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Cited by 191Employee Performance and ManagementEmployee Performance and MotivationJob Satisfaction and Organizational Behavior

Intrinsic Rewards and Employee's Performance With the Mediating Mechanism of Employee's Motivation

Open access
Manzoor, Faiza, Wei, Longbao, Asif, Muhammad·2021·Frontiers in Psychology
DOI 10.3389/fpsyg.2021.563070PMC PMC8319625
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Abstract

The prime goal of this study is to analyze the impact of intrinsic rewards on the performance of an employee. It also focuses on the role of motivation of the employee as an intervening factor. To achieve this objective, data have been collected through the questionnaire method from small and medium enterprises of Pakistan. A total of 400 questionnaires were distributed to the target population, and 300 were received. To test the hypotheses, the confirmatory factor analysis and the structural equation modeling have been used. The main results of the study have shown a positive and significant impact of intrinsic rewards on the performance of the employee. Specifically, the study reveals that the motivation of an employee significantly mediates the association between intrinsic rewards and the performance of the employee. In the light of the findings, implications are outlined.

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Crossref · 10.3389/fpsyg.2021.563070

Cites

84 of 87 references verified0 citation errors · 0 not checkable

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  • Some employees are more highly influenced by extrinsic rewards, and others are more influenced by intrinsic rewards like appreciation and recognition.

    “Others are more highly influenced by extrinsic rewards, and others are more influenced by intrinsic rewards like appreciation and recognition (Katabalo & Mwita, 2024;Manzoor et al., 2021).”

    From Rewards and Employee Performance in Government Agencies: Evidence from Kampala Capital City Authority (KCCA), Uganda (2026) · cites this paper as Manzoor et al., 2021

    The Discussion (page not provided) says many people respond to monetary rewards and that both intrinsic and extrinsic rewards can motivate workers. The Introduction and Literature Review (pages not provided) identify appreciation and recognition as intrinsic rewards. The paper does not establish that some employees are more influenced by extrinsic rewards while others are more influenced by intrinsic rewards. (LLM, conf=0.83)

    Experimental — accuracy not yet measured

  • Employees are likely to show greater commitment, effort, and performance when they feel that the rewards are fair and meaningful.

    “Employees are likely to show greater commitment, effort, and performance when they feel that the rewards are fair and meaningful (Manzoor et al., 2021).”

    From Rewards and Employee Performance in Government Agencies: Evidence from Kampala Capital City Authority (KCCA), Uganda (2026) · cites this paper as Manzoor et al., 2021

    The Introduction says an efficient reward system can motivate employees and that intrinsic rewards can improve performance; it also links an inefficient system to lack of commitment. It does not establish that employees’ perceptions of rewards as fair and meaningful lead to greater commitment, effort, and performance. The indexed passages have no page numbers. (LLM, conf=0.84)

    Experimental — accuracy not yet measured

  • Employees in East Africa vary in their responses to reward structure depending on institutional context, individual preference, and quality of implementation.

    “Employees in East Africa vary with their responses to reward structure in three contexts; institutional, depending on the individual preference, and performance of the quality of implementation.”

    From Rewards and Employee Performance in Government Agencies: Evidence from Kampala Capital City Authority (KCCA), Uganda (2026) · cites this paper as Manzoor et al., 2021

    The Introduction (page unavailable) discusses reward preferences among Pakistani SME employees and says an efficient reward system can motivate employees whereas an inefficient one can demotivate them. It does not establish that employees in East Africa vary in their responses according to institutional context, individual preference, and implementation quality. (LLM, conf=0.78)

    Experimental — accuracy not yet measured

  • Positive emotional reaction from achievements motivates participants to continue to improve and make lasting behavioral changes when needed.

    “This elicits a positive emotional reaction and works to motivate them to continue to improve as well as make lasting behavioral changes when needed (Ryan and Deci, 2020; Manzoor et al, 2021).”

    From Evaluation and Enhancement of Existing Intervention Programs for Juvenile Delinquency (2023) · cites this paper as Manzoor et al, 2021

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Cites

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Research works printed but not linked: 2

  1. Herzberg F. Mausner B. Snyderman B. B. (1959). The Motivation to Work. New York, NY: John Wiley and Sons. Inc., 195.
  2. Talukder A. Saif A. N. M. (2014). Employee motivation measurement – A descriptive analysis. Bangladesh J. MIS 6, 123– 131. https://www.researchgate.net/profile/Abu-Naser-Mohammad-Saif/publication/303819443_Employee_Motivation_Measurement_-A_Descriptive_Analysis/links/5755a44e08ae0405a5756677/Employee-Motivation-Measurement-A-Descriptive-Analysis.pdf

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Related

Authors
Manzoor, F., Wei, L., & Asif, M.
Affiliations
Zhejiang University (CN)
Corresponding author
Wei, Longbao
ORCID
Venue
Frontiers in Psychology
Publisher
Frontiers Media SA
Published
2021-07-15
Volume
12
Pages
563070-563070
ISSN
1664-1078 (ISSN-L)
DOI
10.3389/fpsyg.2021.563070
PMC
PMC8319625
OpenAlex
W3187017376
Cited by
191
References
86
Citations by year
2026: 31 · 2025: 34 · 2024: 32 · 2023: 72 · 2022: 18 · 2021: 4
FWCI
58.81
Type
journal article
Language
en
Open access
Licence
Locations
  • Frontiers in Psychology (publishedVersion, cc-by)
  • PubMed Central (publishedVersion, cc-by)
  • PubMed (publishedVersion)
  • DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion, cc-by-sa)
Funders
Zhejiang University
Topics
  • Social Sciences › Human Factors and Ergonomics › Employee Performance and Management
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Motivation
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Keywords
intrinsic rewards, employee performance, employee motivation, mediating effect, small and medium-sized enterprises, human resource management

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