• The Journal of the Korea Contents Association
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• v.13 no.10
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• pp.495-510
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• 2013

The purpose of this study was to explore the effects of work rewards on the organizational effectiveness including mediator role of self-efficacy, and also the work rewards was divided into three categories of task rewards, organizational rewards and social rewards, organizational effectiveness into two categories of organizational commitment and job satisfaction. Research findings are follows; First, job diversity and job challenge of task rewards, payment of organizational rewards, superior support of social rewards have a positive influence on organizational commitment. Second, job diversity, job challenge and job autonomy of task rewards, superior support of social rewards have a positive influence on job satisfaction of finance public enterprise employees. Third, tested mediator role of selt-efficacy between work rewards and organizational effectiveness, and found out moderating roles between work rewards and organizational commitment, but its role between organizational rewards and job satisfaction was found only in job stability of organizational rewards. In terms of the results of this study, the theoretical and practical implications of the findings were discussed and directions for future research were presented.

• The Journal of Industrial Distribution & Business
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• v.9 no.7
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• pp.71-82
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• 2018

Purpose - This study examined the effects of intrinsic and extrinsic motivation on employee creativity. Past research has consistently shown that intrinsic motivation is positively related to creativity. Yet conflicting results have been reported about the relationship between extrinsic motivation and creativity. To explore the reason why extrinsic motivation can either help or hurt creativity, we examined the role of contingent rewards as a moderator and tested whether either tangible or intangible rewards contingent upon creative performance significantly impact the relationship between extrinsic motivation and creativity. Research design, data, and methodology - Survey data was collected from employees working for diverse organizations in Korea through online research firm. Only employees who reported their job or organization provided opportunities to use their creativity were allowed to continue the survey. Out of 305 initial responses collected, those with too much missing data were deleted, which finally left 278 responses for statistical analyses. To examine the validity of the measurements, confirmatory factor analysis was first conducted. Next, to test the hypothesized relationships, multiple hierarchical regression analyses were conducted. Results - As hypothesized, both intrinsic and extrinsic motivation had positive effects on creativity. It was shown that contingent rewards did not influence the positive relationship between intrinsic motivation and creativity, but did significantly moderate the relationship between extrinsic motivation and creativity in a way that tangible rewards strengthened the relationship while intangible rewards mitigated the same relationship. Conclusions - This research enhances our understanding on the relationship between motivation type, rewards, and creativity. Intrinsically motivated employees showed a high level of creativity regardless of whether rewards were expected or not. In contrast, extrinsically motivated employees showed more or less creative behavior depending on whether they were expected to have tangible or intangible rewards. As extrinsic motivation is typically associated with tangible rewards such as pay, promotion, etc., tangible rewards were seen to be more effective in promoting creative performance from extrinsically motivated employees than intangible rewards. Our findings make a significant theoretical contribution to reconcile prior inconsistent findings. Furthermore, they provide useful insights for managers and organizations into developing effective strategies for facilitating employee creativity.

• The Journal of Asian Finance, Economics and Business
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• v.6 no.2
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• pp.287-298
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• 2019

The purpose of this study to investigate the impact of rewards on job satisfaction and whether economic trends moderate the relationship of job satisfaction and rewards or not. Furthermore, this study also investigates whether the relationship between job satisfaction and reward is linear or nonlinear and whether the relationship diminishes or improves with predictor inclusion. Data collection was done through online and self-administered questionnaires by adopting cluster sampling technique from higher education institutions of Pakistan. Results based on 2160 responses suggest that economic trends moderate the relationship of job satisfaction and reward while assuming the economic trends as perceived rewards. The logit model was adopted to probabilistic relationship between job satisfaction and reward in moderation with economics trends. The moderations magnify the impact of rewards on job satisfaction. The job satisfaction is more sensitive to extrinsic reward as compared to intrinsic reward. The relationship of job satisfaction and reward is nonlinear for both extrinsic and intrinsic reward suggesting the diminishing relationship of job satisfaction and rewards. This study has pivotal implication for the higher education sector as it helps the sector to align the rewards with economic and trends and can normalize the reward after assessing the nonlinear stricture of relationship.

• Fashion & Textile Research Journal
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• v.13 no.2
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• pp.242-252
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• 2011

The purpose of the study was to investigate customer loyalty programs of diverse types of retailers. As offline retailers, department store and discount store retailers were examined, and as nonstore retailers, online store and TV home shopping retailers were investigated. Types of customer loyalty programs were analyzed based on Dowling and Uncles'(1997) loyalty program framework which included two schemes, types of reward(direct versus indirect rewards) and timing of reward(immediate versus delayed rewards). The study found that different types of retailers utilized different types of loyalty programs: Department store used all the type of rewards, discount store focused on direct/immediate rewards, online store retailers used direct/delayed rewards and/or direct/immediate rewards, and TV home shopping retailers focused on direct/delayed rewards. The study provided diverse managerial and academic implications.

