Essays on Intrinsic Work Value Reward Dissonance and Work Satisfaction Case Study

Download full paperFile format: .doc, available for editing

The paper "Intrinsic Work Value Reward Dissonance and Work Satisfaction" Is a wonderful example of a Management Case Study. Success for every business has some critical factors. It is important that these factors are molded. Motivation is one of them. Motivated people are more content and have a higher focus. Employees feel a part of the company if they are motivated and satisfied. An employee who is satisfied feels a part of the organisation. This helps to bring the best out of them. Using motivational tools on them reap beneficial results as they are satisfied which gets transformed into performance. Motivation thus is a continuous process where the effort of the management in the right direction brings the best out of employees.

Organizations need to find the areas for each employee and working on them will reap the better results. It is an observed fact that employees get motivated through intrinsic and extrinsic rewards. Intrinsic rewards are rewards that provide growth and social status whereas extrinsic rewards are money. Organizations need to find out those and use the appropriate tool to motivate the employees. A study in this direction shows that “ when an employee is motivated the communication process passes without any barrier and information flows freely through the organization as the employee feels a part of the organization and shares the same common goal” .

(Alexander, Page & Wentling, 2003) This thereby benefits the organization and helps the organization to grow. The motivational theories developed until now can be divided into two. They are “ Early Theories of Motivation” and “ Contemporary Theories of Motivation” . (Robbins, Judge, Millet, Waters-Marsh T, 2008) Both these theories focus on the same i. e.

motivation of the workforce. One such motivational theory is the equity theory. It says that “ employees compare their output to their inputs so as to evaluate the equity in the organization. They do it by comparing their efforts, experience, education to their salary level, and recognition” . (Robbins, Judge, Millet, Waters-Marsh T, 2008) While doing so they lay stress on the peers’ evaluations so that equity prevails when a comparison is done. The employees here compare their performance between the employees in the same organization, different organizations, in the industry, based on gender and another mechanism to ensure that there is equity.

In case there is no equity it creates a situation where employees feel cheated. This takes a toll on their performance and de-motivates them. (Chapman, 2005) This is a situation that was prevalent in Belcher Ltd. Emily Linden who had performed brilliantly in the first year was not recognized for her work. This created inequity as Paul Kennedy who didn’ t perform as well as Emily Linden was given better rewards. This forced Emily to refrain from work.

She knew her efforts would not be recognized which dipped her performance and made her think in the line with leaving the organization. Equity is provided through a mechanism of organizational justice. Organizational justice looks towards providing fairness in the dealing. It can further be divided into three i. e. “ Distributive Justice (every employee got what one deserved), Procedural Justice (the process used to give justice was fair and free from biases) and Interactional Justice (treating the employee with respect and dignity)” . (Robbins, Judge, Millet, Waters-Marsh T, 2008)


Alexander A, Page V & Wentling T, 2003, “motivation & barriers to participation in virtual knowledge sharing”, Volume 7, Issue 1, MCB UP Ltd

Chapman A, 2005, “Adam’s equity theory”, Leadership & management, Business Balls

Porfeli E & Mortimer J, 2010, “Intrinsic work value reward dissonance and work satisfaction during young adulthood”, Journal of Vocational Behaviour, Volume 76, Issue 3, page 507, Orlando

Jay J, 2010, “Lead & Motivate: not just your team but yourself too”, Super Vision, Volume 71, Issue 6, page 11, Burlington

Kootungal L, 2010, “Survey: Rise in Optimism”, Oil & Gas Journal, Volume 108, Issue 7, page 1, Tulsa

Robbins S, Judge T, Millet B, Waters-Marsh T, 2008, “Organisational Behaviour”, 5th edition, Pearson Education

Stephen R and Timothy J, 2007, Organisational Behaviour, 12th Edition, Prentice Hall of India Private Limited, New Delhi

Smith, Robert D, 1994, “the psychology of work and human performance”, 2nd edition, New York, Collins

Tymon W, Stumpf S & Doh J, 2010, “Exploring talent management in India: The neglected role of intrinsic reward”, Journal of World Business, Volume 45, Issue 2, page 109, Greenwich

Yamamura J, Birk C & Cossitt B, 2010, “Attracting & Retaining Talent: The importance of first impression”, The CPA Journal, Volume 80, Issue 4, page 58, New York

Download full paperFile format: .doc, available for editing
Contact Us