The Effects of Intrinsic and Extrinsic  Rewards on Employee Attitudes;  Mediating Role of Perceived Organizational Support

Ayesha Ajmal; Mohsin Bashir; Muhammad Abrar; Muhammad Mahroof Khan; Shahnawaz Saqib

doi:10.4236/jssm.2015.84047

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Journal of Service Science and Managemen... > Vol.8 No.4, August 2015

The Effects of Intrinsic and Extrinsic Rewards on Employee Attitudes; Mediating Role of Perceived Organizational Support ()

Ayesha Ajmal¹, Mohsin Bashir^1*, Muhammad Abrar², Muhammad Mahroof Khan³, Shahnawaz Saqib¹

¹Department of Business Administration, GC University, Faisalabad, Pakistan.
²Department of Business Administration, National Textile University, Faisalabad, Pakistan.
³Department of Economics, University of Management Science & Information Technology, Kotli, Pakistan.

DOI: 10.4236/jssm.2015.84047 PDF HTML XML 11,436 Downloads 13,619 Views Citations

Abstract

The purpose of this study was to measure the effect of intrinsic and extrinsic rewards on employee attitudes, job satisfaction and organizational commitment as well as the mediating role of perceived organizational support. Data were collected from banking sector of Faisalabad, Pakistan. The main objective was to focus the employee’s perception about the organizational support and employees’ satisfaction and organizational commitment. The mediation effect of perception of organizational support was analyzed between the relationship of intrinsic & extrinsic rewards and employee attitudes like organizational commitment and job satisfaction. The study revealed that employees felt positively about intrinsic and extrinsic rewards. Limitations and future directions had also been discussed.

Keywords

Rewards, Incentives, Organizational Perception, Organizational Commitment, Job Satisfaction, Employee Attitudes

Share and Cite:

Ajmal, A. , Bashir, M. , Abrar, M. , Mahroof Khan, M. and Saqib, S. (2015) The Effects of Intrinsic and Extrinsic Rewards on Employee Attitudes; Mediating Role of Perceived Organizational Support. Journal of Service Science and Management, 8, 461-470. doi: 10.4236/jssm.2015.84047.

Conflicts of Interest

The authors declare no conflicts of interest.

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