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This study sought to validate the Intrinsic Work Rewards Scale (IWRS) using a transnational sample. Respondents were 486 non-profit employees from Australia, South Africa and the United States of America (females = 72.0%; managerial/ supervisory job level employees = 57.4%). Data analysis included reliability testing, exploratory and confirmatory factor analysis, and concurrent validity testing with established measures to which the IWRS is theoretically linked. The scores from the IWRS obtained an overall acceptable reliability coefficient of 0.86. Factor analysis confirmed its five factor structure, and correlations indicated that intrinsic rewards are positively related to work engagement, and negatively related to intention to quit. The IWRS appears to yield reliable scores for human resource managers advising in the non-profit employment sector. [ABSTRACT FROM AUTHOR]

Orientation: Intrinsic rewards are personal, psychological responses to the work that employees perform, which stem from the manner in which their work is designed. Research purpose: This study sought to discover in what ways non-profit employees are psychologically rewarded by the nature of their work tasks. The use of a qualitative approach to data collection and analysis ensured that in-depth responses from participants were gained. Motivation for the study: Intrinsic rewards are of particular importance to non-profit employees, who tend to earn below-market salaries. This implies that their motivation originates predominantly from intrinsic as opposed to extrinsic rewards; yet, research into this area of rewards is lacking. Research approach, design and method: In-depth, semi-structured interviews were conducted using a sample of 15 extrinsically rewarded non-profit employees working within South Africa. Thematic analysis was utilised in order to generate codes which led to the formation of five intrinsic rewards categories. Main findings: Intrinsic rewards were classified into five categories, namely (1) Meaningful Work, (2) Flexible Work, (3) Challenging Work, (4) Varied Work and (5) Enjoyable Work. These rewards each comprise of various subcategories, which provide insight into why such work is rewarding to non-profit employees. Practical/managerial implications: Traditional performance management systems should be re-evaluated in the non-profit sector to shift focus towards intrinsic rewards, as opposed to focusing only on the use of extrinsic rewards such as incentives to motivate employees. Contribution/value-add: The study provides a qualitative understanding of how extrinsically rewarded non-profit employees perceive their work to be intrinsically rewarding, which bridges the empirical gap pertaining to intrinsic rewards within this sector. [ABSTRACT FROM AUTHOR]

The objective of this study was to examine the various coping styles used by university students in Southern Africa, with a specific focus on proactive coping. It investigated whether demographic variables influence students’ uses of differing coping styles, as well as whether students studying in South Africa make use of the same coping styles compared to those studying in Botswana and Namibia. The Proactive Coping Inventory was completed electronically by 622 students in three universities, one each in Botswana, Namibia, and South Africa. A small practically significant gender difference occurred for emotional support seeking, and older students were found to employ proactive coping more than younger students. A small practically significant difference was discovered between international and local students’ uses of instrumental support seeking, and university differences were found for reflective coping and two forms of support seeking. Recommendations include developing universities into positive socialising systems so that students are equipped with coping resources. [ABSTRACT FROM PUBLISHER]

Orientation: There is a lack of South African research relating to the provision of intrinsic rewards to retail employees. Research purpose: The purpose of this research was to determine whether there is a relationship between intrinsic rewards and work engagement in the South African retail industry. Furthermore, it sought to validate an instrument to measure intrinsic rewards within the South African context. Motivation for the study: There is currently a paucity of research exploring intrinsic rewards, specifically their importance for work engagement. Furthermore, there is a lack of instruments validated in South Africa that can be used to measure intrinsic rewards. Research approach, design and method: This quantitative study was conducted using a cross-sectional design and non-probability sampling of 181 employees from a South African retail organisation. The questionnaire included a demographic section, the Utrecht Work Engagement Scale and the Work Engagement Profile. Main findings: Statistically significant, positive relationships were found between all subscales of the two instruments. There were significant differences in the means for intrinsic rewards and work engagement for gender and age. Notably, the exploratory factor analysis for both instruments did not support the factor structure indicated in the literature. Practical/managerial implications: South African retail organisations should create work environments that provide intrinsic rewards as part of their reward package, to encourage work engagement. Contribution/value-add: These findings add to the current body of literature regarding intrinsic rewards and work engagement and provide insight into variables that promote work engagement within the South African retail context. [ABSTRACT FROM AUTHOR]

Orientation: There is a lack of South African research relating to the provision of intrinsic rewards to retail employees. Research purpose: The purpose of this research was to determine whether there is a relationship between intrinsic rewards and work engagement in the South African retail industry. Furthermore, it sought to validate an instrument to measure intrinsic rewards within the South African context. Motivation for the study: There is currently a paucity of research exploring intrinsic rewards, specifically their importance for work engagement. Furthermore, there is a lack of instruments validated in South Africa that can be used to measure intrinsic rewards. Research approach, design and method: This quantitative study was conducted using a cross-sectional design and non-probability sampling of 181 employees from a South African retail organisation. The questionnaire included a demographic section, the Utrecht Work Engagement Scale and the Work Engagement Profile. Main findings: Statistically significant, positive relationships were found between all subscales of the two instruments. There were significant differences in the means for intrinsic rewards and work engagement for gender and age. Notably, the exploratory factor analysis for both instruments did not support the factor structure indicated in the literature. Practical/managerial implications: South African retail organisations should create work environments that provide intrinsic rewards as part of their reward package, to encourage work engagement. Contribution/value-add: These findings add to the current body of literature regarding intrinsic rewards and work engagement and provide insight into variables that promote work engagement within the South African retail context. [ABSTRACT FROM AUTHOR]