Positive consequences of intrinsically rewarding work : a model to motivate, engage and retain non-profit employees

Abstract

This study sought to empirically test a theoretical model outlining the relationships between intrinsic rewards, intrinsic motivation, work engagement and intention to quit, in an attempt to empirically assess whether intrinsic rewards result in improved levels of motivation, engagement and retention. Using a sample of 587 non-profi t employees from Australia, Belgium, South Africa and the United States, structural equation modelling was employed as a multivariate technique that estimated a series of interrelated dependence relationships concurrently. The instruments utilised were translated from English into Dutch to ensure comprehension of items amongst Belgian respondents. The findings show that providing psychologically rewarding work to non-profit employees results in increased levels of intrinsic motivation and decreased levels of intention to quit; however, a significant relationship between intrinsic rewards and work engagement was not established. Intrinsic motivation was found to partially mediate the relationship between intrinsic rewards and both intention to quit and work engagement. This study contributes to the collection of empirical research studies that promote above average working conditions and decent work in the form of effective work design.