Introduction
Parallon Workforce Management Solutions falls under the Workforce Management umbrella. An organisation still in its babyhood. and financially supported and entrusted by HCA. a hospital organisation mogul in its industry. Presently. the DHP ( Dependent Healthcare Professional ) Credentialing section has begun to do its presence in the country since mid-2007 ; today it has bit by bit increased its employee base and has enormously more than quadrupled its client base. Having a centralised corporate office in Sunrise. FL has allowed for many occupation chances in the south Florida country. As the Finance Director. overall duties include. but are non limited to supervising the fiscal records of the section. pass oning with staff comptrollers and histories payable/receivable on a regular footing. Create procedure flows for fiscal intents. create and decipher fiscal projections for the section. Accurately running and reading fiscal studies and statements ; and holding an overall healthy attitude towards the organisation.
Organization Overview
“Workforce Management Solutions is an industry leader in health care staffing direction. heightening our customers’ quality of attention and supplying alone engineerings to present alone efficiencies. Since our origin in 1993. we have been supplying staffing resources for Hospital Corporation of America ( HCA ) . one of the nation’s taking suppliers of health care services. Presently. we serve 100s of infirmaries. ambulatory service installations and outpatient centres countrywide. puting 1000s of health care professionals each twelvemonth. We offer every client full-service solutions that include contingent staffing. recruiting and enhanced productiveness and scheduling engineering. Our full-service. incorporate concern theoretical account encompasses: Per Diem Staffing – These comprehensive catching services meet every demand. from background cheques and orientation to scheduling engineering and systems developing. We have 11 per diem staffing offices nationally. holding logged more than 3. 3 million hours of work at pre-negotiated. below-market rates. Travel Staffing – Customers benefit from the services of 900+ going nurses and allied wellness professionals while Workforce Management Solutions takes on all the associated administrative and logistical loads.
Integrated Staffing and Scheduling Technology – Our custom-designed. proprietary online installation scheduling system enhances efficiency. saves money. provides for the optimisation of agendas and empowers hospital staff members. Our Facility Scheduler allows employees to self-schedule with no hardware to buy or package to put in. Additional package constituents include volume prediction. Staff Scheduling Redesign and Consulting – Our extremely scalable. customizable engineering helps directors create staffing agendas that accurately match lifting and falling work loads. We train your squad to program. proctor and control staffing so needs and outlooks are met expeditiously and be efficaciously. Permanent Placement and Recruiting – We are experts at supplying professional staff and management-level recruiting solutions to our clients in the countries of nursing. medical imagination. allied wellness and instance management” ( “Parallon work force direction. ” 2011 ) .
In add-on. Parallon Workforce Management Solution houses a fantastic portfolio under its umbrella of concern enterprise: “Parallon’s full portfolio of alone concern solutions includes group buying. staffing direction. supply concatenation. undertaking direction. gross rhythm and other concern procedures. Parallon Business Solutions offers a comprehensive solution that no other company can claim. As spouses. we work in analogues to present customized solutions that guarantee your success. As fellow operators. we understand your challenges and continually introduce to react to the demands of a dynamic market place. Business Performance Group est. 2000. offers end-to-end gross rhythm services from patient enrollment to charge and aggregations. and everything in between. To run into the demands of our suppliers we have expanded our capablenesss to present a broad scope of extra procedures. We tailor our service to your needs—whether supplying a individual solution or giving our full resources and graduated table as your outsourced spouse. HealthTrust Purchasing Group. est. 1999. is the merely committed theoretical account group buying organisation.
The foundation of our success is aligned determination devising and conformity across our 1. 400+ member spouses. The consequence is a comprehensive portfolio that is systematically 10 per centum better than any other buying confederation. Supply Chain Solutions has successfully transformed over 170 installations with its shared services platform. ensuing in over $ 1 billion in documented nest eggs. With more than 10 old ages of progressive experience. the strength of Parallon is our people. procedures and proved consequences. Because we are supply concatenation operators like you. we invite you to tour our installations and see the invention in action. Workforce Management Solutions. est. 1993. began as a supplier to the largest employer of nurses in the state. We offer our services—training and credentialing. optimum high-caliber staffing arrangement. enrolling options and industry-leading programming technology—creating alone value and efficiencies” ( “Parallon work force direction. ” 2011 ) .
