Are Non-Compensatory Employee Rewards

as Efficient in Fostering Motivation

as Cash Incentives?

A Thesis Submitted to the Faculty

of Philippine Merchant Marine School Las Pias City
In Partial Fulfillment of the
Requirements in methods of Research

Submitted by:
Leader
Dela cruz, Rameces A. - 20
Members
Bitara Mark Julius ,-10Celesio joseph brian -10 ,Corona Joshua -12 ,
Correa Jorge 11 ,Estipona Jerome 14 , Florenosos Peter Paul -19 ,Gabuyo Luis 18,
Galvan Mario Angelo 10 ,

Section.
N-S3B1

Chapter 1
THE PROBLEMS AND ITS BACKGROUND
1.1 Introduction
In the contemporary business environment, employees and managers alike are faced with
numerous pressures to perform to corporate expectations. These pressures are often created by
highly competitive business environments, environments which impose continuous change and
internal redesign or even progressing job responsibilities which create stressful working
conditions. (Amongst a variety of other pressures). In this high-paced business world, it is
paramount to avoid high turnover costs as well as maintaining a highly unmotivated workforce
who are not recognized for their positive organizational accomplishments. There are a wide
variety of different non-compensatory programmed or options available for modern business
leaders to utilize as a means to reward positive performance, efficiency and overall job-related
productivity. Some of these rewards come in the form of flexible scheduling options, premium
gifts elicited by company management, or even increased job-related autonomy to create
perceptions of trust in the employee and their competency to carry out their job role without
managerial intervention or continuous assessment. All of the aforementioned non-compensatory
rewards likely have their merits in creating a more motivated workforce, however can non-cash
incentives, when utilized as an alternative to cash incentives, foster long-term motivation in
employees? Does todays business employee truly value the more psychological elements of
workplace incentives, such as increased autonomy, or are cash-based incentives the most
appropriate reward methodology for building long-term organizational commitment and job
satisfaction? This proposed research study intends to answer the following three specific research
questions:

To what degree do non-cash incentives increase motivation in todays active labor force?
To what degree to cash incentives foster motivation within the organizational staff?
Do any noticeable trends exist in employee behaviors and attitudes which directly
impact whether cash or non-cash incentives should be used to boost motivation?
This proposed study is intended to take an exploratory approach to research, contributing to

the wide body of literature available on business and motivational theory. There does not appear
to be a definitive model or specific series of incentive programmed which can guarantee
continuous, positive motivation amongst staff members, thus this proposed research study
maintains the potential to create a potential best practice model for generating cash versus
noncash performance incentives in order to assist todays business leaders in developing a more
rewarding business environment in which employees are driven to succeed above and beyond
corporate expectations. Undertaking a primary research study of this magnitude maintains one
specific difficulty related to gathering the research data and in eliciting various corporate/business
approvals to conduct a qualitative and quantitative research study targeted at staff members.
Achieving a high level of respondent participation will require an active scan of the contemporary
business environment to determine how best to utilize the proposed studys research instruments
for gathering employee opinion on motivation and overall job satisfaction through incentive
programmed. Further, achieving management approvals for the distribution of the research
instruments will require active consultation with various business leaders to ensure minimal
disruption to regular business activities. Hence, the difficulty to this study lies in the researchers
tangible ability to guarantee an adequate response ratio to the study.

Issues of individual

anonymity is the largest ethical dilemma inferred by this proposed study to avoid jeopardizing the
reputation of a specific business/industry and to ensure that the targeted sample group is
comfortable providing responses which may cast a negative light on the internal operations or

programmed incentives within their business environment. Thus, all respondents and business
leaders targeted for this study will be ensured strict anonymity in the presentation of research data
results.
1.2 Background of the Study
The subject matter of this research is all about non-compensatory employee reward of
Philippine Merchant Marine School. This reward may help the employee to pursue and strive
more to motivate with their job and maintain positive performance efficiency and overall job
related productivity. Rice, groceries, uniform and health care are just few of the NonCompensatory rewards at the said school and it is gevin every month of December. NonCompensatory Reward will mean a token of appreciation of the contribution/performance of
employees leading to significant improvements in the work processes and effectiveness.
1.3 Statement of the Problem
The study aims to determine if the non-compensatory employee rewards as efficient in
fostering motivation as cash incentive among employees of Philippine Merchant Marine School,
San Antonio, Talon 1, Las Pias City.
Specially, it seeks to answer the following questions:
1. to what degree do non-cash incentives increase motivation among employees of
Philippine Merchant Marine School Las Pias City?
2. to what degree do cash incentives foster motivation within the organizational staff?
3. do any noticeable trends exist in employee behaviors and attitudes which directly
impact whether cash or non-cash incentives should be use to boost motivation?
1.4 Scope and Limitation

