Organizational success is dependent upon employee productivity and commitment to meeting the expectations set before them by their direct supervisor. An abundance of research that spans more than a century has attempted to identify what makes employees meet and exceed expectations. Throughout the research the value of the establishment of employee job satisfaction has been hailed as the underlying motivator for employee performance. One catalyst of job satisfaction has been identified as intrinsic rewards. A supervisor’s use of intrinsic reward practices can lead to an employee’s positive assessment of their job, and the organization, which translates into increased motivation, productivity and organizational commitment. A gap that has remained in the literature is the identification of the intrinsic rewards most in demand by employees for the creation of job satisfaction. This generic qualitative inquiry begins to narrow this gap by gathering the perspectives of 20 non-managerial, private sector employees. The findings of this study indicate that employees are looking for five actions from their supervisors: the use of verbal recognition, public support of their efforts, a display of trust, non-verbal recognition, and a personal connection.
|Subjects||Behavioral psychology; Management; Labor relations|
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