Preliminary Problem Statement
The DHP Credentialing section at PWMS has a hapless direction construction. unequipped to manage the inflow of appliers filtrating on a day-to-day footing. Inability to make. and prolong acceptable client service patterns. changeless addition work loads and entry degree employees with no vision. way. or position of elevation/ promotion within the organisation. All of these factors and determiners have led to overall employee dissatisfaction. bitternesss. disloyalty. and unenthusiastic with respects to the organisation. section. and occupation. This paper will try to reply the undermentioned inquiry: Can employee satisfaction. and productivity addition with the assistance of intrinsic and extrinsic motive? The paper will dig deeper into peculiar doctrines and surveies as conducted by Abraham Maslow. who suggest these ends to be gettable through a hierarchy of human behaviour and demands.
Literature Review/Synopsis
Personal Mastery and Authentic Leadership
falseDhiman. Satinder. Organization Development Journal29. 2 ( Summer 2011 )
This paper links personal command and genuineness to effectual leading on the premiss that our leading manner is an extension of who we are. The findings of humanistic. experiential. and positive psychological science are explored to propose a tract to the art and scientific discipline of human flourishing. The paper utilizes a interactive exploratory research design to understand the relationship between personal command. genuineness. and leading within the overarching construct of human booming. It builds on the work of Abraham Maslow. Victor Frankl. Peter Senge. Steven Covey. and Michael Ray in lighting the construct of personal command.
It besides briefly reviews the recent work of positive psychologists such Martin Seligman. Ed Diener. and Mihaly Csikszentmihalyi to research the emerging field of human flourishing by making a witting nexus between personal command. subjective wellbeing. and reliable felicity. Based on the findings. humanistic experiential and positive psychological science minds striking similarities are apparent when it comes to the necessities of human flourishing.
Maslow and Management: Universally Applicable or Idiosyncratic? falseJelavic. Matthew ; Ogilvie. Kristie. The Canadian Manager34. 4 ( Winter 2009 )
For bookmans and practicians of psychological science. one of the most often-cited theories of human motive is Abraham Maslow’s Hierarchy of Needs. Maslow’s classification of these human needs into physiological. safety. love and belonging. respect and self-actualization are non frequently referenced within the context of the direction scientific discipline. where a distinct difficult scientific discipline procedure of a expression is evident for the reply in how a director motivates their workers. Rather. cases cited are tied to context that varies from each state of affairs presented. which besides can alter over clip and civilization.
Yet recent subjects. such as Organizational Behavior and Leadership. hold begun to take from sociology and psychological science the kineticss to understand the individual. squads. and organisational effects of these theories. The integrating between motivational theories. such as Maslow and differences between civilizations. such as Hofstede ( 1980a. 1980b ) . bears treatment necessary to be applicable in today’s planetary environment. The deductions of social civilization and needs to the direction instruction field are peculiarly of import.
The Influence of Maslow’s Humanistic Views on an Employee’s Motivation to Learn falseWilson. Ian ; Madsen. Susan R. Journal of Applied Management and Entrepreneurship13. 2 ( Apr 2008 ) Continual employee preparation and acquisition is critical to the ability of organisations to accommodate to an of all time altering national and international concern environment. What motivates employees to larn? Abraham Maslow has had a important impact on motive theory. humanistic psychological science. and later. grownup larning in the workplace. This paper discusses the development of Maslow’s humanistic positions and hints their impact on past tendencies in concern preparation every bit good as the deductions for current challenges that directors face in actuating employee acquisition in the workplace.
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Analysis
Intrinsic motive relates to people who work more for the love of their occupation than for the money they receive. Peoples who have a occupation that they love make a life from something that they find inherently fulfilling. Peoples more normally find intrinsic motive in callings that involve high degrees of accomplishment and creativeness. facets that increase a person’s soaking up in their work. Employers provide extrinsic motive in the signifier of wage. benefits and other plans designed to appeal to employees. A worker motivated by extrinsic factors may be there entirely for the money and other benefits. This doesn’t mean that people in high-paying occupations lack intrinsic motive. but that extrinsic motive in footings of wage and benefits may be plenty to maintain them working at a occupation even if they don’t like it. The ideal state of affairs for most employees is to happen a occupation that features high degrees of both intrinsic and extrinsic motive. Before we delve into what Intrinsic and Extrinsic motive is. it is therefore critical to understand what motive is and why is it of import to actuate employees.
