Investigated relationships between performance and satisfaction in 2 samples of female telephone company workers under a contingent (i.e., pay based on piece rates and promotions based on performance) and a noncontingent (i.e., rewards based on seniority) reward system. Performance levels were similar under the 2 systems but were related to satisfaction with the work itself, pay, and promotions for the contingent Ss and to satisfaction with interpersonal factors, pay, and work for the noncontingent Ss.
MANAGEMENT and industrial psychology have always been concerned with the complex problem of worker motivation. The interrelationships of expectancy, rewards, behaviors, satisfactions, role perception, and ability are familiar topics. In recent years there have been several attempts to formulate expectancy-type models to explain these relationships (Vroom
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