When rewards turn risky: the hidden dangers and risk reduction strategies in case of incentive travels

Purpose This study examines the risk perception and risk reduction strategies of incentive travel participants from a human–destination interactions approach. Design/methodology/approach Qualitative methods were used in this research with a total of 47 employees who participated in incentive travel. Findings Six distinct dimensions of risk perception were identified: weaknesses in public safety, threats to health, concerns regarding performance effectiveness, insufficient access to information, apprehensions associated with air travel and mobility, and uncertainties surrounding the inherent characteristics of the incentive travel experience. Moreover, three mitigating factors were observed to attenuate perceived risks: trust in the employing organization, trust in local service providers and an individual's self-efficacy. Research limitations/implications Main limitation to a study covering a larger geographical area is the need for more nationalities among the research team. Practical implications The companies must involve outstanding employees in preparation for the incentive travel or even to gather the experiences of those who have participated in journeys in previous years with a view to the future. Another dimension is to increase and support the self-confidence of employees before the travel. Social implications Involvement of the employees can increase the motivational value of incentive travel, and participation can even have an outright prestige value for a broader range of employees. Originality/value The role of companies in increasing trust is the crucial point. It raises employees' engagement and performance in the workplace and reduces the risk perceptions of employees who benefit from incentive travel. During an incentive travel, both the human interaction and destination factors must be managed.