1. Unretentive Incentives Rebekah Paradis
Good afternoon and thank you for coming. My name is Rebekah Paradis and I am a senior management major with a Human Resource emphasis. This year I have been researching the effects of incentives on motivation and retention in the workplace. In 15 mins, I hope to prove that incentives should not be used in the workplace due to their damaging long term effects.

2. The inspiration behind this research was my summer internship through a casino in Maryland where I worked as an HR generalist. At the casino there are both table games dealers and dual-rate dealers, who work as supervisors too. The company implemented a new incentive plan for dealers, but the dual-rate dealers were unable to earn it. Instead of receiving any positive comments, many dual rate dealers came to HR very unhappy about not being about to receive the bonus and a few remarked they were going to look for jobs at our competitors. This begged the question, why use incentives if they are going to have a negative impact.

3. Theoretical Framework

4. Cognitive Evaluation Theory
1999: 128 studies on contingent rewards
Findings:
Underminded free-choice motivation
Management: d= -0.40
Completion: d= -0.36
Performance: d= -0.28
Deci, E. & L., Koestner, R., & Ryan, R. M. (1999)
CET explains the effects of external consequences on internal motivation.

5. 2017 Study of Intrinsic and Extrinsic Motivation
Intrinsic Motivation
+ association with work performance, affective commitment
- association with burnout, work-family conflict, and turnover
Extrinsic Motivation
+ association with burnout, work-family conflict, and turnover
- association with work performance
Kuvaass, B & Buch, R & Weibel, A & Dysvik, A & Nerstad, C (2017, August).
Why is internal motivation important in the workplace?

6. Two-Factor Theory of Motivation
Two types of factors
Produce satisfaction
Produce dissatisfaction
Satisfaction Factors
Internal motivators: achievement, recognition, growth
Dissatisfaction Factors
External motivators: unfair company policies, salary, job security
Herzberg, F (1968). One More Time: How Do You Motivate Employees? Harvard Business Review. September – October Issue 1987, 5-16.

7. Recommendation

8. Paradis’ Motivational Triad Model
Building Community
Showing Respect
Encouraging Growth
Paradis’ Motivational Triad Model

9. Building Community = Social Belongingness
“Communityship”
“65% of employees would rather have a new manager than a pay raise”
Leesman +
Mintzberg, H. (2014, August 01). Rebuilding Companies as Communities. Retrieved October 14, 2019 from

10. Showing Respect = Ego
“Take care of your people and they’ll take care of you”
Owed vs. Earned Respect
Survey of 800 managers in 17 industries
48% decreased work effort
66% decreased work performance
78% organization commitment declined
Porath, C & Pearson, C. (2013, February). The Price of Incivility. Retrieved March 20, 2019, from

11. Encouraging Growth = Self-Actualization
Effective professional development plan
Self - Assessment
Manager Assessment
Department / Organizational Needs
Career Path Exploration
Record and Analyze track
Survey of 4,300 employees
74% have feelings of unreached potential
Human Resources. (n.d.). Retrieved February 26, 2019, from

12. 16 - 213% $120,000 $255,600 True Cost of Turnover
of an employees avg. salary
$120,000
Ex. Employee making
$255,600
Could cost upwards of

13. “There is a mismatch between what science knows, and what business does”
Dan Pink, “The Puzzle of Motivation”

14. You can also find me at paradis_r@lynchburg.edu
Questions?
You can also find me at