Hence so. motive could be defined as the drive force within persons that encourages them to travel in front and execute the undertakings. in order to accomplish their intended demands and outlooks. In other words. it is a set of grounds that finally drags an single to execute a peculiar undertaking converting that they could carry through their demands and outlooks. one time the undertaking is performed. Motivating employees is non an easy undertaking. due to the fact that what motivates employees seems to alter overtime. To state. different employees are motivated in different ways harmonizing to their demands. For illustration. one employee will be motivated to make his undertaking by manner of duty. while on the other manus another employee will be motivated by pecuniary wagess. However. it is possible to actuate an employee merely if they want to be motivated. As a consequence. it is therefore critical to place the ground and make the ambiance that encourages the non-performing employees to review and actuate themselves. In other words. it is therefore of import to seek and happen out what truly motivates the employee.
Trying to actuate an employee by incorrect agencies could therefore take to a waste of money. clip and so on. while paving manner to de-motivate the employee more. Having said that. extremely motivated employees are considered to be true assets for any organisation ; one time motivated. they fundamentally tend to be more productive. energetic. and really mush tidal bore to take on extra duties. and therefore pleasant to be with and work with. However. on the other manus it should be said that there besides tends to be non executing employees every bit good about in every organisation. Therefore. in such fortunes they fundamentally have to look for trade with the obstructions by traveling and placing the unmotivated employees and turning them around if the organisations are to be successful. In malice of that ; when it comes to actuating employees this could be done per se or extrinsically by utilizing either intrinsic or extrinsic wagess. When it comes to intrinsic motive. this fundamentally means that employees are motivated to make a peculiar undertaking because of the pleasance or satisfaction that they get in executing the undertaking itself.
In other words. intrinsic motive comes from within an person instead than from extrinsic wagess such as pecuniary inducements etc. An employee who tends to be per se motivated could be motivated by internal factors such as acknowledgment. duty. growing and promotion. If an employee is to be motivated by intrinsic wagess. so this means that what the employee truly wants is a occupation that involvements him. a ambitious work environment. and the duty to execute the undertaking etc. in order to actuate him. For illustration. an per se motivated individual will execute a undertaking given to him volitionally. either because he might happen the undertaking challenging or else interesting and satisfied with finishing it. To state. and non with the purpose of acquiring other wagess. This is due to the fact the external wagess barely actuate these employees. As a consequence. intrinsic motive tends to be really much effectual in the long tally as the employees perform the undertakings volitionally because it involvements them. instead than seeking to get away from it one time the occupation is done.
Extrinsic motive on the other manus is when the employees are therefore motivated by agencies of external wagess. External wagess fundamentally consist of pecuniary inducements and classs etc. The employees are involved in executing a peculiar undertaking is because of the external wagess that gives them satisfaction and pleasance. and non because they are interested in it. In other agencies. extrinsic motive drives an employee to make things particularly for touchable wagess or force per unit area. instead than for the merriment of it. Extrinsic incentives can be either positive or negative. To state. it is therefore possible to utilize positive incentives such as pecuniary wagess or negative such as menaces or graft to actuate them extrinsically. Extrinsic incentives fundamentally concentrate the employees on wagess instead than actions. For illustration. employees will execute undertakings though they are non rather interested in it. therefore because of the wagess involved with it. To state. some people will non desire to make the work volitionally. but instead they are motivated to make so by external wagess. However in world. extrinsic wagess do actuate employee’s merely short term.
This is because the extrinsically motivated employees will make their work merely every bit long as they receive their wagess and thenceforth will halt executing the undertakings. one time the wagess are no longer at that place. Having looked at both the intrinsic and extrinsic motive. it could be said that intrinsic motive is far stronger than extrinsic motive when it comes to actuate employees in the long tally. This is because the per se motivated employees will go on to execute better twenty-four hours after twenty-four hours as long they find the work interesting and satisfied. It doesn’t mean that extrinsic motive should non be used. but this is non the ideal manner to hanker actuate the employees. To state. extrinsically motivated employees will merely happen what they do to interesting every bit long as they receive the wagess which can either be positive or negative.
And hence in order to actuate them to increase public presentation. so they will hold to be given more wagess than earlier. If non. they will merely be de-motivated. Not merely that. but one time the employees are given extrinsic wagess they will no longer be per se motivated. but instead depend on wagess to maintain them motivated thenceforth. That is why it is critical to seek and actuate employees per se by seeking to explicate how it will assist them to develop and promoting them by offering more ambitious work. giving duty and acknowledgment for the work done etc. This will in bend lead to heighten public presentation by actuating them to run into the long term success.