This research study was conducted at Philippine Merchant Marine School, San Antonio,
Talon 1 , Las Pias City. The respondents of this study were all employee of the said school.
Recognition and rewards play an important role in work unit to attract and retain their employees.
It is the day-to-day interactions that make employees feel that their contributions are appreciated
and that they are recognized for their own unique qualities. This type of recognition may
contribute to high morale in the work environment. Non-Monetary Rewards and Recognition is a
means of providing immediate, non-cash rewards to employees for contributions to the
Organization. Weve all heard the statistics on how staff members like to be recognized and
rewarded for doing a good jod. That a pat on the back or a thank you can mean more to a
person than any amount of money. But actually putting a system into place can be easier said than
done. The ways in which people are valued can make a considerable impact on the effectiveness
of the organization, and is at the heart of the employment relationship. The aim of employee
reward policies and practices, if any the organization is to help attract, retain and motivate highquality people.
1.5 Significance of the Study
Many previous studies have considered the relationship between monetary incentives and
employee motivation. Still, the consideration of money as the basic motivating force and its
superiority over any non-monetary incentives secures its place on the organizational scholars
agenda. On the other hand, there is a growing interest and attention on the use of non-monetary
incentives. Especially in private sector organizations, it starts to be pronounced louder and there
is a wide literature on their incredible influence in obtaining highly motivated employees.
Contribution to the following:
Employees

To the members of the faculty. Our instructors enjoy an enviable work/life balance and
an attractive working condition it may also help improves teaching.
To the administrative staff. To encourage administrative staff initiative in solving
problems, achieving efficiencies and thinking creatively as well as to inspire cooperation across
departments and schools and throughout the campus.
Employers
Employers even furthered increase the rating of their company because of the extra
benefits they provide employees receive a rewards . Consequently be more hard working as they
work and more as each other improve them. And because of good correlation of employers and
employees the company will become successful .

Chapter 2

THEORETICAL / CONCEPTUAL FRAMEWORK

2.1 Review of Related Literature and Studies
This chapter includes foreign literatures and foreign studies read by the researchers, other
unpublished thesis, and studies conducted by other research groups. This chapter also includes
local literatures, taken from local published books and materials, and local studies, taken from
research works and studies related to the subject matter. Related foreign and local literature and
studies that dealt with theories, principles, concepts, approaches and techniques are reviewed
which contributed a lot towards the enrichment of knowledge, deeper understanding and insight
of the researchers.
Foreign Literature
(Philiotis, 2007). The cons to such incentives include the production of negative employee
responses in relation to perceptions of corporate frugality. Essentially, if the company procures
inexpensive merchandise, the company will appear cheap and create a long lasting negative
impression. Additionally, Philiotis further suggests that companies must be careful when
determining whether luxury food items can be considered valuable alternatives to cash, as a
diverse, multi-ethnic organizational staff may consider the contents of the gift package to be
incongruent with lifestyle preferences or personal beliefs. Thus, from a diversity viewpoint, some
varieties of non-cash rewards, if not planned properly to fit staff ideals, can be demotivating
elements with long-term implications in regards to employee perceptions against their employer.
Daniels (2000) supports the idea that the design of the non-cash incentive is directly correlated to
increases or decreases in staff motivation levels. This professional acknowledges that some
varieties of non-cash rewards can actually work against day-to-day motivation if incongruent to
the needs of the organizational staff. However, Daniels does appear to herald the importance of

