Intrinsic Motivation and Incentives

By Canice Prendergast. 2008

205 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Safety Research

View Paper: https://www.semanticscholar.org/paper/fed802e7f707770c957a05573064a96890b8abe8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Economics and Econometrics

1. Dennis Campbell
2. Meiyu Fang
3. W. Firestone
4. B. Gerhart
5. R. Speklé

In Safety Research

1. Meiyu Fang
2. B. Gerhart
3. Dennis Campbell
4. Sally K. Widener
5. W. Firestone
6. H. V. Elten
7. R. Speklé
8. Marylène Gagné

Citations in the corpus

• Pay, Intrinsic Motivation, Extrinsic Motivation, Performance, and Creativity in the Workplace: Revisiting Long-Held Beliefs (2015, background): “…interested in the undermining effects of extrinsic rewards (e.g., Frey & Oberholzer-Gee, 1997; Frey & Jegen, 2001; Kreps, 1997; Kuntz & Pfaff, 2002; Prendergast, 2008)2 and a recent bestseller on Amazon (Pink, 2009) communicated the undermining message to an even broader audience, including the…”
• Creativity and Control: A Paradox. Evidence from the Levers of Control Framework (2017, background): “…communicating restrictions and limits or whether it is seen as communicating valuable information and making employees believe they have choices in their actions (e.g., Akerlof and Kranton 2008; Falk and Kosfeld 2006; Koestner, Ryan, Bernieri, and Holt 1984; Prendergast 2008; Shalley et al. 2004).”
• Teacher Evaluation Policy and Conflicting Theories of Motivation (2014, background): “The authorizer’s influence comes through persuasive goal setting or hiring those who share the school’s goals, but neither approach is that reliable (Locke & Latham, 2002; Pendergast, 2008).”
• Does pay for performance diminish intrinsic interest? (2012, background): “In conclusion, we suggest that conventional wisdom and widely held beliefs regarding the detrimental effect of PFIP in this area (e.g. Kohn 1993; Kreps 1997; Pfeffer 1998; Frey and Jegen 2001; Kuntz and Pfaff 2002; Prendergast 2008; Ordóñez et al. 2009; Pink 2009) should be revisited.”
• Employee Selection as a Control System (2012, background): “…and organizational behavior predict that when it is difficult to align incentives by contracting on output, aligning preferences via employee selection may provide a useful alternative (Merchant 1985, Cohen and Pfeffer 1986, Simons 2000, Akerlof and Kranton 2000, 2005; Prendergast 2008).”