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ASSIGMENT NO 2

Project Report

Organizational Behavior(565)

Give an account of Organizational reward systems. Match your findings to

different local organization


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DEPARTMENT OF ADMINISTRATIVE SCIENCES

ALAMA IQBAL OPEN UNIVERSITYISLAMABAD

In The Name Of Allah.Most Gracious, Most Merciful

And He (Allah) Taught AdamThe Names Of All Things

And He (Allah) Taught ManThat Which He Knew Not

Al-Quran


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ACKNOWLEDGEMENT

First; I would like to thank Allah Almighty for providing me an opportunity and patience to

complete my internship.

Then I would like to appreciate Assistant Manager Marketing, in Telenor Pakistan who shared

his knowledge with me. That helped me in understanding of the management theory and practiceand tends that make the job more motivating

Finally, I pay my deepest gratitude with deepest sense of respect to my parents whose love and

affection kept me steadfast and enabled me to attain the targets and goals of academic life.


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DEDICATION

I DEDICATE THIS HUMBLE EFFORT TO MY PARENTS, WHOS LOVE AND

AFFECTION FOR ME IS JUST BLESSING.

&

TO THE DEPARTMENT OF ADMINISTRATIVE SCIENCES, ALAMA IQBAL OPEN

UNIVERSITY, ISLAMABAD. THAT REALLY HELPED IN DEVELOPING MY

CAREER AND PERSONALITY.


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Table of Contents

Abstract ........................................................................................................................................... 5Introduction ..................................................................................................................................... 3Practical Study of an Organization ................................................................................................. 8Data Collection Methods .............................................................................................................. 11SWOT Analysis ............................................................................................................................ 12Conclusion .................................................................................................................................... 13Recommendations ......................................................................................................................... 14References ..................................................................................................................................... 15


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Introduction

Rewards in the organization

It is through the organization's reward system that good employees are attracted to the

organization, decide to stay within the organization and then consciously decide to perform well.

Employees perform at the level at which the organization rewards them.

People continue to do what they have been rewarded for doing. This is a form of positive

reinforcement. Yet managers must know what rewards mean the most to which employees in

order to be the most effective. To give John a bigger office when he actually responds better to

more money does not elicit the desired performance over the long run. An inappropriate reward

has been offered. This mismatch of reward with the individual may have the same ultimate effect

as giving no reward at all.

Therefore, the astute manager must know each employee and what rewards will effectively

motivate them. In addition, the manager must be constantly aware of the rewards available in the

organization. To compensate for rewards not available, the manager must be creative and work

within the boundaries of the organization to create a menu of rewards for staff members.

The Effective Reward System

In order for a reward system to be effective, the rewards must hold some importance for the

employees.

If none of the potential rewards holds any importance for an individual, it is most unlikely that

they will provide the motivation to elicit the desired performance from the worker. If the reward

being offered is a new title, but the employee wants more responsibility and greater visibility, the

reward may be labeled unimportant and hence ineffective as a motivator to this particular

employee.

The reward system should offer flexibility for maximum effectiveness. That is, rather than being

hard and fast, the options of rewards should leave room for flexibility. Tailoring the reward to

the individual goes a long way in motivating an employee. This could be termed customizing the
http://www.allbusiness.com/human-resources/compensation-profit-sharing/104783-1.htmlhttp://www.allbusiness.com/human-resources/compensation-profit-sharing/104783-1.html


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rewards. This, then, heightens the importance of the reward to the individual and motivates

better.

Rewards should be given with certain frequency. An example of this is the annual salary review.

Each employee being reviewed annually knows with certainty when to anticipate a reward -- that

is, a raise. Understanding the frequency of the rewards gives a measure of trust to the system. It

makes the employees feel more confident in believing their good performance will be adequately

rewarded and will be done so on a timely basis.