• Journal of Korean Academy of Nursing Administration
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• v.3 no.2
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• pp.41-59
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• 1997

This study surveyed nurses' value of reward and recognition level of organizational reward, and measured the fit of both. It also looked into the relationship between the reward fit and attitude of nurses toward their job and organization (job involvement${\cdot}$organizational commitment). It was planned to suggest the alternative of a future reward system. The sample consisted of 625 nurses of 8 private University Hospitals. Data for this study was collected from Mar. 25 to Apr. 17 by structured questionnaire. This study examined the differences of nurses' value of reward by their demographic characteristics, and looked into the relationship between the reward fit and job involvement${\cdot}$organizational commitment. Four instruments and a demographic questionnair were used to collect the data. Developed for myself and repaired by panel of judges, the value of reward scale and organizational reward scale consisted of 34 items on five points Likert-type scale. Developed by Kanungo and repaired by panel of judges, the job involvement scale measured overall job involvement on 7 items. The organizational commitment scale was developed by Mowday et al and repaired by panel of judges on 10 items. The data was analyzed by frequency, percentage, ranking, one-way ANOVA, Pearson's correlation coefficient, Chronbach alpha coefficient, t-test, SNK test, factor analysis with SPSS/PC+ progra,.Major findings are as follows 1. The mean of nurses' value of reward is 4.2435 and job content rewards are seen as the most important(M=4.5532). The following orders are seen as follows; financial rewards(M=4.4181), human realtion rewards(M=4.4130), establishment ${\cdot}$ facilities rewards(M=4.1632), professional rewards(M=4.1117), social status or prestige rewards(M=3.9228), career rewards(M=3.8816). Of 34 indivisual reward factors, the retainment allowance is seen to be thought of as the most important thing. 2. The mean of nurses' actual reward is 2.6035. The actual reward responded to the most extremely offered is job content rewards. The following orders are seen as follows ; human relation rewards(M=2.9420), financial rewards(M=2.7682), professional rewards(M=2.4601), social status or prestige rewards(M=2.3696), career rewards(M=2.3466), establishment ${\cdot}$ facilities rewards(M=1.9364). Of 34 indivisual reward factors, medical insurance benefits are felt to be most extremely offered. 3. The mean of fit of reward is -1.6874 and that means actual reward doesn't egual the value of the reward. What is offered mostly to nurses' value of reward is human relation rewards. The following orders are seen as follows; job content rewards(M=-1.5938), career rewards(M=-1.6381), social status of prestige rewards(M=-1.6382), financial rewards(M=-1.6836), professional rewards(M=-1.6854), establishment${\cdot}$facilities rewards(M=-2.3130). Of 34 indivisual factors, the item of fered most closely to nurses' value of reward is seen as the participation in educational programs at the nursing department of the hospital. 4. The mean of nurses' job involvement is 3.1987 and SD is 0.5667. 5. The mean of murses' organizational commitment is 2.9348 and SD is 0.6124, that is seen as a little lower than job involvement. 6. Significant value of reward differences were found among nurses by their demographic characteristics such as married status, tenure, academic career. 7. The fit of reward was significant related to job involvement and organizational commitment. When generalizing the result of this study, the value of reward, which nurses consider important and appropriate offers a reward that corresponds to the nurses' value of reward. This increases nurses' job and organization devotion further, as well as hospital effectiveness. It appears that nurses have recognized that the present reward offered in hospitals doesn't come up to their expectations so I think it is urgent to plan and perform the new reward system which is in accord with the nurses' reward fit.

• Journal of the Korean Society of Clothing and Textiles
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• v.40 no.5
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• pp.867-878
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• 2016

This study examined the effects on customer delight, satisfaction, and repurchase intention for two reward types by online shopping malls, a hand-written letter and a free gift. Two scenarios to manipulate the rewards provided by online shopping malls were developed. Study 1 revealed that the effects of a hand-written letter on delight and satisfaction were higher than those of a free gift; in addition, delight was more important than satisfaction for repurchase intention. Study 2 examined product quality that is the core function of online purchases by developing 4 scenarios that considered product quality and rewards. The result showed that high product quality caused delight and satisfaction while rewards did not. When product quality was considered, satisfaction influenced repurchase intention more than delight. The study implies that the core function of product quality is more important than rewards for customer delight, satisfaction, and repurchase in online shopping malls.

