Many crowdfunding platforms allow developers maximum flexibility in terms of the number and types of rewards offered in a project. However, designing an effective reward structure continues to be a ...major challenge. This article empirically examines consumers’ responsiveness to different factors related to reward structures on crowdfunding platforms. We collected data from 2,262 rewards programs across 219 projects and applied a mixed Tweedie model to investigate the impact of various reward structures on the number of backers and the revenue generated at each reward tier. The results revealed a significant effect of reward limit setting on backers’ interest, but this effect varies by reward tiers. Higher tiers attenuate price sensitivity. The reward type matters as well: material rewards are better received than symbolic ones on crowdfunding platforms, but only in lower reward tiers. These findings have direct implications for launching crowdfunding projects that will be more effective in creating buzz and reaching their fundraising goals.
Delay discounting-the extent to which individuals show a preference for smaller immediate rewards over larger delayed rewards-has been proposed as a transdiagnostic neurocognitive process across ...mental health conditions, but its examination in relation to posttraumatic stress disorder (PTSD) is comparatively recent. To assess the aggregated evidence for elevated delay discounting in relation to posttraumatic stress, we conducted a meta-analysis on existing empirical literature. Bibliographic searches identified 209 candidate articles, of which 13 articles with 14 independent effect sizes were eligible for meta-analysis, reflecting a combined sample size of
= 6897. Individual study designs included case-control (e.g. examination of differences in delay discounting between individuals with and without PTSD) and continuous association studies (e.g. relationship between posttraumatic stress symptom severity and delay discounting). In a combined analysis of all studies, the overall relationship was a small but statistically significant positive association between posttraumatic stress and delay discounting (
= .135,
< .0001). The same relationship was statistically significant for continuous association studies (
= .092,
= .027) and case-control designs (
= .179,
< .001). Evidence of publication bias was minimal. The included studies were limited in that many did not concurrently incorporate other psychiatric conditions in the analyses, leaving the specificity of the relationship to posttraumatic stress less clear. Nonetheless, these findings are broadly consistent with previous meta-analyses of delayed reward discounting in relation to other mental health conditions and provide further evidence for the transdiagnostic utility of this construct.
We report two replication attempts for the positive main effects of charismatic leadership and performance-based rewards on individual performance from a field experiment in a charitable context ...(Antonakis, d'Adda, Weber, and Zehnder, 2015). Using video based treatments - instead of the live treatments in the original study - we only replicate the effect of performance-based rewards in a sample of 118 participants; we do not find an effect of charisma on performance. In a second study, we address the reasons that could explain the unsuccessful replication of the charisma effect by: (a) using a larger sample (n = 274) and (b) ensuring the experimental task context to have ingroup - cultural and hence value - fit between the workers and the beneficiaries of a charity. In the second study we fully replicate the positive effects of charisma as well as performance-based rewards on individual performance. In extending the original work we tested and found no interaction between economic incentives and charisma. Furthermore, using the manipulations as experimentally randomized instrumental variables (ERIVs, see Sajons, 2020), we find that the effect of charisma on individual performance is channelled through the vision dimension of leadership.
Despite an initial focus on negative threatening stimuli, researchers have more recently expanded the investigation of attentional biases toward positive rewarding stimuli. The present meta-analysis ...systematically compared attentional bias for positive compared with neutral visual stimuli across 243 studies (N = 9,120 healthy participants) that used different types of attentional paradigms and positive stimuli. Factors were tested that, as postulated by several attentional models derived from theories of emotion, might modulate this bias. Overall, results showed a significant, albeit modest (Hedges' g = .258), attentional bias for positive as compared with neutral stimuli. Moderator analyses revealed that the magnitude of this attentional bias varied as a function of arousal and that this bias was significantly larger when the emotional stimulus was relevant to specific concerns (e.g., hunger) of the participants compared with other positive stimuli that were less relevant to the participants' concerns. Moreover, the moderator analyses showed that attentional bias for positive stimuli was larger in paradigms that measure early, rather than late, attentional processing, suggesting that attentional bias for positive stimuli occurs rapidly and involuntarily. Implications for theories of emotion and attention are discussed.