The most effective reward system is visible. That is, all the employees understand the possible

rewards which are available. This can be likened to a carnival game where prizes are displayed

around the game area. How disappointing it is to succeed at the game and be handed a cheap

plastic toy from beneath the counter. So, too, it is with staff members. They need to know what

"prizes" they are striving for and that they are indeed available. The rewards should be ever

visible. There should never be surprises pulled from beneath the counter.

In addition, the cost of the rewards in the system must be clearly understood. Each employee

must know exactly what is necessary in order to earn a specific reward. For instance, many

companies have a raise scale known to all employees. Average performance may warrant a 4

percent increase, above average a 6 percent increase and exceptional performance may be

rewarded with an 8 percent to 10 percent increase. In a reward system such as this, each

employee knows prior to the review what type of performance corresponds to the desired pay

raise. The cost, if you

will, is known to the

employee. (It might be

pointed out that the

manager's responsibility

is to give the employee

specific, measurable goals

to correspond to the

appropriate performance

level -- e.g. average,

above average or

exceptional.)


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Extrinsic vs. intrinsic rewards

Two major types of rewards exist

Extrinsic

Intrinsic

Extrinsic rewards emanate from formal arrangements in the organization. Intrinsic rewards are

inherent in the work itself.

Extrinsic rewards are easier to recognize. These include the raises, the titles, the larger offices

and the move up the corporate organization chart. Herzberg referred to this category of rewards

as hygienes. His theory held that these are not the true motivators of workers. Their absence,

however, can diminish performance levels.

Herzberg proposed that the real motivators are the intrinsic rewards. These have a more long-

term motivating effect on the employee. The key intrinsic factors are the meaningfulness of the

job, the responsibility and the results. The more meaningful an employee sees the job, the more

satisfaction is generated and hence more motivation. Likewise, the more responsibility an

individual has in the job, the better the feeling about oneself and one's job. Feedback is also

important. It can, however, be from oneself, a superior or a peer. An employee can see results

and a job well done and gain satisfaction. Hearing from another peer or superior that the job was

well done further enhances the motivational effect and the satisfaction in the job.

The manager can work with the intrinsic rewards to create a more meaningful system that

motivates better than just extrinsic rewards. Allowing the employee to learn a variety of skills in

the position increases the meaningfulness of the job. In addition, increasing the significance of

the task performed enhances meaningfulness. Allowing for more autonomy gives the employee a

sense of more responsibility and more control. Giving positive feedback is perhaps one of the

best rewards a manager can give. It definitely encourages continued good performance.

The most common rewards given in an organization are extrinsic. Most managers feel they are

easier to administer. These include pay, inventive systems, promotions and fringe benefits.

Pay may be either on an hourly basis or a salaried basis. In addition, the money may be

distributed either over a period of time or in a lump sum. That is, either as regular salary week to

week or as a bonus.


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Incentive systems can be very effective if they are administered correctly. Most importantly, the

employee must clearly recognize the relationship between the performance of the work and the

reward. The performance must be measurable and objective. (Subjective performance

evaluations leave too much room for managerial manipulation. This, in turn, reduces the

reliability and trust level on the part of the employee thereby diminishing the system's

effectiveness.)

Promotions are a well-known organizational reward in the traditional system. The new twists to

the old are job posting and career path planning. Formal planning of an employee's career path is

an important addition to the annual review. It dangles the proverbial carrot before the employee,

but gives advance notice of the reward to be expected. Job posting has been undertaken in many

organizations to take some of the mystery out of promotions. This provides visibility of the

rewards -- i.e. job openings.

The move to provide a cafeteria-style fringe benefit program has resulted in more rewards being

available. The mere ability to choose what suits the individual provides a reward in itself. It is an

added plus to an individual to be able to select the reward most desired. Some employees may

want life insurance rather than day care. Some may prefer dental coverage rather than stock

purchases. Each employee can choose the most meaningful reward and hence better motivator.

Why Reward?

An organization's reward system serves both internal and external functions. The internal

benefits include increased job performance, decreased absenteeism and decreased turnover. A

good reward system motivates people to work harder. Increased productivity, therefore, saves the

organization money in both overtime and additional employees. Better motivated employees

have a lower absenteeism rate and remain in the job longer. These two conditions save the

organization's resources even more.