non-cash motivational incentives by citing that the nature of the work (such as job design and
levels of personal autonomy) is far more important as a determinant of productivity than that of
cash received for performance. Strategic Direction (2006) offers that companies might consider
flattening their organizational structure, in terms of reducing multiple layers of middle
management, as a means to boost motivation. This falls into the category of increasing worker
job-related autonomy by eliminating continuous managerial oversight and intervention.
Eliminating multiple management layers theoretically provides employees with a sense of
personal belonging and security in a method that is proposed as superior to cash incentives based
on trends in the contemporary worker regarding the fulfillment of various inherent psychological
needs. Messmer (2007) supports this notion by suggesting that increased responsibilities, off-site
team-building exercises, and frequent performance-related recognition are effective non-cash
motivational tools. Despite the aforementioned viewpoints regarding the suitability of non-cash
motivational incentives, Ritter & Taylor (1997) offer that todays workers have no real,
measurable difficulty in landing comparable jobs in markets which function both efficiently and
quickly, thus it is important to ensure that cash-related incentives are congruent with the
competitive business environment. Essentially, the authors suggest that it is only compensatory
rewards, due to employee perceptions of ease of company exit in favor of new salary
opportunities that can sustain employee commitment and longevity to the firm without seeking
new employment incentives. Incentive (1989) offers that 1/3 of todays companies use cash
incentives as a means to boost staff motivation, which might suggest that companies are
recognizing that cash rewards are the most viable methodology for improving internal staff
satisfaction levels. The authors indicate a variety of other non-cash incentives which have been
known to build positive motivation, however the underlying human drive is the receipt of cash as

a means to create perceptions of equity, trust and mutual reward. This would tend to illustrate that
only cash incentives really manage to fulfill the psychological needs of employees over that of
non-cash incentives.
Local Literature
One of the main agencies responsible for ensuring the welfare of the Filipino worker is
the DOLE (Department of Labor and Employment). DOLEs responsibilities include setting the
minimum wage, ensuring safe working conditions, and creating occupational safety and health
( OSH) standards. It also has a Productivity Improvement Program to increase workers
productivity in select manufacturing industries through improved working and living conditions.
The department is in constant dialogue with workers, employers, and their organizations with
regard to social and economic concerns, including environmental issues. DOLE and its close
links with the well-established NGO (Non-Governmental Organizations) network promote
greater bilateral participation in enhancing safety and health in the workplace while both
entrepreneurs and workers are encouraged to implement low cost improvements in work
conditions which can eventually lead to improvement in productivity and the general well-being
of the workers. Workers have been urged to increase productivity rather than demand for higher
wages in this time of economic difficulty. "Higher wages are unsustainable unless you increase
productivity. If factory raises wages and productivity remained low, it will close its shop in the
country and move to other countries where wages could be smaller," Socioeconomic Planning
Secretary Romulo Neri said. He said it is difficult to demand for wage adjustment without
increasing productivity in view of the current global economic slowdown.

Foreign Studies
Which variety of incentive is most effective at fostering employee motivation? Do noncash
incentives work as a long-term business strategy? Phipps, Bazley & Povey (2007) suggest that
non-compensatory, team-related rewards, such as the corporate-funded group dinner or activity
day are incentives which have been successful in boosting staff motivation levels. The goal of
such incentives is to lower the burdens on the corporate payroll budget whilst also creating an
internal organizational culture built on positive peer relations and team-building methodology.
However, the authors indicate that if the non-cash incentive does not appeal to the members of the
lower-level staff, it can actually de-motivate the workers. Other modern companies have turned
toward the utilization of luxury incentive packages as a means to boost employee motivation,
such as offering premium wine gifts or offering a prize package of modern technologies such as
presenting a DVD player or digital camera as a noncash incentive.
Local Studies
On 1991, Josephine Tuble of the University of Santo Tomas Graduate School made a
study that concerns the productivity and job satisfaction of workers in construction company in
Metro Manila. These results to productivity level that was rated on the whole as good due to the
following dimensions: quantity of work, quality of work, supervision required, attendance, and
conservation. Also, the respondents of this study were neither satisfied nor dissatisfied because of
low ratings made on promotion and pay aspects. In connection with this, the level of productivity
is correlated with job satisfaction with regards to the nature of work, supervision, co-workers
relationship and pay aspects. Moreover, sponsored by the American Studies Association of the
Phils. - Baguio Cordillera Chapter, Antonia Corinthia Naz accomplished a study regarding the
factors that influences the labor Productivity of miners in Benguet. With this, it has been found

that the productivity level vary according to mining methods and was significantly affected by
technical factors followed by economic factors and personal factors. Major problems on labor
productivity are: the need for more involvement in decision-making; thorough discussion on
miners concerns; that the company adopts a variety of training methods; the need to be informed
of the policies; the desire of workers for management to be more sensitive and responsive to
workers concerns and the necessity for more and better quality of tools and equipment for
underground work.
2.2 Research Framework
Conceptual Framework
The framework as depicted through the conceptual map (Fig 1.) presents the research
suppositions and lines of enquiry from the organizations and employees perspectives. It is
assumed that an organizations profile will have an influence on its philosophy which in turn will
monitor the practices. Likewise an individuals characteristics will determine his/her needs which
will be manifested through the choices that they make. Role of the superior is assumed to have an
impact on how the rewards are practiced within the organization. The past experiences of the
individual employee with non-monetary rewards are said to impact their needs and the same is
expected of the organization and superior. Finally, some differences are expected between
employee choices and organization practices which when resolved may lead to positive outcomes
for the organization as well as the employees.

