Academic literature on the topic 'Employee Awards'
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Journal articles on the topic "Employee Awards"
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Palasara, Bhre, Jajuk Herawati, and Ignatius Soni Kurniawan. "Analisis Pengaruh Teknologi Informasi, Penghargaan (Reward), Disiplin dan Motivasi Terhadap Kinerja Pegawai di KPPD Kabupaten Gunungkidul." Reslaj : Religion Education Social Laa Roiba Journal 5, no. 5 (2022): 2584–95. http://dx.doi.org/10.47467/reslaj.v5i5.2316.
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 The purpose of this study is to test the Influence of Information Technology, Employee awards, Work Discipline, Motivation on Employee Performance at the Regional Tax Service Office of Gunungkidul Regency, Yogyakarta (KPPD). This research is a type of quantitative research conducted in the form of questionnaires on employees and staff at KPPD (Regional Tax Service Office of Gunungkidul Regency, Yogyakarta). This study is to analyze the Influence of Information Technology, Employee awards, Work Discipline, Motivation on Employee Performance in the Regional Tax Service Office of Gunungkidul District. To answer research questions and test the hypotheses proposed, multiple linear regression analysis tools are used. The population in this study was all employees and staff (KPPD) of the district. Therewere 40 people with characteristics (age, gender, education graduates, marital status, working age) as research subjects. The results showed that 1). Theology Iof information has a positive and significant effect on Employee Performance, 2). Employee Award has no effect on Employee Performance, 3). Work Discipline does not affect Employee Performance, 4). Work Motivation has a positive and significant effect on Employee Performance at KPPD Gunungkidul.
 Keywords: Information Technology, Employee Awards, Work Discipline, Work Motivation
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Nurchasanah, Laeli, Annisa Cintakami Firdaus, and Desti Fitriati. "APPLICATION OF PROFILE MATCHING ALGORITHM IN SELECTION OF THE BEST EMPLOYEES (CASE STUDY: PT VWX)." Jurnal Riset Informatika 4, no. 2 (2022): 135–40. http://dx.doi.org/10.34288/jri.v4i2.308.
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Giving awards to employees who have advantages and good work performance is one way to increase positive competitiveness among employees in a company. This study aims to find the advantages of each employee to find out which employees excel. Through achievements in the world of work, it can be a benchmark for finding the best employees who deserve awards. Analysis of the data used in this study is sourced from data on sales of property companies for the last three months. This study uses the Profile Matching Method to determine the best employees in property companies. This research was conducted by comparing one employee with another employee candidate based on predetermined criteria. The results of this study are in the form of rankings that show the order of the best employees who are entitled to an award from the company.
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Irvianti, Laksmi Sito Dwi, and Kokoh Chandranegara. "Pengaruh Gaya Kepemimpinan Manajer, Pola Komunikasi dalam Organisasi, dan Jenis Penghargaan terhadap Loyalitas Karyawan." Winners 11, no. 2 (2010): 95. http://dx.doi.org/10.21512/tw.v11i2.687.
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PT Citra Transpor Nusantara is a national private company engaged in public transport services, particularly in the management of taxi meters. This study will analyze both individually and simultaneously the influence of manager leadership style, communication patterns within the organization and type of awards for employee loyalty. The study takes place at PT Citra Transpor Nusantara using correlation and multiple regression methods. Various data are collected and analyzed from respondents namely employees regarding assessment of employee loyalty using Likert scale. The results of this study indicate there is a positive relationship and strong and significant influence between patterns of communication within the organization and the type of awards for employee loyalty. This study also proves the strength of connection and influence between the types of award for employee loyalty was ranked top, second, strength of connection and influence between communication patterns within the organization towards employee loyalty, and third, strength of connection and influence between leadership style towards employee loyalty. The study is expected to give input and suggestions for PT Citra Transpor Nusantara for the management and employees in improving employee loyalty at PT Citra Transpor Nusantara.
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Shunyakov, Dmitriy V. "Awarding Law Enforcement Officers of Soviet Republics During the Civil War in Russia (1917–1922)." Vestnik of Northern (Arctic) Federal University. Series Humanitarian and Social Sciences, no. 6 (December 20, 2021): 24–34. http://dx.doi.org/10.37482/2687-1505-v139.