Externally, the organization is able to attract better people. Those seeing employment

opportunities are more attracted to an organization offering a better reward system. Then once in

the organization, the reward system often determines if the employee will stay and then

ultimately, if he will perform.

Punishment, the opposite side of the coin from reward, is not as effective in evoking long-term

changes in performance. Numerous behavioral studies have proven that the use of positive


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rewards produces the desired results better than punishment. Negative reinforcement tends to

disrupt the behavior temporarily and may often have undesirable side effects.

Rewards are an incentive to workers. The anticipation of the rewards, however, is the real

incentive. It is this anticipation that spurs employees on to perform in the ways which the

organization rewards.

The Distribution Of Rewards

Once a reward system is created, a determination must be made as how the rewards are to be

distributed among the employees. The distribution method should also be as well known to the

employees as the rewards themselves. Rewards may be distributed based upon equality, power,

need or contribution.

Reward distribution based upon equality is quite common. Most cost of living increases are

based on equality. That is, everyone across the board in the organization generally receives the

same percentage increase. A department bonus for exceeding production quotas may result in

each department employee receiving the same $50.

Distribution based upon power results in upper management's receiving a bigger share of the

reward pie. In this distribution method, those with the most power receive the most rewards. On

an assembly line, the foreman (wielding more power) may receive a larger bonus than the line

workers being supervised by the foreman.A distribution method based upon need is the least common. When it is used to distribute

rewards, it is usually to bring underpaid employees in line with a predetermined salary range.

This may occur when an older employee falls beneath the starting salary range for new hires.

Some rewards are distributed based upon the employee's contribution. This can often be seen in

an organization's incentive plans. A cost savings to the company of $10 million a year would

result in a larger bonus to the creator than an idea that saved the company only $200,000 a year.

The contribution of one was clearly greater than the other and rewards would be distributed

accordingly under this method.

Flexibility in Reward Systems

It is critical that the manager learns to match an employee with an appropriate reward. The

manager must, therefore, be flexible when designing the reward system. There is no universal


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reward system that pleases all employees. Individual needs and personalities must be taken into

account when selecting an appropriate reward. A mismatch of employee and reward is

ineffective at best.

The reward system must be viewed as fair by the employees. This includes the rewards

themselves and the distribution of them. If an employee does not believe that good performance

will actually result in the desired reward, then the system is ineffective and may be deemed

unfair.

Upper management often has direct control over many of the extrinsic rewards that can be

offered employees. There may be caps on raises, no profit-sharing plan or no dental plan

available. Yet the manager has the ability to be most creative (and most effective) by offering

intrinsic rewards.

It is through the organization's reward system that good employees are attracted to the

organization, decide to stay within the organization and then consciously decide to perform well.

Employees perform at the level at which the organization rewards them.


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Practical Study of an Organization

To determine how the multi national companies and Domestic companies are motivating their

people, what are the motivation Factors among the employees and what factors are being

provided by MNCs? We here discuss Telenor Pakistan to see how it makes the job more

motivating which are in practice now days in Pakistan.

Telenor Pakistan

Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia togetherwith Thailand, Malaysia and Bangladesh.

Telenor Pakistan launched its operations in March 2005 as the single largest direct European

investment in Pakistan, setting precedence for further foreign investments in the telecom sector.

The company has crossed many milestones and grown in a number of directions, making Telenor

Pakistan a leading telecom operator of the country.

We are the fastest growing mobile network in the country, with coverage reaching deep into

many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the

hilly northern areas to the sprawling deserts in the south, at times we are the only operator

connecting the previously unconnected.

We are keeping ahead by investing heavily in infrastructure expansion. With USD2 billion

already invested, we have extended agreements with our vendors for network expansion and

services until 2009. The agreements, with a potential to result in USD750 million worth of orders

from Telenor Pakistan, are some of the biggest of their kind in the industry.

