University Annotated Bibliography Analysis: MGT502, Module 3.1

This annotated bibliography analyzes several research papers exploring the complex relationship between incentives, rewards, and employee motivation. The bibliography examines studies that investigate the impact of individual variable pay, tangible and intangible rewards, and non-monetary incentives on employee creativity, job satisfaction, and overall performance. The analysis includes research on team performance, workplace wellness programs, and the influence of financial incentives on employee behavior and engagement. Key findings discussed include the effects of incentives on intrinsic versus extrinsic motivation, the role of cooperation in enhancing productivity, and the importance of considering individual differences in response to rewards. The bibliography provides a comprehensive overview of the current research landscape, highlighting the diverse perspectives and findings regarding effective motivational strategies in the workplace. The studies included range from field experiments to surveys, offering a multifaceted view on the subject.

Running head: ANNOTATED BIBILIOGRAPHY ANALYSIS
Annotated Bibliography Analysis
Name of Student
Name of University
Author Note

1ANNOTATED BIBILIOGRAPHY ANALYSIS
Annotated Bibliography
Kuvaas, B., Buch, R., &Dysvik, A. (2018, July). Individual variable pay for performance,
incentive effects, and employee motivation. In annual meeting of the Academy of
Management, Chicago,
USA.https://www.researchgate.net/profile/Bard_Kuvaas/publication/326282127_Individual_Vari
able_Pay_for_Performance_Incentive_Effects_and_Employee_Motivation/links/
5b49ab7045851519b4b8794a/Individual-Variable-Pay-for-Performance-Incentive-Effects-and-
Employee-Motivation.pdf
Kuvaas from Norwegian Business School, Buch from Metropolitan University Oslo&Dysvik
from Norwegian Business School in their paper talks about individual pay for performance
(IVPFP) and identifies whether it plays a role in determining intrinsic motivation in the
workplace.
They examine if incentives have a role in the relationship between IVPFP and
motivation. In their research they conducted a cross-lagged study on 304 employees from eight
European countries. They deciphered that incentives negatively affect the relationship between
intrinsic motivation and IVPFP and positively affects the relationship between extrinsic
motivation and IVPFP.
The target audience are the employees and the relationship between their IVPFP and
incentive culture.
Kuvaas, Buch&Dysvik (2018) talks about the effects of incentive on employee
motivation and the relationship with individual variable pay. Yoon et al (2016), talks about
tangible and intangible incentives.

2ANNOTATED BIBILIOGRAPHY ANALYSIS
This will contribute in the study by helping to understand the relation between incentives and
IVPFP.
Yoon, H. J., Sung, S. Y., Choi, J. N., Lee, K., & Kim, S. (2015). Tangible and intangible
rewards and employee creativity: The mediating role of situational extrinsic motivation.
Creativity Research Journal, 27(4), 383-393.
[https://doi.org/10.1080/10400419.2015.1088283]
Hye Jung Yoon belongs to Johnson School of Business, Cornell University, Ithaca, New
York, USA.
Here, the intended audience is the employees, who receive rewards for the creativity,
which they expose in their performance. Motivation from the supervisors and trainers act as an
agent in terms of exposing better performance. As a matter of specification, it generates an urge
within the employees to upgrade the standards and quality of performance (Yoon et al., 2015).
Yoon et al., (2015) is of the view that tangible and intangible rewards enhance the
creativity of the employees. On the contrary, Cassar and Meier, (2018) states that non-monetary
rewards lead the employees towards the personal and professional development. Apart from this,
these rewards are crucial for enhancing the stability in the relationship between the employees
and the managers.
This work is an important source of information regarding the rewards and recognition,
adding value to the efforts invested by the employees.

3ANNOTATED BIBILIOGRAPHY ANALYSIS
Cassar, L., & Meier, S. (2018). Nonmonetary Incentives and the Implications of Work as a
Source of Meaning. Journal of Economic Perspectives, 32(3), 215-38. [DOI:
10.1257/jep.32.3.215]
Stephen Meier belongs to Columbia Business School, 3022 Broadway New York, NY
10027. Here, the intended audience are the workers, who need non-monetary rewards for
fulfilling the need of job satisfaction (Cassar& Meier, 2018).
Cassar and Meier, (2018) is of the view that non-monetary incentives are a source, which
adds meaning to the employment of the employees. In comparison to this, Howard, Turban and
Hurley, (2016) states that cooperation is the agent through which the businesses can enhance the
productivity. Incentives are the means for luring the employees towards the organizational
requirements.
This article acts as a secondary source of information for the readers in terms of gaining
an insight into the importance for non-monetary rewards. This is in terms of getting job
satisfaction, which adds meaning to their employment (Cassar& Meier, 2018).
Howard, L. W., Turban, D. B., & Hurley, S. K. (2016). Cooperating teams and competing
reward strategies: Incentives for team performance and firm productivity. Journal of
Behavioral and Applied Management, 3(3), 1054.
Larry W. Howard belongs to Middle Tennessee University.
In this context, the intended audience are the teams, working towards enhancing the
productivity of the organizations.
According to the arguments of Howard, Turban and Hurley, (2016), unity and
coordination are the keystone towards enhancing the productivity. Gibbs, Neckermann and