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This article analyses the practice of awarding law enforcement bodies during the Civil War in Russia. The abolition of awards of the Russian Empire in 1917 resulted in the need to establish a new award system simultaneously with the creation of law enforcement structures in the Soviet republics. The study is based on historical method, objectivity and systematic approach. To process quantitative data, the author used statistical analysis for calculating the results obtained by means of continuous sampling. On the basis of archive materials, published sources and memoirs, it is concluded that the award systems established in the Soviet republics were similar in many respects. With the RSFSR serving as a model, the other republics developed their own awards by analogy. During the Civil War, a significant award arsenal was created, which had both individual and collective status. Law enforcement officers were presented with republican awards as well as departmental decorations. The former were given by the republic’s highest authorities, while the latter by the command authorities of the Cheka–Internal Service–State Political Directorate. The analysis of the award practice indicates that the highest republican awards – orders – were used very rarely to distinguish law enforcement officers. The most common types of employee rewards were valuable gifts, certificates of acknowledgement, as well as material bonuses. The units of the Cheka–Internal Service–State Political Directorate were awarded with revolutionary banners, certificates of acknowledgement, and honorary names. The author concludes that the award system of law enforcement bodies was similar to that of the Armed Forces. The provisions of the established awards did not cover the service of Chekists and policemen. In order to stimulate the work of law enforcement bodies, special awards were introduced. However, their use began only after the formation of the USSR.
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Utami, Yuliantika Siswanti, and Kresna Ramanda. "Metode Simple Additive Weighting Dalam Pemilihan Karyawan Berprestasi Pada PT. Kereta Commuter Indonesia Stasiun Rawa Buntu." Jurnal SAINTEKOM 10, no. 2 (2020): 128. http://dx.doi.org/10.33020/saintekom.v10i2.125.
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Rawa Buntu Indonesia Commuter Train Station has its own qualifications in selecting employees, as well as in determining employees who excel. This study aims to give awards to employees who excel. Through this award every employee is expected to be motivated to become better and improve quality.
 The problem faced is the difficulty in determining who is chosen to be an outstanding employee with subjective criteria. To overcome this problem, a decision support system is designed for the selection of outstanding employees using the SAW Method. By using 5 different variables, namely Integrity, Cooperation, Communication, Quality of Work and Work Discipline.
 By applying the Simple Additive Weighting (SAW) method, the process of selecting employee performance is more efficient so that the station can make decisions more quickly for employees who excel. Decision making system using the Simple Additive Weighting (SAW) method has helped the station in determining the selection of employee performance.
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Srimulyani, Veronika Agustini, and Yustinus Budi Hermanto. "Employer branding and employee performance at KAI: employee retention' role as mediator." Jurnal Studi Komunikasi (Indonesian Journal of Communications Studies) 6, no. 3 (2022): 921–40. http://dx.doi.org/10.25139/jsk.v6i3.5381.
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Today's job seekers prefer well-known companies, even though they're less likely to be accepted. The HR team must brand the company as an employer. Employer branding can be a company's image, values, and work culture. Employer branding has a greater impact on employee loyalty than non-emotional factors on employees. This study aims to explain 1) employer branding's impact on employee retention and performance, 2) employee retention's impact on employee performance, and 3) employer branding's impact on employee performance through employee retention as a mediator. 110 frontline workers from PT Kereta Api Indonesia (Persero) DAOP VII Madiun made up the research sample. The sampling was proportional random. Using SPSS and Sobel, this study uses descriptive and inferential analysis. Influence test results show that employer branding increases employee retention and performance, and employee retention increases employee performance. The results of path analysis and Sobel test of the mediator's role show that the direct effect of employer branding on employee retention after being controlled by employee retention as a mediator is not significant. Employee retention acts as a full mediator for employer branding's effect on employee performance, according to the mediator test. 2) Companies can improve employee performance by improving employee retention via career opportunities, awards, and employee relationships.
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Schiman, Jeffrey C. "The Information Content of Employee Awards." Economics of Education Review 84 (October 2021): 102154. http://dx.doi.org/10.1016/j.econedurev.2021.102154.
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Barr, Katie. "Engaged employees shimmer for Oasis HR." Human Resource Management International Digest 23, no. 3 (2015): 5–7. http://dx.doi.org/10.1108/hrmid-03-2015-0047.