We are spread across Pakistan, creating 2,500 direct and 25,000-plus indirect employment

opportunities. We have a network of 23 company-owned sales and service centers, more than

200 franchisees and some 100,000 retail outlets.

Our Values


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Be Respectful

We acknowledge and respect local cultures. We do not impose one formula worldwide. We want

to be a part of local communities wherever we operate. We believe loyalty has to be earned.

Why Join Telenor

Telenor offers exciting and challenging careers with competitive pay, excellent benefits and

exceptional advancement opportunities. We care about our employees and provide them with a

relaxed and enriching working environment. Our training and further education programs ensure

a high professional standard amongst our employees. We believe that a talented and loyal

workforce plays a crucial role in the organization ongoing business success. We strongly hope

that after joining Telenor you will become an enthusiastic and valuable member of our family.

Equal opportunities for all

Telenor maintains a policy of non-discrimination towards all employees and applicants for

employment. All aspects of employment with Telenor are governed by merit, competence,

suitability and qualifications, and will not be influenced in any manner by gender, age, race,

color, religion, national origin or disability. Today, our workforce proves that; with 18% women

working at all levels in the organization, both foreign and local educational backgrounds.

Focus on management development

Telenor's management and organization is imbued with joint values. The Group Management has

devised five leadership requirements that apply to all managers in the Group, and all

management groups shall discuss what these requirements mean to them. The demands are:

Passion for business

Change and constant renewal

Operational excellence

Empower people

Integrity

All managers are subject to annual evaluations based on these management criteria.

Human Capital @ Telenor Pakistan

Human Capital Division at Telenor believes in continuous improvement and is taking the

standards of service to the utmost levels of excellence.

From providing the best administrative support to facilitate employees work life to creating


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benchmark security solutions, we are a team of enthusiastic, energetic young people who are

geared to perform the best always!

From being the best in providing benefits to our employees to the best in providing development

opportunities, we have managed to create a culture of passion for business, operational

excellence and constant renewal.

We are committed to assisting employees in exploring, developing and maximizing their full

potential, encouraging continuing education through internal and external training and

development opportunities.

Together with your commitment, we will deliver positive results and create opportunities that

will benefit the Telenor family.

Employee Well-Being

Telenor Pakistan cares for employees' well-being and works to create a healthy work

environment.

Systematic Management

Telenor holds itself responsible for supporting a working environment characterized by high job-

satisfaction, opportunities for personal and professional development, and low rate of sick leave

and injuries.

Health and Safety Related Training:

Telenor Pakistan regularly carries out trainings related to health and safety. This year, a number

of workshops on AIDS prevention, drug-free workplace, anti-stress campaign, fire safety and

allergy lookouts were carried out. Besides that safety training has been imparted to 255 drivers

supplemented with drive test and eye vision tests.

Trainings related to safety at work, designed to ensure safety while working on towers are also

carried out regularly. It is mandatory for everyone to use safety gear while working with towers

and equipment erected on towers.

Safe business continuity

Health, Safety & Environment unit recognized in Group

Business contingency processes and advanced crisis management

24/7 Safety & Security hotline, home medical service

Emergency response trainings

Health awareness workshops


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Contractual staff trained regularly

Internal Value Creation feedback survey

HIT Project:

Recently, Telenor Group has launched a new project by the name of HIT (Health Safety Security

Environment In Telenor), this project is being carried out simultaneously over a number of

Operating Companies, including Telenor Pakistan, to ensure compliance with Social

Responsibility (SR) and Health, Safety &Environment (HSE) principles, guidelines based on

National laws, ISO 14001, OHSAS 18001, SA 8000, ILO codes and the Telenor Group standard.

Through this initiative, Telenor Pakistan has become first in the industry to focus on work

environment and conditions of supply chain partners, vendors and contractual hires. Through the

HIT project, supply chain partners are made aware of legal and social obligations for work place

safety and related standards. The aim of the project is to bring partners at par with the health,

safety, security and environment related standards of Telenor Pakistan.