Are Non-Compensatory Employee Rewards

NonMonetary
Rewards
1. Jewelry
,
2. Preciou
s
Metals
3. Autom
obile
4. Health
care

Intrinsic
Rewards

Extrinsic
Rewards

1. Challengi
ng Task
2. Decision
Making
Process
3. Higher
Rank
4. Increased
Salary

1. Pay
Rice
2. Bonuse
s
3. Paid
Leaves
4. Annual
Recreat
ional

Fig 1. Research Paradigm

Theoretical Framework
The concepts of incentive, reward and recognition are quite interrelated and
complementary in the context of employee motivation. It is difficult to draw a line among them.
The broadest category is the incentive which refers to any means that makes an employee
desire to do better, try harder and expend more energy. It may be divided into two categories:
monetary incentives and non-monetary incentives. Monetary incentives involve granting of
reward in terms of money such as commissions, bonuses etc. Non-monetary or non-cash
incentives do not involve direct payment of cash and they can be tangible or intangible. Some
examples of this kind of incentives are; encouraging the employees by providing them with
autonomy in their job and participation in decision making, assigning challenging duties,
improving working conditions, recognizing good work through small gifts, letters of appreciation,

plagues, tickets to restaurant etc., providing some services for the employees, organizing social
activities in the work place, etc. The difference between an incentive and reward may be noted as
while incentive aims to motivate future and encourage certain behavior, reward is the
appreciation for the accomplished behavior and it is a potential reinforce. Recognition covers
monetary and non-monetary rewards and it refers to crediting, encouraging and appreciating
individuals and teams who contribute, through their behavior and their efforts, to the success of
the organization. It provides after-the fact reinforcement for specific types of performance or
accomplishments and emphasizes what the organization values. Moreover, it helps to create a
sense of being a valued member of a successful organization. Examples of recognition are10
giving public praise, granting monetary and non-monetary rewards, celebrating and
communicating successes etc.
2.3 Hypothesis
This study is anchored to the following hypothesis:
Ho : There is no significant effect of non-compensatory rewards in the performance of the
employee
Ha : There is a significant effect of non-compensatory rewards in the performance of the
employee
2.4 Definition of Term
Compensation given in a transaction which does not involve cash.. A non-monetary reward
can consist of almost any material object such as jewelry, precious metals or an automobile for
example. In business, a non-monetary reward can also be a service such as improvements made
on a property or repairs done on a car.

Non-monetary compensation can include many different elements from free coffee to a
company picnic or discounted parking. Most frequently, though, it refers to the value of more
traditional benefits.
Extrinsic rewardsusually financialare the tangible rewards given employees by managers,
such as pay raises, bonuses, and benefits. They are called extrinsic because they are external to
the work itself and other people control their size and whether or not they are granted. In contrast,
Intrinsic rewards actually fulfill employees intrinsic factors or motivators
and thus motivate him. Examples include; giving challenging task, involving
in decision making process, giving a higher rank in hierarchy etc all these
rewards do not required to have increased salary as well and employee may
be working at higher management rank without an increase in the salary and
still more motivated.
Employee incentive programs are programs used to increase overall employee performance.
Employee programs are often used to reduce turnover, boost morale and loyalty, improve
employee wellness, increase retention, and drive daily employee performance.
Non-cash rewards - Merchandise and other non-cash rewards are more often perceived as
separate from compensation. Accordingly, non-cash rewards tend to stand out as rewards for
performance, which enhances their long-term effect. Branded merchandise and other non-cash
rewards have high trophy value, bringing greater recognition to the recipient at the time of the
award and possessing a long-term lasting effect that can result in increased engagement in the
organizations goals.
Motivation - is the psychological feature that arouses an organism to action toward a desired goal
and elicits, controls, and sustains certain goal directed behaviors. For instance: An individual has

not eaten, he or she feels hungry, and as a response he or she eats and diminishes feelings of
hunger. There are many approaches to motivation: physiological, behavioral, cognitive, and
social.

