals, followed by perceived autonomy goals and family concern goals. Surprisingly, franchisees have less satisfaction with economic gain goals comparatively with other goals. Moreover, based on the conceptual analysis and empirical evidence, hierarchy of economic goals and hierarchy of family goals are discovered. Besides, this study does suggest that franchisees’ sustainability in the business may be affected by attainment of their personal goals.

This paper studies franchising from a franchisee’s perspective and from a non-Western perspective. It investigates whether franchisee entrepreneurs share similar goals compared with other types of entrepreneurs and to what extent franchisees are satisfied with their personal goal attainment in the business.

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.

The aim of this paper is to focus on reducing employee dissatisfaction and withdrawal in major, consultant designed, change programs by increasing intrinsic rewards.

A survey of 585 employees and 31 team leaders involved in ten change programs across seven companies, 25 business units, and three countries was used to collect employees' sense of intrinsic rewards, innovation, satisfaction with their organization, and intentions to stay at the start of the change effort and one year later.

Employees reported higher levels of intrinsic rewards (meaningfulness and choice) one year into a change program compared to at the start of the change effort. Intrinsic rewards related positively with satisfaction with the organization and intentions to stay at both time periods, with programs supportive of employee innovation further enhancing employee satisfaction and retention more strongly during the change effort.

While the sample was large, and the authors obtained team leader perspectives in support of the findings, the study involved surveying samples of employees on programs where the team leader had sufficient rapport to obtain voluntary employee responses.

Consultants and managers involved in planned change can increase the support for the change through enhancing the intrinsic rewards of employees involved in the change program.

By examining the work motivation of employees undergoing a change program the authors were able to identify ways in which consultants and managers can increase employee satisfaction with their organization and intentions to stay with it.

The main purpose of this paper is to explore cross‐national differences in job satisfactions and its determinants over time (1989‐2005), which, in turn, impact long‐term worker productivity and performance.

Utilizing non‐panel longitudinal data from the International Social Survey Program on Work Orientations I, II, and III for 1989, 1997 and 2005, various bivariate and multivariate descriptive statistics and ordinary least squared regression analysis are used to explore the relationship between job satisfaction and its key determinants cross‐nationally in six countries (West Germany, Great Britain, the USA, Hungary, Norway and Israel).

For all countries, findings clearly show that intrinsic rewards explain the most variance in the respondents' job satisfaction, followed by work relations with management. In contrast, public service motivation‐fit (PSM‐fit) and work relations with co‐workers are found to play a less prominent role in shaping job satisfaction. Additionally, findings show that the above‐mentioned determinants of job satisfaction vary by country. Additionally, apart from age, which is found to be a significant antecedent of job satisfaction for 1989, 1997 and 2005 waves, the significance of the personal antecedents tends to vary with each wave.

The primary limitations to this research relate to the use of a pre‐existing dataset. The measurement of the study variables, particularly job satisfaction and public service motivation (PSM), is constrained by the limited single‐item measurement scales used in the surveys. Additionally, the measurement scale of PSM could be more rigorous. Data collected from self‐completed survey such as this can also suffer from common method variance; the respondents may have a distorted perception of their organizational conditions. Despite these limitations, this research supports the descriptive literature and empirical studies that look at job satisfaction, PSM, workplace rewards, and interpersonal dynamics.

In an increasingly competitive global market, more and more organizations have to ask the difficult question, “How can we get more out of our employees?” However, though there are diverse “quick‐fix” methods to achieving rather short‐term gains in worker productivity and performance, long‐term and enduring improvement requires a strengthening and spreading of core organizational values and beliefs that increase overall worker satisfaction to help create a high engagement and achievement organizational culture.

The main contribution of this paper is in looking at cross‐national differences in worker satisfaction and its determinants cross‐nationally over a 16‐year period. Additionally, the paper develops and justifies the use of a new construct, PSM‐fit, as an important component to understanding job satisfaction.

Do gender differences in expected rewards contribute to gender differences in job satisfaction?

This paper utilizes data collected from over 9,400 employees in five economically and culturally diverse former socialist economies, first, to determine whether there are gender differences in desired and expected rewards, and second, to assess whether the link between job satisfaction and expected reward varies by gender or reward desirability.

