Retention in Public Accounting: Matter of Intrinsic Motivation not Tangible Rewards — Presentation Detail — Celebration of Scholars

Instructions

Student presentations must have a faculty sponsor.

Abstracts must include a title and a description of the research, scholarship, or creative work. The description should be 150-225 words in length and constructed in a format or style appropriate for the presenter’s discipline.

The following points should be addressed within the selected format or style for the abstract:

A clear statement of the problem or question you pursued, or the scholarly goal or creative theme achieved in your work.
A brief comment about the significance or uniqueness of the work.
A clear description of the methods used to achieve the purpose or goals for the work.
A statement of the conclusions, results, outcomes, or recommendations, or if the work is still in progress, the results you expect to report at the event.

Presenter photographs should be head and shoulder shots comparable to passport photos.

Additional Information

More information is available at carthage.edu/celebration-scholars/. The following are members of the Research, Scholarship, and Creativity Committee who are eager to listen to ideas and answer questions:

Jun Wang
Kim Instenes
John Kirk
Nora Nickels
Andrew Pustina
James Ripley

Retention in Public Accounting: Matter of Intrinsic Motivation not Tangible Rewards

Name: Kaitlyn Yarka
Major: Accounting and Finance
Hometown: Chicago, Illinois
Faculty Sponsor:
Other Sponsors:
Type of research: Senior thesis

Abstract

Many companies gauge their success on the profitability of their financial statements, the notoriety of their clients, or growth compared to others in their industry. They are defined by net income or gross profit, but in a service industry there is an invaluable asset that is often overlooked - human capital. Public accounting, a business services industry, continues to struggle with retaining their employees. Many public accounting firms, while they recruit and attract top talent to their firm, grapple with getting these workers to stay with their firm. In order to retain their employees, many firms throw physical rewards at their employees instead of diving into the unsatisfactory feelings they have towards their job. This paper discusses the solutions posed in order to dive past the external tangible reward strategies into building intrinsic desire for one’s job.

Poster file