The influence of management styles on the use of intrinsic and extrinsic rewards

Abstract

This study examined how management styles of supervisors in public parks and recreation influence their use of intrinsic and extrinsic rewards. Eighty-six supervisors from two midwestern states were asked to assess their management style and reward use. Management styles were measured using the Blake Mouton Management Grid, and reward use was measured using 24 rewards that were categorized as either intrinsic or extrinsic by a jury of researchers. The results indicated that there was no statistically significant interaction between management styles and reward use. This indicated that a person’s management style did not impact the types of rewards they chose to use. It was found that there were a preponderance of managers who considered themselves to be both highly people oriented and production oriented. This information lead to several discussion points related to the types of managers in public parks and recreation.

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