4. Research design of the study

3. Instrument 　The instrument was pilot tested with 24 employees of area businesses before the final instrument was prepared. Revisions to improve the clarity of the items were made based on their comments. Meetings were also held with appropriate management level individuals at the company in an attempt to further determine item appropriateness. The instrument consisted of several sections. Respondents were asked to provide personal demographic information (ie age, sex, household income, job status, education level) in order to assess differences in attractiveness among the various categories. The other sections of the instrument included: reward attractiveness scale; perceived social pressure assessment; willingness to increase productivity assessment; and sales contests assessment. Perceived social pressure was measured by asking respondents to consider the person, other than themselves, who would most strongly influence their decision to select a reward option. The first question in this section began by asking respondents to indicate their primary relationship to this person. They were then asked to indicate on a 7-point scale the degree to which this person would encourage them to select each of the reward items. This item was anchored by 'strongly discourage' and 'strongly encourage'. Motivation to comply was measured by asking them to respond to the statement, 'Generally speaking, I want to do what this person thinks I should do'. Operationalizing perceived social pressure in this manner is based on past research efforts of Ajzen and Driver. To assess willingness to increase productivity, respondents were asked to assume that there is only one type of incentive reward offered at the company. For each of the rewards, they were asked to indicate on a 7-point scale anchored by 'no additional effort at all' and 'a great deal of additional effort' how much effort they would be willing to exert in order to achieve that reward. This format follows the previous work of Hastings et al. Reward attractiveness was measured in a similar fashion. Respondents were asked to rate the incentive options, which included cash, merchandise,personal vacation trips and sales conference trips, on a 7-point scale anchored by 'very unattractive' and 'very attractive'. Respondents' attitudes about the sales contests were assessed by asking them to react to several questions using a 7-point scale anchored by 'strongly disagree' and 'strongly agree'. The items were adapted from Beltramini and Evans's earlier study.

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4. Research design of the study

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