Through geographic expedition of motivational features. it is shown that people are either per se or extrinsically motivated. Upon farther research. two theories explain how intrinsic motive can be increased or decreased by extrinsic. or external. motive techniques. In Theory I. external incentives ( inducements. congratulations. wagess. or penalty ) addition intrinsic motive. In Theory II. extrinsic incentives decrease intrinsic motive. The latter of this paper will find what impact extrinsic motive techniques have on intrinsic motive. It will so place the most effectual and least effectual extrinsic motive techniques. and explicate how intrinsic motive can be affected by this. Finally. the importance of this geographic expedition will be explained by three research surveies.
Definitions
Intrinsic motive inspires persons to take part in an activity because of the internal enjoyment that activity brings. Peoples who are per se motivated have a demand for accomplishment and aspire to be self-determined and competent. without any sensed external incentive ( Akin-Little. Eckert. Lovett. & A ; Little. 2004 ) . Extrinsic motive encourages persons. who do non needfully bask an activity. to execute good in order to have some sort of wages or to avoid negative effects ( Aamodt. 2007 ) . Autonomy. or self-government. is experienced when an single feels they have a pick in executing the activity and feels personally responsible for the result ( Cameron. Pierce. Banko. & A ; Gear. 2005 ; Aamodt. 2007 ) .
Theory I – External Incentives Increase Intrinsic Motivation There has been a great trade of contention refering the impact external motive techniques have on intrinsic motive. External motive techniques have been proven to significantly increase extrinsic motive. which consequences in increased efficiency and public presentation for organisations ( Aamodt. 2007 ) . More research is needed to turn out that external inducements chiefly decrease intrinsic motive. Advocates of Theory I declare that honoring persons for run intoing absolute or normative criterions. or for transcending a standard. greatly increases intrinsic motive ( Cameron. Pierce. Banko. & A ; Gear. 2005 ) . Along with this theory. quality-dependent wagess ( verbal congratulations or touchable wagess ) addition intrinsic motive because they meet an individual’s needs. wants. and desires ( Akin-Little. Eckert. Lovett. & A ; Little. 2004 ) . Although quality-dependent wagess have a positive consequence on intrinsic motive in this theory. achievement-based wagess ( wagess that persons receive for accomplishing or get the hanging a ambitious standard ) besides increases intrinsic motive.
Achievement-based wagess are broken down into two classs: controlling and informational. The commanding facet of a wages will be discussed in the following subdivision on how external incentives decrease intrinsic motive. Basing achievement wagess for informational intents. such as feedback. boosts an individual’s perceptual experience of competency and ability ( Cameron. Pierce. Banko. & A ; Gear. 2005 ) . Feedback provides persons with the consequences of their attempts thereby increasing intrinsic motive ( Aamodt. 2007 ) . This makes a individual experience good about what they have accomplished and inspires them to go on accomplishing the end.
Even though wages for accomplishing ends increases motive. end theorists distinguish between two causes for that motive: present value ( prosecuting in an activity that has present value or enjoyment ) and future value ( prosecuting in an activity that will be valued or enjoyed in the hereafter ) . In other words. being rewarded for accomplishing a end increases intrinsic motive if the person was executing the activity for its immediate effects. Alternatively. if the person is motivated to execute the activity with lone future benefits in head. the incentive is external and will non increase intrinsic motive ( Simons. Dewitte. & A ; Lens. 2004 ) .
Theory II – External Motivators Decreases Intrinsic Motivation On one manus. quality-dependent. achievement-based. and goal-based external wagess affirm duty for increasing intrinsic motive. On the other manus. research indicates that these external incentives are damaging to an individual’s intrinsic motive. Advocates of Theory II agree that external wagess or inducements well increase extrinsic motive. but unlike Theory I advocates. they do non agree that external wagess increase an individual’s intrinsic motive. Theory II boosters contend that all extrinsic wagess including informational ( verbal wagess ) . commanding ( touchable wagess ) . and contingent ( engagement-based or performance-based ) are destructive to intrinsic motive ( Xiang. Chen. & A ; Bruene. 2005 ) .