This paper finds that for women, job satisfaction is positively linked to both extrinsic and intrinsic rewards, but for men, job satisfaction tends to be positively linked to extrinsic rewards. When reward desirability is included, more often for women than for men, non‐monetary rewards are positively linked to job satisfaction regardless of whether they are viewed as desirable. Among men, the link between job satisfaction and a particular reward tends to be stronger if the reward is desired, although for job security this result holds for women as well. While own earnings tend to be positively linked to job satisfaction, comparison earnings are not statistically significant among most groups of respondents. Finally, we find that the magnitude of the estimated partial effect of increasing the expectation of receiving a particular reward tends to be greater for men than for women.

By focussing on gender difference results that are common across these five diverse countries, we are able to add information that will prove useful in developing a more global perspective of factors influencing job satisfaction and worker performance.

This paper identifies gender differences in desired and expected rewards, both intrinsic and extrinsic, enabling us to more systematically explore gender differences in the link between job satisfaction, expectations, and reward desirability. Because our data come from employees in over 600 workplaces, we are able to control for an extensive number of worker, job, and workplace characteristics, which allows us to investigate in more detail, not only our primary objective – gender differences in the link between job satisfaction and expected rewards – but also several related topics: the proposition that women generally have lower workplace expectations, the link between job satisfaction and comparison earnings, for example.

Many marketplace examples suggest that using gamification in the online retail shopping context boosts sales and positively affects customer loyalty. Nevertheless, more research is needed to understand the effects of digital games on consumer behavior and their underlying psychological mechanisms. Therefore, this article explores how combining games and monetary rewards impacts customer satisfaction, loyalty and word-of-mouth (WOM) intentions.

To test our hypotheses, we designed two online laboratory experiments to stimulate an online shopping situation, as gamification in online retailing has the potential to affect an important set of outcomes for service firms throughout the consumer decision process (Hofacker et al., 2016).

The results of two lab experiments demonstrate that playing a shopping-related game without monetary participation incentive positively influences all three relational outcomes because games enhance consumers' enjoyment of the overall shopping experience. However, our findings also show that monetary rewards used to incentivize game participation diminish these effects. Gamification loses its positive effects if games are combined with monetary rewards, as consumers no longer play games to derive inherent enjoyment, but rather the extrinsic motivation of receiving a discount. We draw managerial implications about how gamification effectively and profitably fosters strong customer relationships and thus increases customer lifetime value and equity.

This research is the first to investigate the combined effects of gamification and price discounts that require consumers to play the game in order to receive the discount. Focusing on an online shopping context, this article contributes to research on motivation by providing new and more nuanced insights into the psychological process underlying the gamification effects on consumer' long-term attitudes (i.e. satisfaction) and relational behaviors (i.e. positive WOM and loyalty) toward a retailer.

Based on our findings, we provide recommendations for marketers that explain how gamification can be a profitable and efficient tool to foster strong customer relationships. Retail managers should use gamification as a less costly alternative to typical price discounts.

Two laboratory experiments investigate how the separate and combined use of games and price discounts affects consumers' satisfaction, positive WOM intentions and loyalty. Playing a shopping-related game increases satisfaction with the retailer and positive WOM intentions as well as loyalty. Monetary rewards used to incentivize game participation eliminate the positive effects of gamification.

The purpose of this paper is to investigate the mediation effect of work performance and organizational commitment in the relationship between reward system and employees’ work satisfaction.

The study population constituted all employees/permanent employees (civil servants and non-civil servants) at Bank of BNI, Bank of BRI, Bank of Mandiri, and Bank of South Sulawesi. The analytical method used to test the hypothesis of the research was structural equation modeling.

Based on the analysis results, it can be concluded that the extrinsic reward system and the intrinsic reward system have a direct, significant effect on work performance and organizational commitment, and work performance and also organizational commitment have a direct, significant effect on work satisfaction. On the other hand, the extrinsic reward system and the intrinsic reward system have no direct effect on work performance, but work performance and organizational commitment as mediation variables bridge the relationship between the extrinsic reward system and the intrinsic reward system to work satisfaction.

Mediation effect (using the Sobel test) of work performance, and organizational commitment in the relationship between Reward Systems on work satisfaction, location of the study (no previous research for this relationship): Bank of South Sulawesi, Indonesia.