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rganisation’s demands with one’s own values and needs. Gaertner and Gaertner’s finding suggests that extrinsic rewards coupled with training or feedback that could assist the individual to improve performance have greater significance than extrinsic rewards alone.

The findings of Gaertner and Gaertner (1985), Dowling and Richardson (1997), Redman et al. (2000) and O’Donnell and Shields (2002) are supported by Frey’s (1997) contention that, once pay exceeds a subsistence level, intrinsic factors are stronger motivators; and that extrinsic rewards by themselves are problematic and staff motivation also requires intrinsic rewards such as pride at doing a good job and a sense of doing something worthwhile. People working in the third sector do so despite generally lower pay because they consider the task to be important. Williams (1998) points out that people have different values, motives and perceptions and are not passive recipients who will automatically respond to work systems as management wishes. In keeping with the findings of Etzioni (1988) and Larson (1977), values are considered to be important in the development of an individual’s commitment to an organisation.

Thus, the values and the mission of an NFP organisation are an important source of motivation, but extrinsic rewards cannot be ignored. Most agency models of motivation are only concerned with financial rewards (Frey, 1997), but Almer, Higgs and Hooks (2005), Etzioni (1988), and Larson (1977) argue that there are factors other than pay that motivate individuals to work in NFP organisations.

Brown and Yoshioka (2003) state that many individuals in NFP organisations conceptualise money as a means to accomplish larger objectives and not as an end in itself. Therefore financial incentives and controls may not be effective motivators in NFP’s.Speckbacher (2003) believes that NFP organisations may attract committed employees precisely because the absence of owners is a signal to such employees that their selflessness will not be enriching someone else.

This position has been supported empirically by Weisbrod (1983), Preston (1989), and Roomkin and Weisbrod (1999). Schepers et al. (2005) argue that employees working in third sector organisations would be motivated predominantly by social contact, working for and with people, altruism, personal growth, all of which are intrinsic factors, the motivational importance of which is the focus of the present research.

Employees of this organisation do appear to be motivated by intrinsic rewards. Our results question the conclusions of Gupta and Mitra (1998) that extrinsic rewards are good motivators.

Employees are ambivalent about satisfaction with their pay. If employees are unsure about whether or not they are satisfied with their pay, then pay cannot be a prime source of motivation for them. This is in line with Herzberg’s (2003)argument that pay is a “hygiene” factor, and does not satisfy.

Employees, though, do agree that bonus schemes can improve performance. However, whilst a bonus is an extrinsic reward, this does not diminish the importance of intrinsic rewards.As Ryan and Deci (2000) state, extrinsically motivated behaviours are the 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。