4ANNOTATED BIBILIOGRAPHY ANALYSIS
Siemroth, (2017) supports this arguments by providing the example of a field experiment. These
experiments diversify the thinking skills and judgmental capabilities of the employees.
This article is a secondary source of information for the business persons in terms of
exposing strategic approach towards formation of teams. Incentives lure the employees towards
the organizational requirements. Incentives for team performance are also a means for extracting
the required labour (Howard, Turban & Hurley, 2016).
Gibbs, M., Neckermann, S., &Siemroth, C. (2017). A field experiment in motivating
employee ideas. Review of Economics and Statistics, 99(4), 577-590.
[https://doi.org/10.1162/REST_a_00631]
Gibbs from University of Chicago and IZA, Neckermann from Unicersity of Chicago and
ZEW and Siemroth from University of Siemroth arranged for a field experiment in their study at
a huge technology company.
Employees had to submit ideas about process and product improvements in return of
rewards if the ideas were considered for approval.
The intended audience in this research are the employees of the technological firm. The
idea of reward act as a motivating source for generating better quality ideas from the employees.
According to Gibbs, Neckermann & Siemroth, the idea of rewards resulted in an increase
in participation rate but decreased the ideas from individual participating employee. However,
Malik, Butt and Nam Choi (2014) is of the opinion the effect of rewards on employees varies
from one individual to the other.
This essay will contribute to understand the effect of rewards and how they increase
quality of ideas.

5ANNOTATED BIBILIOGRAPHY ANALYSIS
Malik, M., Butt, A., & Choi, J. (2014). Rewards and employee creative performance:
Moderating effects of creative self-efficacy, reward importance, and locus of
control. Journal Of Organizational Behavior, 36(1), 59-74. doi: 10.1002/job.1943
Malik and Butt belongs to SulemanDawood School of Business in Lahore and Choi
belongs from Graduate School of Business Seoul.
Their research is about the effect of intrinsic rewards and creative performance of
employees. They opine thatextrinsic reward for creativity have a positive effect on creative
performance of employees.
The intended audience are both the employees and employers. It establishes if employers
should introduce rewards for creative performance of employees and if employees are effected
with such rewards.
When Malik, Butt and Choi focus on creativity based reward, Huber and Hirsch talk
about Sustainability-oriented incentive or rewards.
This article helps readers to identify if rewards can influence creative performance of
employees.
Huber, R., & Hirsch, B. (2015). Behavioral Effects of Sustainability-Oriented Incentive
Systems. Business Strategy And The Environment, 26(2), 163-181. doi: 10.1002/bse.1905
Huber & Hirsch from Bundeswehr University Munich from Institute of Controlling,
Finance and Risk Management Germany, come together to discuss about sustainability-oriented
incentive systems in their article.

6ANNOTATED BIBILIOGRAPHY ANALYSIS
They strive to identify the effect that such incentives have on employee behaviour. They
assume there exists a positive relationship between sustainability based incentives and employee
motivation as well as attraction and cooperation. However, Abdullah & Wan (2013), holds
financial incentives the major source behind employee attraction.
Their data collection will help in understanding the link between employee behaviour and
sustainability-oriented incentive systems and how it can be establish a person’s attitude towards
corporate sustainability activities.
Abdullah, A. A., & Wan, H. L. (2013). Relationships of non-monetary incentives, job
satisfaction and employee job performance. International Review of Management and
Business Research, 2(4), 1085.
Authors Abdullah and Wan belong to International Business School Universiti
Technologi Malaysia.
The paper looks forward to establish theoretical and empirical evidences to showcase
relationship between non-monetary incentives, job satisfaction and job motivation. They
proposed that non-monetary incentives results in job satisfaction and positively influence job
performance.
The intended audience are the employees who should understand if non-monetary
incentives are essential for greater employee performance. Financial incentives beneficial of
employee performance.
The authors consider non-monetary incentives as a major source of employee
performance. On the contrary, Ahammad, Lee, Malul&Shoham consider the benefits of financial
incentives beneficial for employee performance.