University of Chicago’s professor of behavioural scientific disciplines. Uri Gneezy. made an interesting statement that summarized this point of view. He said. “Extrinsic motive might alter the perceptual experience of the activity and destruct the intrinsic motive to execute it when no evident wages apart from the activity itself is expected” ( Rothman & A ; Rothman. 2006 ) . In conformity with Gneezy’s thought that external motive techniques decrease enjoyment in an activity ; task-contingent inducements ( wagess to promote engagement in an activity. work outing a job. or finishing a undertaking ) are besides found to diminish self-government. This diminution in liberty. along with the perceptual experience that the incentive is commanding ; history for extended lessenings in intrinsic motive. Use of certain inducements such as money or recognition ; are non what some persons need. desire. or desire. When these people receive wagess. it discourages their intrinsic motive ( Akin-Little. Eckert. Lovett. & A ; Little. 2004 ) .
In add-on to the negative effects that task-contingent wagess have on intrinsic motive. the commanding facet of achievement-based wagess ( presenting those who meet public presentation criterions ) consequences in a similar result. External wagess for executing an activity or run intoing a criterion are viewed as controlling. harmonizing to per se motivated people. This external motive attack is perceived as more of a restraint on self-government. or independency. than a wages for accomplishing the end. Achievement-based wagess can besides coerce an person to execute up to an expected criterion. All of these feelings contribute to a lessening in intrinsic motive ( Cameron. Pierce. Banko. & A ; Gear. 2005 ) .
Surveies
In order to separate between the two theories on how external motive techniques affect intrinsic motive. a assortment of controversial diary articles on the subject were examined. Analyzing a few of these surveies will uncover why it is imperative to cognize and understand how external incentives can negatively or positively influence intrinsic motive. In a survey located in the 2006 American Journal of Transplantation. militants for set uping a market for variety meats have suggested that fiscal inducements would promote more people to donate their variety meats. Rivals of this construct proposed that fiscal inducements would ensue in a diminution in organ givers. and that the extrinsic inducements would devaluate the moral and unselfish duties of per se motivated persons ( S. M. Rothman and D. J. Rothman. p. 2 ) . An article written by Nancy Folbre. sited in the 2006 Politicss and Society Journal. uncovered the controversial issue of low-paid attention givers and societal service workers. Folbre found that external inducements would increase intrinsic motive in attention givers and societal service workers.
She besides affirmed that the degrees of intrinsic motive and moral committedness in attention givers and societal service workers outweigh the supply of attempt that a better pay would convey in. Her ideas about the wage graduated table and intervention for attention givers and societal service workers were summarized by “they are being taken for granted. ” and that “strong intrinsic motive can ‘burn-out’ workers. ” Opponents to Folbre’s sentiment. such as Anthony Heyes in his article. “Why is a Badly Paid Nurse a Good Nurse? ” wrote that a “good” nurse was willing to accept a lower pay. Heyes besides challenged that raising nurses’ wages would ensue in decreased intrinsic motive and reduced service quality. Harmonizing to Folbre’s antagonists. “low wage helps test out workers who lack the needed motivation” ( Folbre. 7 & A ; 12 ) .
A survey found in the 2004 School Psychology Review researched the effects of utilizing extrinsic motive techniques to keep appropriate academic end product and behaviour in schools. Some research workers believed that teachers attempted to “bribe” pupils with external incentives to promote them to execute and move a certain manner in school. These theoreticians felt that corrupting per se motivated pupils. who do their best for their ain fulfilment. decreased the students’ intrinsic motive. In contrast. this survey revealed that external motive was non damaging to students’ intrinsic motive. In fact. the usage of congratulations and wagess for making good increased the students’ self-government and encouraged them to go on to execute good. The lone manner touchable wagess have decreased intrinsic motive. harmonizing to this article. was when they were non delivered instantly after a student’s behaviour ( Akin-Little. Eckert. Lovett. & A ; Little. 346 & A ; 359 ) .
Summary/Conclusion
To sum up this research. external motive techniques have been found to both addition and lessening intrinsic motive. To maintain a healthy balance in an organisation. the motive techniques considered must be carefully selected so that extrinsically motivated persons. every bit good as those who are per se motivated. can be satisfied. From these articles. the most effectual external incentives include quality-dependent wagess. informational achievement-based wagess. and goal-based wagess. External motive techniques to avoid include task-contingent inducements and commanding achievement-based wagess.