What Telenor People say

I am extremely thankful to Telenor Pakistan and specifically the Corporate

Responsibility team for providing me with the opportunity to gain valuable hands on

experience in a truly world class organization. I am sure of the success of this initiative

looking at the eagerness of organization to embrace people like myself.

Shabbir Awan,

Visually Impaired Intern

at Telenor Pakistan.

All the given above data shows that Telenor is a renowned organization and they are providing

much more to motivate their people.

Telenor Pakistan is committed to employee well being and thats why people are eager to work

in the organization. Their compensation is high and they addition many things for their people.


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Rewards System in

Telenor


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Motivation for Employees:

As we know Telenor highly awarded and motivate its employees in the best way. This can be

judge but the enthusiasm and good spirit the people show in performing their jobs. There is a

well advised system that telenor follows for the purpose of motivation. It includes both financialand non financial rewards along with the major motivators and Dissatisfies.

The company recognizes the importance of making people drive towards their goals and the

basic step towards this made through recognize the value of importance that the company gives

to its employees. Telenor has a set of financial rewards, medical, dental vision and life insurance,

retirement plan, paid vacations days, family and work life balance benefits and profit sharing

plan. Annual bonus opportunities, company cars etc .other ways in which employees are

motivated are:

Employee Consultation for:

Employee residence issues(remodeling, repairs, house-sitting etc)

Legal matters

Financial issues

Education and schooling

Parent and child care

Resources for seniors and eldercare issues

Emergency dependent-care reimbursement

Adoption assistance

Employees are safe in knowing that they will be rewarded for any exceptional work. This reward

is not only money that is accompanied buy the employee being

given recognition and greater empowerment. Employees aregiven a very beautiful and healthy work environment special

interior is given to make the physical environment most

productive. This is why telenor offers are considered to be the

best decorated and organized. As we now Telenor has a desire to


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promote the high achievers from within the company. Positions are given on merit and are

transparent and fair in nature. There is not special treatment therefore each employee knows that

he can aim for the top and actually get there. This has proved to be a great source of motivation

for the employees of Telenor.


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Our Values

P eopleR elationshipI ntegrity

D iversityE nvironment

Look at the above one People the most important factor for the Sapphire Group of companies.

They believe that they are at this position with the help of their people and in return of this they

compensate their people in a very good manner. Sapphire group is paying good salaries and other

motivation factors to their employees. People feel comfort and secure working in this group.

Sapphire Group is the No.1 of textile sector in compensating their employees. Their competitors

are Nishat, Faisal, Blessed, Bhanero, (in weaving units).

Conclusion:

Saphhire fibers are motivating their employees only with paying good salaries and some other

motivating factors. But in actual employees need more to get motivated, which is giving by the

telenor Pakistan. We can better, compare these two companies by mentioning the facilities given

by them to their employees.

Comparisons of Telenor and Sapphire Fibers

Companys

Name

Attractive

Salary

Residence

Facility

Insurance Bonuses Medical Car

Sapphire

Fibers

Limited

Yes No No Yes Yes No

Telenor Yes Yes Yes Yes Yes Yes

Data Collection Method


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The data collection method used in this report is Secondary data, which is collected through

Newspaper, Reports, Magazine and Internet to analyze the market polices of consumer goods

and services.

These sources provided some very valuable data, which enable me to formulate and more ahead

with this Project.


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SWOT Analysis

SWOT Analysis is a powerful technique for understanding your Strengths and Weaknesses, and

for looking at the Opportunities and Threats that face. It helps to develop career in a way that

takes best advantage of talents, abilities and opportunities. Here is Business SWOT Analysis of

Telenor Pakistan

Due to this technique Telenor Pakistan is progressing day by day.

