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Nelson, B. (1994).  1001 Ways to Reward Employees.
"Everyone who works for Anheuser-Busch Companies, based in St. Louis, is entitled to two free cases of beer a month." (p. 214)
Manning, G., Curtis K., & McMillen S. (1995).  Building Community: The Human Side of Work.
"The work group also provides a means for recognition and an audience for self-expression:
People become ego-involved in decisions in which they have had an influence. These decisions become their decisions, and they develop expectancies to the effect that when the decisions are successfully implemented, they experience feelings of confidence and self-esteem. Because of this, they work to implement the decision, even though no extrinsic rewards are involved." (p. 285)
Syrett, M., & Lammiman J. (2002).  Creativity. Express Exec.
Pfeffer, J., & Sutton R. I. (2013).  Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management. 274. Abstract
"People derive satisfaction from their social relationships in the workplace. Differential rewards drive people apart, sorting them into categories as 'winners', 'nothing special', and 'losers.' The result is jealousy and resentment, which damages social ties and diminishes trust and sociability in the workplace." (p. 127)
Bennis, W. G., & Biederman P. W. (1998).  Organizing Genius: The Secrets of Creative Collaboration.
"There is a lesson here that could transform our anguished workplaces overnight. People ache to do good work. Given a task they believe in and a chance to do it well, they will work tirelessly for no more reward than the one they give themselves." (p. 215)
Herr, P. (2009).  Primal Management: Unraveling the Secrets of Human Nature to Drive High Performance.
"The business community has traditionally used a flawed accounting system to measure employee incentives. It accounts for every penny of the traditional paycheck and benefits (extrinsic rewards) but has utterly failed to account for the intrinsic, but equally important, incentives that accrue whenever human beings interact productively with one another." (p. 34)
McGregor, D. (1967).  The Professional Manager.
"Often the provision of opportunities for intrinsic rewards becomes a matter of removing restraints. Progress is rarely fast because people who have become accustomed to control through extrinsic rewards must learn new attitudes and habits before they can feel secure in accepting opportunities for intrinsic rewards at work. If there is not a fair degree of mutual trust, and some positive support, the whole idea may appear highly risky to them." (p. 14)

See also: recognition

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SKOS Concept Scheme

SKOS concepts and relations

Concept Scheme: business culture/management vocabulary

URI: business culture/management vocabulary


  • Concept: reward
    • preferred: reward
    • definition: benefit resulting from some event or action; "it turned out to my advantage"; "reaping the rewards of generosity"
    • related: recognition
    • closeMatch:
    • keyword-48
    • linked content:
      • sense: advantage
      • sense: reward
      • advantage
      • in scheme:
      • gloss: benefit resulting from some event or action; "it turned out to my advantage"; "reaping the rewards of generosity"
      • hyponym of:
      • synset id: 105142863
  • W3C SKOS spec
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