The study drew on a sample (n=284) from the hotel industry in Hong Kong to advance our understanding about the perceived effectiveness of various reward instruments in achieving specific task and extra-task performance behaviors. We found that the perceived motivating value of a reward varied according to its type. Non-financial rewards, for example, were found to play a prominent role in achieving extra-task performance dimensions. Employee characteristics also affected the perceived performance implications of various rewards. Nevertheless, caution must be exercised when interpreting the results, as other factors may also influence reward-performance relationships, thus paving the way for future research.
Scopus Subject Areas
- Tourism, Leisure and Hospitality Management
- Strategy and Management
- Employee task and extra-task performance
- Hotel industry