SWOT ANALYSIS:

Strength:

1. Good Salary Packages2. Benefits for employees3. Infrastructure

Weakness:

1. Late decision making

Opportunities:

1. Balochistan & NWFP

Threats:

1. Promotional packages of competitors

From this analysis, we will have a road map that shows how to capitalize on our strengths and

minimize or eliminate our weaknesses. We should then use this map to take advantage of

opportunities and avoid or lessen threats. After analyzed strengths, weaknesses, threats, and

opportunities, we can use that information to plan how to market our self. Hence

The marketing planning process entails a three-step process:

1. determining objectives.

2. developing marketing strategies.

3. strategizing an action program.


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Conclusion

Motivation is crucial in the process of management. Without little or no motivation you, as a

manger of an organization will not be able to get as much from your employees as you may

need. Motivation is the driving force in people. It makes people feel committed to others, and

feel responsible for the actions of an organization. Motivating to excellence deals with how to

ensure a positively motivated team of employees. This report states that "employees accept

responsibility and work toward organizational goals if by so doing they also achieve personal

rewards."

There are basically three steps to follow to get your people motivated. These are; (1)Hiring the

best people, (2) train employees, and finally (3) Communicate constantly. All of these steps are

dependent on each other, and it is not possible to only incorporate one of these. Always

remember that your employees do have potentials, and you are their primary motivator.


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Recommendations

The following specific steps can help to go a long way toward supporting employees to

motivate them in organization.

1. GET THE RIGHT PEOPLE ON BOARD

Remember that everything that really matters starts with you, at the top: a commitment to

excellence, outstanding service, kindness, courtesy, punctuality, ethics and enthusiasm. And, by

the same token, employee engagement the emotional connection that people have to their jobs

and to the practice for which they workalso starts at the top.

2. LET EMPLOYEES KNOW WHAT YOU EXPECT

Make sure job candidates know your expectations in the beginning, in order to help them decide

whether the position is one in which they'll be happy. Two crucial tools for this purpose: written

job descriptions and an employee handbook.

3.PROVIDE STAFF WITH THE ACTUAL TOOLS AND RESOURCES THEY NEED

As a start, ask employees: "What interests you most?" And "What do you do best?" Theiranswers may surprise you.

4. MAKE YOUR PRACTICE A "GREAT PLACE TO WORK."

Consider such alternative work arrangements as flextime (flexible work hours), compressed

work weeks (work longer days in exchange for a shorter week), job sharing (divide one full-time

job, for example, into two part-time jobs) and telecommuting. These arrangements help ease the

conflicts many employees have between home and work. The possibilities to make work more

enjoyable are endless.

5 .INCREASE STAFF SALARIES FOR THE RIGHT REASONS

At a minimum, staff members deserve periodic cost-of-living increases. Offer additional raises if

staff members assume additional responsibilities, acquire new skills, progress to the next level in


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their positions, go the extra mile or garner positive feedback from patients. This compensation

model recognizes and rewards achievement making a statement that you want employees who

are hard-working, strive for excellence and take your practice to new levels.

6. SHARE YOUR PRACTICE MISSION WITH EMPLOYEES

Schedule a staff meeting around the topic of "What in your opinion matters most in this practice"

Have everyone first write their answers to the question, then discuss them, and reach consensus

on the topic. It'll keep everyone rowing in the same direction.

7.PROVIDE FEEDBACK TO EMPLOYEES ABOUT THEIR JOB PERFORMANCE

Schedule periodic performance reviews with a discussion of the following topics: clarification of

job responsibilities, priorities and performance goals; recognition of good work; and strengths

and weaknesses of which the employee may be unaware. Such discussions (properly

documented) also provide you with important legal protection should a disgruntled employee file

a wrongful termination lawsuit.


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References

Reiss, Steven (2000),Who am I: The 16 basic desires that motivate our actions and

define our personalities, New York: Tarcher/Putnam, pp. 288, ISBN 1-58542-045-X,

http://books.google.fr/books?id=EbOjA5oAsEUC

Reiss, Steven (2004), "Multifaceted nature of intrinsic motivation: The theory of 16

basic desires", Review of General Psychology8 (3): 179-193, doi:10.1037/1089-

2680.8.3.179,

http://nisonger.osu.edu/papers/Multifaceted%20nature%20of%20intrinsic%20motivation.

pdf

Maslow, Motivation and Personality, p. 66.