Chapter 3
RESEARCH METHODOLOGY
3.1 Research Design
The approach to data collection and analysis will be both qualitative and quantitative
design, in order to utilize statistical information gathered from the proposed research instruments
as well as making a variety of subjective assessments of similar research data. The quantitative
design methodology will involve the production of an appropriate questionnaire designed to elicit
questions regarding cash versus non-cash incentives for productivity and efficient job
performance so as to generate data on the contemporary worker viewpoint of motivational
rewards. The qualitative approach to research will involve a series of semi-structured interviews
targeted at several different layers of management within different business environments.
3.2 The Sampling
The proposed sample group will consist of responses from 100 employees in a Philippine
Merchant Marine School (PMMS) with the questionnaire distributed to members of the
organizational staff upon management approval to conduct the study. Responses from both the
managerial sample and the subordinate sample will be compiled and analyzed in order to fulfill
the studys research objectives on management viewpoint, employee viewpoint, and the overall
nature of motivational, performance-driven incentives.
3.3 The Instrument

Responses will be closed-ended on the questionnaires, structured in a multi-tick

format ranging from 1-5, exhibiting different cash and non-cash incentives and their overall levels
of importance to a variety of different organizational staff members.

3.4 Data-Gathering Procedure

The interviews will be structured using many closed-ended questions regarding
perspectives on cash versus non-cash incentives and how these have been effective or ineffective
at boosting long-term staff motivation. The semi-structured approach was considered as it will
provide the interview respondents with an opportunity to discuss issues not originally considered
in the interview design to provide unique insights into the phenomenon of employee motivation
and reward.
It is highly important to this study to gather the perspectives of both the modern worker as
well as the contemporary manager, who could be considered expert advisors regarding the current
nature of the business environment and its role in motivating performance. In order to determine
whether any noticeable or measureable trends exist regarding employee values pertaining to
reward incentives, the qualitative portion of the research study was most appropriate.
3.5 Statistical Treatment of Data
This proposed study methodology is most congruent to the fulfilling the research objectives
outlined in the introductory section as it will provide a wide variety of subordinate and
managerial perspectives on contemporary motivational theory whilst providing the opportunity to
determine whether management maintains a different viewpoint of cash versus non-cash
incentives over that of the contemporary subordinate. If congruencies exist (or noticeable divides

between opinion), the multi-instrument approach to research will provide the tools to determine
whether any measurable correlations exist in individual viewpoint.

X
1.

Sir/Madam

fx
N

RF
,

f
x100
N

We are students in Method of Research conducting a Research Study entitled Are NonCompensatory Employee Rewards as Efficient in Fostering Motivations as cash Incentive
In this connection may we request you to please answer diligently this questionnaires, out instrument in
gathering data.
Your kind considerations and understanding is highly appreciated.
I. Please check the appropriate box that corresponds to your response.
1. Types of Employee
Administrative Staff
Members the faculty
Admin-faculty

Years in PMMS
Less than 1 year
1-5 years
6-10 years
11-15 years
16-20 years
More than 20 years
II. Please encircle your response where 1 as the least and 10 as the greatest
1 least and 10 Greatest.
1. To what degree would the following non-cash incentive appeal to you: Luxury gift products such as wine
baskets or gourmet foods?
1
2
3
4
5
6
7
8
9
10
2 To what degree would the following non-cash incentive appeal to you: Winning a trip to an exotic
location as a reward for high productivity?
1
2
3
4
5
6
7
8
9
10
3. To what degree would the following non-cash incentive appeal to you: Off-site recreational activities,
funded by the business, such as staff dinners or business conference invitations?
1
2
3
4
5
6
7
8
9
10
4. To what degree would the following non-cash incentive appeal to you: Merchandise as a reward option,
such as DVDs or various modern technological products?
1
2
3
4
5
6
7
8
9
10
5. To what degree do you feel that cash incentives are LESS important than non-cash incentives?
1
2
3
4
5
6
7
8
9
10
6. To what degree would you prefer increased job autonomy (meaning less management
intervention and assessment of your job function and productivity) over that of a small-scale cash
incentive?
1
2
3
4
5
6
7
8
9
10
7. To what degree effect of financial rewards on job commitment to Philippine Merchant Marine School?
1
2
3
4
5
6
7
8
9
10
8. To what degree effect of non-financial rewards on job commitment to Philippine Merchant Marine
School?
1
2
3
4
5
6
7
8
9
10
Please comment (in less than 50 words) on how you believe a company can best motivate you to
perform to high expectations when using different incentives?
9.To what degree do you feel that health plans are efficient in Fostering Motivations then cash incentives?
1
2
3
4
5
6
7
8
9
10