In decision. by analyzing the above referenced journal articles to happen the effects extrinsic incentives have on intrinsic motive. this research revealed that there are about the same figure of theoreticians on both sides of the spectrum. There are merely as many research workers who suggest external motive techniques negatively affect intrinsic motive as there are who imply external inducements positively affect intrinsic motive. The argument over whether external motive techniques either have a positive or a negative consequence on intrinsic motive continues.
Mentions
Aamodt. M. G. ( 2007 ) . Industrial/Organizational Psychology: An Applied Approach ( 5th ed. ) . Belmont. Calcium: Thomson Wadsworth Corporation.
Akin-Little. A. K. ; Eckert. T. L. ; Lovett. B. J. ; & A ; Little. S. G. ( 2004 ) . Extrinsic Support in the Classroom: Bribery or Best Practice. School Psychology Review. 33. 345-348.
Cameron. J. ; Pierce. W. D. ; Banko. K. M. ; & A ; Gear. A. ( 2005 ) . Achievement-Based Rewards and Intrinsic Motivation: A Trial of Cognitive Mediators. Journal of Educational Psychology. 97. 642-643.
Dhiman. S. ( 2011 ) . Personal command and reliable leading. Organization Development Journal. 29 ( 2 ) . 69-83. Retrieved from hypertext transfer protocol: //search. proquest. com. ezproxylocal. library. nova. edu/docview/899227431? accountid=6579 Folbre. N. ( 2006 ) . Demanding Quality: Worker/Consumer Alliances and “High Road” Strategies in the Care Sector. Politics & A ; Society. 34 ( 1 ) . 7 & A ; 12 Hainsworth. K. ( 2002. Jun 22 ) . Rise: Still endeavoring for acknowledgment and accomplishment? Maslow’s hierarchy of demands. The Guardian. pp. 4-RISE. 4. Retrieved from hypertext transfer protocol: //search. proquest. com. ezproxylocal. library. nova. edu/docview/245833355? accountid=6579 Harackiewicz. J. M. . & A ; Sansone. C. ( 2000 ) . Intrinsic and extrinsic motive. the hunt for optimum motive and public presentation. San Diego: Academic Press. Jelavic. M. . & A ; Ogilvie. K. ( 2009 ) . Maslow and direction: Universally applicable or idiosyncratic? The Canadian Manager. 34 ( 4 ) . 16-17. Retrieved from hypertext transfer protocol: //search. proquest. com. ezproxylocal. library. nova. edu/docview/846781461? accountid=6579 Maslow. A. H. ( 1971 ) . The farther reaches of human nature. New York: Viking Press. Maslow. A. . Stephens. D. . & A ; Heil. G. ( 1998 ) . Maslow on direction. New York: John Wiley & A ; Sons. Inc. Parallon work force direction solutions. ( 2011. January 02 ) . Retrieved from hypertext transfer protocol: //www. parallon. net/workforce_services. hypertext markup language
Rothman. S. M. & A ; Rothman. D. J. ( 2006 ) . The Hidden Cost of Organ Sale. American Journal of Transplantation. 6 ( 7 ) . 2
St. simons. J. ; Dewitte. S. ; & A ; Lens. W. ( 2004 ) . The Role of Different Types of Instrumentality in Motivation. Study Strategies. and Performance: Know Why You Learn. So You’ll Know What You Learn! British Journal of Educational Psychology. 74. 345-346.
Stephens. D. ( 2000 ) . The Maslow Business Reader. New York. New York: John Wiley & A ; Sons. Inc.
The Influence of Maslow’s Humanistic Views on an Employee’s Motivation to Learn falseWilson. Ian ; Madsen. Susan R. Journal of Applied Management and Entrepreneurship13. 2 ( Apr 2008 ) : 46-62. Press the Escape key to shut
Wilson. I. . & A ; Susan. R. M. ( 2008 ) . The influence of Maslow’s humanistic positions on an employee’s motive to larn. Journal of Applied Management and Entrepreneurship. 13 ( 2 ) . 46-62. Retrieved from hypertext transfer protocol: //search. proquest. com. ezproxylocal. library. nova. edu/docview/203897252? accountid=6579
Xiang. P. ; Chen. Ang. ; & A ; Bruene. A. ( 2005 ) . Synergistic Impact of Intrinsic Incentives and Extrinsic Rewards on Behavior and Motivation Outcomes. Journal of Teaching in Physical Education. 24. 180.