Reward uncertainty can prompt exploration and learning, strengthening approach and consummatory behaviors. For humans, these phenomena are exploited in marketing promotions and gambling products, ...sometimes spurring hedonic consumption. Here, in four experiments, we sought to identify whether reward uncertainty-as a state of "not knowing" that exists between an action and a positively valanced outcome-enhances the in-the-moment consumption and experience of other palatable food and drink rewards. In Experiment 1, we demonstrate that reward uncertainty can increase consumption of commercial alcoholic drinks and energy-dense savory snacks. In Experiment 2, we show that reward uncertainty is unlikely to promote consumption through gross increases in impulsivity (expressed as higher discounting rates) or risk tolerance (expressed as lower probability discounting rates). In Experiment 3, we find that reward uncertainty intensifies the taste of, and hedonic responses to, sucrose solutions in a concentration-dependent manner among individuals with heightened preferences for sweet tastes. Finally, in Experiment 4, we replicate and extend these findings by showing that reward uncertainty intensifies the taste of palatable foods and drinks in ways that are independent of individuals' discounting rates, motor control, reflection impulsivity, and momentary happiness but are strongly moderated by recent depressive symptoms. These data suggest a working hypothesis that (incidental) reward uncertainty, as a state of not knowing, operates as a mood-dependent "taste intensifier" of palatable food and drink rewards, possibly sustaining reward seeking and consumption.
This study sought to ascertain the impact of rewards and incentives for top-performing employees on employee morale at Manufacturing Company. The study population consisted of 180 employees at ...Manufacturing Company. The sample was selected using the random sampling approach. The sample size in this study consisted of 45 employees. This research falls under the category of quantitative research. Quantitative research focuses on measurable research objects and uses numerical or ratio-based variables to address specific problem formulations or test stated hypotheses. The multiple regression analysis yielded the equation Y = 5,263 + 0,422X1 + 0,447X2 + e, indicating that rewards and incentives had a statistically significant positive impact on staff morale. Concurrently, the outcomes of the test (t) or partial test indicate that awards favorably and favorably impact staff morale. Where is the value of t count 3.286 visible? The t-table value of 2.01808 and the significance value of 0.002 indicate that the influence of the incentive variable on employee morale is positive and substantial. The t-count value of 3.693 further supports this finding. Similarly, the t-table value of 2.01808 and the significance value of 0.001 indicate a significant effect of the incentive variable on employee morale, with ? set at 0.05. The coefficient of determination was determined to be 0.681. The independent variables, reward, and incentives, account for 68.1% of the variation in the employee morale variable. The remaining 31.9% is attributed to other variables not included in the model.
We meta‐analysed 146 studies (n = 31,861) to examine the effects of individual and team‐based financial incentives on peoples' performance and to explore potential moderators. The overall effect size ...of the individual incentives (116 studies) was positive (g = 0.32). Moderator analyses revealed effect sizes to be larger for field studies (g = 0.34) than for laboratory studies (g = 0.29), larger for qualitative (g = 0.39) than quantitative performance measures (g = 0.28), and smaller for less complex tasks (g = 0.19). Results on team‐based incentives (30 studies) indicated a positive effect regarding team‐based rewards on performance (g = 0.45), with equitably distributed rewards resulting in higher performance than equally distributed rewards. This relationship was larger in field studies and smaller for less complex tasks. In addition, our results show that the effect of team‐based rewards depends on team size and gender composition. Implications for organizational rewards and suggestions for future research are discussed.
Practitioner points
Our study demonstrates the importance of rewarding employees as teams to motivate them to a greater extent.
The results show that equitably distributed rewards lead to higher performance than equally distributed rewards.
