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outcome of individuals believing that the activity for which the bonus was received is socially significant, and valued by their colleagues, and leads to a sense of belonging. Thus, the real value of the bonus as a motivator is that it reinforces the intrinsic reward of feeling connected, of having done something worthwhile.The response in the affirmative to the statement, “I am motivated by the achievements of my clients” is particularly indicative of the importance of intrinsic rewards. Most staff reported being motivated by the achievements of their clients, indicating the importance of the mission of the organisation as a source of motivation.This supports the findings of Holcombe (1995) in the case of the Grameen bank.

It also supports the argument of Ryan and Deci (2000),Frey (1997), Etzioni (1988) – who state that individuals may derive utility from non-economic factors or rewards – and Larson (1977), who argue that serving the public good and control over the work environment can modify the behaviour of individuals.

The survey data support the contention of Deckop and Cirka (2000), that intrinsic rewards have a greater impact in NFP organisations. The results also support the contention of Berry, Broadbent and Otley (1995), that people working in the caring services are more concerned with doing a worthwhile job than they are with remuneration.

Further, the results support the suggestion made by Brown and Yoshioka (2003) that money is perceived as a means to an end and is a secondary matter to NFP staff since the majority of respondents reported being not dissatisfied with their pay.

The apparent predominance of intrinsic motivation in this organisation supports Herzberg’s (2003) contention that pay is a “hygiene” factor and not a real motivator; and Jobome (2006), who found that intrinsic rewards dominated extrinsic rewards in UK NFPs. This is supported by the findings regarding having fun at work (Schepers et al., 2005), and the importance of the work/life balance. These two statements received considerable support from the survey respondents,which support seriously questions a widely-held belief that extrinsic rewards are the single-most important motivator.

The present study was undertaken to answer the question of the value of intrinsic rewards as motivators for employees in the NFP sector. Intrinsic motivational factors have been found to be significant, in both the presence of an employee bonus scheme and in its absence. This finding of the motivational importance of intrinsic factors is across the whole organisation, irrespective of the quite varying conditions under which employees of the organisation work; and is in support of Jobome (2006) who argues that in UK NFPs intrinsic rewards dominate extrinsic. Extrinsic motivators do play a role, but not to the extent that classical agency theory suggests. The findings of this paper support the contentions of Etzioni (1988) and Larson (1977), that people are motivated by non-economic rewards. The results indicate that classical agency theory cannot adequately explain the motivation of staff in the NFP sector.

In addition, the importance of intrinsic motivators highlights the importance of context in the motivation of staff, and the ne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。