• Journal of Korea Game Society
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• v.17 no.4
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• pp.81-90
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• 2017

This paper focuses on the rewards, one of the elements(goal, competition, and reward) of gamification, and investigate the actual cases of its application to real variety shows. In this paper, I analyzed <2 Days and 1 Night> which offers trivial(general) rewards, and which offers special(unusual) rewards, and which offers "vernacular" rewards. Unlike specific rewards, abstract ones were estimated to bring about weak gamification effects. In Youn's Kitchen, however, the cast members felt that they received individual and subjective rewards despite its invisible rewards. And the show even reinforced the complete nature of its narrative structure. These results shows that real variety shows can have new and diverse reward structure.

• Journal of Korean Society for Quality Management
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• v.31 no.4
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• pp.64-80
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• 2003

According to the study of TQM implementations, the odds that an organization will successfully implement total quality management are two to one­against it. However, organizations armed with knowledge of the factors that have the biggest impact on their success can take steps to influence or change those factors. In this paper, we first are reviewed those rewards factors through literature study and gave the test for them in the Korean industry. This study also proposes that appropriate successful rewards factors are necessary for TQM implementations.

• Korean Journal of Child Studies
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• v.26 no.6
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• pp.385-392
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• 2005

The current study assumes that the net effect of rewards on creativity is determined by interactions of motivational and cognitive properties conveyed by rewards when rewards are actually delivered. To test this hypothesis, experimental research was manipulated with 81 fourth-grade elementary students in Seoul, Korea, consisted of two sessions separated by a one-week interval. Data analyses pointed out that the changes of the creativity performance cannot be explained by the motivational changes and, in general, supported the hypothesis proposed in this study.

• Journal of Distribution Science
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• v.10 no.1
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• pp.5-10
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• 2012

Currently, the rewards programs offered by many companies to strengthen customer relationships have been working quite well. In addition, many companies' rewards programs, designed for stabilizing revenue, are recognized to be effective. However, these rewards programs are not significantly differentiated between companies and there are no accurate conclusions currently, which can be made about their effects. Because of this, a company with a customer rewards program may not comprehend the true level of active participation. In this environment some companies' rewards programs inadvertently hinder business profitability as a side effect while attempting to increase customer loyalty. In fact, airline and oil companies pass on the financial cost of their programs to the customer, and as a result, they have been criticized publicly. The result of this is that the corporations with bad rewards programs tend to get a bad image. In this study of stores' rewards programs, we centered our focus on the design of the program. The main problem in this study is to recognize the financial value of the rewards program and whether it can create a competitive edge for the companies despite the cost issues experienced by them. Customers receiving financial rewards for their business may be just as satisfied with a particular company or store versus those who are not, and the program, perhaps, does not form a distinctive competitive advantage. When the customer is deciding between competing companies to secure their product needs with, we wanted to figure out how much of an affect a valuable reward program had on their decision making. To evaluate this, we set the first hypothesis as, "based on the level of involvement of the customers, there is a difference between customers' preferences for rewards programs." In the results of Experiment 1 we saw that in a financial compensation program for high-involvement groups and low-involvement groups, significant differences appeared and Hypothesis 1 was partially supported. As for the second hypothesis that "customers will have different preferences between a financial rewards programs (SE) and a joint rewards programs (JE)," the analysis showed that the preference for JE was significantly higher than that for other programs. In addition, through Experiment 2, we were able to find meaningful results, which revealed that consumers have shown a significant difference in their preferences between SE and JE. The purpose of these experiments was to enable the designing of a rewards program by learning how to enhance service information distribution and strengthen customer relationships. From the results, there should be a great amount of value for future service-related endeavors and academic research programs. The research is significant, because the results can be found to have a positive effect on reward program designs however, it does have the following limitations. First, this study was performed using an experiment, and all experiments have limitations. Second, although there was an individual evaluation and a joint evaluation, setting a proper evaluation criteria was difficult. In this study, 1,000 Korean won (KRW) in the individual evaluation had a value of 2 points, and, in the joint evaluation, 1,000 KRW had a value of 1 point. There may have been alternative ways to differentiate the evaluations to obtain the proper results. In this study, since there was no funding, the experiments were performed orally however, this was complementary to the study. Third, the subjects who participated in this experiment were students. Conducting this study through experimentation was unavoidable for us, and future research should be conducted using an actual program with the target customers.