Managers should design their appraisal and feedback process for individual team members and the team as a whole.
Our results provide useful information regarding the creation of appropriate reward systems.
Differences in reward characteristics, team composition, and distribution rules offer practical implications for factors on organizational (i.e., personnel selection, frequency, and amount of rewards), team (i.e., team characteristics, type of performance measurement), and individual level (i.e., importance of rewards, personality).
Abstract
What are the rewards of paid care work for frontline health workers? I focus on India’s women community health volunteers, the largest such workforce in the world. Appointed since 2007 and ...numbering one million, these women are paid per-case incentives to connect the poor and marginalized to government-run health services. Using 14 months of ethnographic fieldwork in Delhi and Punjab, including 80 interviews, I find that women community health volunteers (called Accredited Social Health Activists or ASHAs) experience extrinsic rewards in paid care work. ASHAs earn not only from their official wages, but also from two unofficial streams: a) a boost of income from non-ASHA work and b) commissions from private hospitals. I also find that the intrinsic rewards ASHAs report—emotional gratification, relative autonomy, and skill-building—are co-constituted with extrinsic rewards; that is, they are tied to their earnings. This calls into question the “Love versus Money” binary, used to frame much of the discussion on care work. I argue instead for a “Love of Money” framing—that is, money as a reward and money as begetting other rewards. My findings highlight the significance of globalizing the empirical research on paid care work.
The ephemeral reward task involves providing subjects with a choice between two distinctive stimuli, A and B, each containing an identical reward. If A is chosen, the reward associated with A is ...obtained and the trial is over. If B is chosen, the reward associated with B is obtained but A remains, and the reward associated with A can be obtained as well. Thus, the reward-maximizing solution is to choose B first. Although cleaner fish (wrasse) and parrots easily acquire the optimal response by choosing B, paradoxically, several nonhuman primate species, as well as rats and pigeons, do not. It appears that some species do not associate their choice and reward with the second reward. Surprisingly, research in an operant context with pigeons and rats suggests that inserting a delay between the choice and reward facilitates optimal choice. It is suggested that impulsivity may be, in part, responsible for the difficulty of the task. In an attempt to better understand this task, we trained human subjects on an operant version of this task, with and without a brief delay between choice and reward and found that many subjects failed to learn to choose optimally, independent of the delay. Furthermore, performance on this task was not correlated with a task thought to measure impulsivity, the Balloon Analog Risk Task or with the Abbreviated Impulsivity Survey. We concluded that, for humans, the task is confusing because there is no incorrect response, only good and better, and better is not easily discriminated. (PsycInfo Database Record (c) 2024 APA, all rights reserved) (Source: journal abstract)
Background
In this time of global nursing shortages, investment in nursing is vital, and hospitals need to apply a range of strategies to attract and retain nurses. Rewards are an effective strategy ...for the retention of nurses and help improve the performance and productivity of hospitals. In rural and remote communities, however, nurses may not have access to the rewards that urban‐based nurses have.
Aim
To explore the preferred rewards of registered nurses in rural and remote community hospitals in Thailand.
Methods
An explanatory mixed‐methods design was employed for the overall study, and the results from the qualitative descriptive phase are reported here using the COREQ checklist. We collected data during in‐depth interviews with 24 informants from 8 community hospitals. Thematic analysis was used for data analysis.
Findings
Four major themes regarding reward types were preferred by the nurses: reasonable pay, good benefits, accessible learning and development, and a favorable work environment.
Conclusion
A package of total rewards that best suit nurses working in rural and remote areas needs to be implemented, for a combination of different types of rewards has a greater impact than a single reward at both individual and organizational levels.
Implication for nursing and health policy
It is crucial to identify those rewards to attract and retain nurses. In Thailand, nursing and health workforce policies need to be based on nurse preferences regarding salary, benefits, and recognition commensurate with other healthcare professionals, including civil servant status, as well as improving the work environment.
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