Schunk, Dale. Motivation in Education: Theory, Research, and Applications. Prentice

Hall, 2007. ISBN 0132281554

Reeve, Johnmarshall. Understanding Motivation and Emotion. Wiley, 2004. ISBN

0471456195

Following are the main sources from where the Telenor Pakistan information has been

gathered:

Source: http://www.telenor.com.pk/about/history.phptelenor\visionValues.php.htm

http://www.telenor.com.pk/careers/whyTelenor.php
http://books.google.fr/books?id=EbOjA5oAsEUChttp://books.google.fr/books?id=EbOjA5oAsEUChttp://books.google.fr/books?id=EbOjA5oAsEUChttp://books.google.fr/books?id=EbOjA5oAsEUChttp://en.wikipedia.org/wiki/Special:BookSources/158542045Xhttp://books.google.fr/books?id=EbOjA5oAsEUChttp://nisonger.osu.edu/papers/Multifaceted%20nature%20of%20intrinsic%20motivation.pdfhttp://nisonger.osu.edu/papers/Multifaceted%20nature%20of%20intrinsic%20motivation.pdfhttp://en.wikipedia.org/wiki/Digital_object_identifierhttp://dx.doi.org/10.1037%2F1089-2680.8.3.179http://dx.doi.org/10.1037%2F1089-2680.8.3.179http://nisonger.osu.edu/papers/Multifaceted%20nature%20of%20intrinsic%20motivation.pdfhttp://nisonger.osu.edu/papers/Multifaceted%20nature%20of%20intrinsic%20motivation.pdfhttp://www.amazon.com/dp/0132281554?tag=encyclopediap-20&camp=14573&creative=327641&linkCode=as1&creativeASIN=0132281554&adid=0NQQZXQ96PDAJGB1J8XShttp://www.amazon.com/dp/0471456195?tag=encyclopediap-20&camp=14573&creative=327641&linkCode=as1&creativeASIN=0471456195&adid=0NQQZXQ96PDAJGB1J8XShttp://www.amazon.com/dp/0471456195?tag=encyclopediap-20&camp=14573&creative=327641&linkCode=as1&creativeASIN=0471456195&adid=0NQQZXQ96PDAJGB1J8XShttp://www.amazon.com/dp/0471456195?tag=encyclopediap-20&camp=14573&creative=327641&linkCode=as1&creativeASIN=0471456195&adid=0NQQZXQ96PDAJGB1J8XShttp://www.amazon.com/dp/0471456195?tag=encyclopediap-20&camp=14573&creative=327641&linkCode=as1&creativeASIN=0471456195&adid=0NQQZXQ96PDAJGB1J8XShttp://www.amazon.com/dp/0132281554?tag=encyclopediap-20&camp=14573&creative=327641&linkCode=as1&creativeASIN=0132281554&adid=0NQQZXQ96PDAJGB1J8XShttp://nisonger.osu.edu/papers/Multifaceted%20nature%20of%20intrinsic%20motivation.pdfhttp://nisonger.osu.edu/papers/Multifaceted%20nature%20of%20intrinsic%20motivation.pdfhttp://dx.doi.org/10.1037%2F1089-2680.8.3.179http://dx.doi.org/10.1037%2F1089-2680.8.3.179http://en.wikipedia.org/wiki/Digital_object_identifierhttp://nisonger.osu.edu/papers/Multifaceted%20nature%20of%20intrinsic%20motivation.pdfhttp://nisonger.osu.edu/papers/Multifaceted%20nature%20of%20intrinsic%20motivation.pdfhttp://books.google.fr/books?id=EbOjA5oAsEUChttp://en.wikipedia.org/wiki/Special:BookSources/158542045Xhttp://books.google.fr/books?id=EbOjA5oAsEUChttp://books.google.fr/books?id=EbOjA5oAsEUC

ob assigment no 3 for scribe

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