7ANNOTATED BIBILIOGRAPHY ANALYSIS
This study would help to understand the non-monetary incentives and their effect
pertaining to the topic of the bibliography.
Faisal Ahammad, M., Mook Lee, S., Malul, M., &Shoham, A. (2015). Behavioral
Ambidexterity: The Impact of Incentive Schemes on Productivity, Motivation, and
Performance of Employees in Commercial Banks. Human Resource Management, 54(S1),
s45-s62. doi: 10.1002/hrm.21668
Authors Mohammad from Nottingham Trent University, Lee from Penn State Great
Valley, Malul from Department of Public Policy and Administration of Ben Gurion University of
the Negrev&Shoham from Fox School of Business, Temple University, Philadelphia have
discussed the effect of incentive schemes on employee performance, motivation and
productivity, Their article is composed of a research conducted on employees of commercial
banks.
The intended audience are the employees of commercial banks and the HRs.The paper
studies the impact of employee motivation that comes from HR practices to achieve
ambidexterity in within an organisation.
They define ambidexterity as the capability to attain to contradictory processes like
exploitation and exploration inside the same firm. The paper establishes the relationship between
financial incentives and employee motivation.
The authors opine that organisations that offer financial incentives to employees, get a
positive response from them towards giving efforts to build an organisation that is ambidextrous.
Although, Huang et al., (2016) says workplace wellness is also equally necessary for employee.

8ANNOTATED BIBILIOGRAPHY ANALYSIS
This study helps understand the importance of performance appraisals and how various
incentive programs should have a sense of development.
Huang, H., Mattke, S., Batorsky, B., Miles, J., Liu, H., & Taylor, E. (2016). Incentives,
Program Configuration, and Employee Uptake of Workplace Wellness Programs. Journal
Of Occupational And Environmental Medicine, 58(1), 30-34. doi:
10.1097/jom.0000000000000613
The authors are from RAND Corporation of California, Boston and Massachusetts. They discuss
the effect of wellness program configurations and financial incentives on employee participation
rate. They conducted a nationwide survey with 407 employees about workplace wellness
programs and found employers who give out financial incentives and organise wellness
programs have greater participation rate.
The targeted audience are the employees once again. They are made aware how wellness
programs and incentives together can result in greater employee engagement.
Huang et al (2016) talks about both tangible and intangible incentives and how it can influence
greater employee engagement. Whereas, Ahammad et al (2015) only talks about financial
incentives.
This research will contribute in the study by providing the beneficial effects of both types of
incentives.

9ANNOTATED BIBILIOGRAPHY ANALYSIS
Reference List
Abdullah, A. A., & Wan, H. L. (2013). Relationships of non-monetary incentives, job
satisfaction and employee job performance. International Review of Management and
Business Research, 2(4), 1085.
Cassar, L., & Meier, S. (2018). Nonmonetary Incentives and the Implications of Work as a
Source of Meaning. Journal of Economic Perspectives, 32(3), 215-38. [DOI:
10.1257/jep.32.3.215]
Faisal Ahammad, M., Mook Lee, S., Malul, M., &Shoham, A. (2015). Behavioral
Ambidexterity: The Impact of Incentive Schemes on Productivity, Motivation, and
Performance of Employees in Commercial Banks. Human Resource
Management, 54(S1), s45-s62. doi: 10.1002/hrm.21668
Gibbs, M., Neckermann, S., &Siemroth, C. (2017). A field experiment in motivating employee
ideas. Review of Economics and Statistics, 99(4), 577-590.
[https://doi.org/10.1162/REST_a_00631]
Howard, L. W., Turban, D. B., & Hurley, S. K. (2016). Cooperating teams and competing
reward strategies: Incentives for team performance and firm productivity. Journal of
Behavioral and Applied Management, 3(3), 1054.
Huang, H., Mattke, S., Batorsky, B., Miles, J., Liu, H., & Taylor, E. (2016). Incentives, Program
Configuration, and Employee Uptake of Workplace Wellness Programs. Journal Of
Occupational And Environmental Medicine, 58(1), 30-34. doi:
10.1097/jom.0000000000000613
Huber, R., & Hirsch, B. (2015). Behavioral Effects of Sustainability-Oriented Incentive
Systems. Business Strategy And The Environment, 26(2), 163-181. doi: 10.1002/bse.1905

10ANNOTATED BIBILIOGRAPHY ANALYSIS
Kuvaas, B., Buch, R., &Dysvik, A. (2018, July). Individual variable pay for performance,
incentive effects, and employee motivation. In annual meeting of the Academy of
Management, Chicago,
USA.https://www.researchgate.net/profile/Bard_Kuvaas/publication/326282127_Individu
al_Variable_Pay_for_Performance_Incentive_Effects_and_Employee_Motivation/links/
5b49ab7045851519b4b8794a/Individual-Variable-Pay-for-Performance-Incentive-
Effects-and-Employee-Motivation.pdf
Malik, M., Butt, A., & Choi, J. (2014). Rewards and employee creative performance: Moderating
effects of creative self-efficacy, reward importance, and locus of control. Journal Of
Organizational Behavior, 36(1), 59-74. doi: 10.1002/job.1943
Yoon, H. J., Sung, S. Y., Choi, J. N., Lee, K., & Kim, S. (2015). Tangible and intangible rewards
and employee creativity: The mediating role of situational extrinsic motivation.
Creativity Research Journal, 27(4), 383-393.
[https://doi.org/10.1080/10400419.2015.1088283]