4.0 Pilot Study Feedback

This proposed study developed preliminary research instruments in the pursuit of testing
the viability of the chosen research approach. Five individuals with experience in the current job
market were identified and were distributed a pilot questionnaire regarding cash and non-cash
motivational incentives. This pilot study was conducted to ensure that the developed questions
were congruent with the proposed research objectives and to guarantee that the nature of the
questionnaires was clear and concise for utilisation on a broader sample scale. Appendices A
illustrates the questionnaire utilised for this pilot study.
The structure of the questionnaire illustrated several varieties of non-cash incentives,

asking the five respondents to indicate to what degree they were inspired or otherwise interested
in differing non-cash incentives. In virtually all non-cash incentive varieties, the respondents
indicated very low interest in items such as luxury food products, trips, off-site recreational
activities to boost teamwork, and various technological merchandise incentives. When asked
whether they felt cash incentives were less important than non-cash incentives, the respondents
overwhelmingly indicated a high perception that cash is far more motivating than non-cash
incentives with an average score of 8.1 out of a possible 10.
The results of the preliminary pilot study tended to illustrate a higher employee
favourable attitude toward cash-based incentives as a means to foster productivity and boost
overall motivation. Interestingly, all of the five respondents indicated that increased autonomy as
a motivational tool maintained very little importance, scoring an average score of 3 out of the
possible 10 points as a maximum satisfaction element in the workplace. This somewhat conflicts
with the literature available suggesting that autonomy is a viable management tool for fostering
motivation, offering the opportunity to focus around issues of autonomy in the construction of
the tangible research instrument to be utilised in this proposed study. Autonomy, from a
managerial perspective, will be incorporated into the research interview template to determine
whether employee views on this practice are congruent or widely different than that of
leadership. This will determine, theoretically, whether autonomy as a non-cash motivational
incentive can be considered viable from both management and the subordinate levels or whether
this is a potentially antiquated element of non-cash reward which pales in comparison to cash
based productivity rewards.
The pilot study also gave this researcher practical experience in distributing and
managing multiple data in terms of compiling and comparing research results. This quantitative

approach to the research will assist in the tangible, broader research study to determine whether
specific employee trends exist regarding the value of non-cash incentives. Because the initial
piloted sample group indicated such low levels of satisfaction and interest in the variety of
noncash incentives listed in the pilot questionnaire, this provided the opportunity to list a wider
variety of potential non-cash incentives (or than those presented in the pilot study) to determine
whether there is a specific non-cash variety which is more effective or whether employees just,
as a matter of preference and personal value, desire money as a reward for productivity. Hence,
the pilot study created the necessity to build a broader employee-targeted questionnaire utilising
a wider variety of potential non-cash incentives for the tangible research study. If employee
perceptions of multiple non-cash incentives return a very low interest rate in comparison to
cashbased rewards, this will clearly indicate the state of the contemporary worker regarding the
most
efficient motivational tools available for todays business leaders.
5.0 References
Daniels, Aubrey C. (2000). Bringing Out the Best In People: How to Apply the Astonishing
Power of Positive Reinforcement. McGraw-Hill Professional: 87-91.
Incentive. (1989). Employee motivation: facts survey sales incentives. 163(9): 49.
Philiotis, Alex. (2007). Incentive Critique. Promotions & Incentives. London: C9-C11.
Phipps, S., Bazley, J. & Povey, G. (2007). Motivation Clinic. Promotions & Incentives.
London: S6-S8.
Messmer, Max. (2007). What employees want: 4 meaningful ways to keep them motivated.
NPA Magazine. 6(6): 24B.
Ritter, J. & Taylor, L. (1997). Economic Models of Employee Motivation. Working Paper

Series. Federal Reserve Bank of St. Louis. Retrieved 7 Mar 2008 from
http://research.stlouisfed.org/wp/1997/97-006.pdf.
Strategic Direction. (2006). New generation organizations; Motivating employees through
creative working practices. Bradford. 22(11): 22. ThesisTown.com