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Purpose – Describes a three-prong approach to employee engagement which helped Oasis HR to win first prize in the inaugural Employee Engagement awards. Design/methodology/approach – Examines the reasons for the approach, the form it takes and the results it is helping to obtain. Findings – Considers the quarterly vision updates and an incentive prize scheme, the gold-card program and peer-to-peer recognition through living the values. Practical implications – Shows that, since the program was introduced, staff turnover has fallen, sales have risen and motivation and employee satisfaction have improved. Social implications – Highlights how employee satisfaction has been generated in a sales environment. Originality/value – Provides the inside story of an award-winning employee-engagement scheme.
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Sandra, Evita. "The Effect Of Reward And Punishment To The Performance Of PT. Telesindo Shop Tanjungpinang Employees." Journal of Business and Management Review 2, no. 1 (2021): 001–11. http://dx.doi.org/10.47153/jbmr21.822021.
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This study aims to determine the influence of awards and penalties for the performance of PT Telesindo Shop Tanjungpinang Employees. The population is 59 people with a sample of 59 employees of PT. Telesindo Shop Tanjungpinang Employees. The data analysis model uses descriptive analysis, data quality test( validity and reliability test) , multiple linear regression analysis, t test, F test and determinant coefficient test. The test results showed the performance of employees of PT. Telesindo Shop Tanjungpinang Employees with multiple linear regression method shows Y= -2,975 + 0.584 X1 + 0.761 X2 + e with the value of the regression coefficient of the reward variable (X1) = 0.584, the coefficient of regression of the penalty variable (X2) = 0.761. T test results obtained award variable (X1) t calculate > t table (4,862 > 2,003) and sig value. 0,000. Variable penalty (X2) t calculate > t table (2,413 > 2,003) and sig value. 0.019. The results showed that variable awards and punishments simultaneously and partially had a positive and significant effect on the performance of employees of PT Telesindo Shop Tanjungpinang Employees, with contributions from R Square 0.383 or 38.3% of employee performance was affected by awards and penalties, while the remaining 61.7% were influenced by other factors that were not participated in this study.
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Law, Chuck C. H. "Using bonus and awards for motivating project employees." Human Resource Management International Digest 24, no. 7 (2016): 4–7. http://dx.doi.org/10.1108/hrmid-05-2016-0073.
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Purpose This paper aims to discuss the appropriate uses of bonuses and award in recruiting and motivating project employees. Design/methodology/approach It is a conceptual discussion of human resources management (HRM) practices, supported by the author’s professional experience and observations in real-life project settings. Findings Bonuses and awards not only provide extrinsic financial rewards but also provide positive feedback to recipients. Extrinsic financial benefits (such as sign-on bonus, and retention bonus) may enhance the total compensation package and positively affect an employee’s job-related decision at least for the short term. He/she may accept a job offer or choose to stay on a project longer until the completion of a critical milestone because of the bonuses. However, positive recognition of employee performance (through the use of spot award, holiday award, or non-financial certificate of appreciation) is also a useful means to motivate employees. In addition, managers on international assignments need to pay attention to practices specific to host countries. Practical implications The practices discussed in this paper are based on real-life experience and observations. When they are used properly in conjunction with other HRM arrangements, bonuses and awards can be used to mitigate and delay turnover, and to motivate employees to increase their work performance. Originality/value This paper not only draws on theories and information from the HRM and project management literature but also draws from the author’s own management experience. Thus, the relevance and validity of the proposed concepts and practices have been proven in actual functional and project management settings.
Dissertations / Theses on the topic "Employee Awards"
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Botha, Anton Ivan. "Motivation and complexity : an exploration of a complexity approach in employee motivation with specific focus on a Lacanian model of desire." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1232.
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Since employee motivation contributes to overall organisational success, reliable motivation theory should inform management and reward practices. Yet, motivation theory is currently in a state of paralysis, with no constructive theorising taking place. Analysis of its methodological presuppositions reveals that it relies on out-dated binary thinking, prioritising, e.g. either a ‘machine-like’ (body driven) or ‘god-like’ (rationally driven) understanding of humanity. In this study it is argued that the revival of motivation theory requires a paradigmatic shift towards a complexity methodology because human motivation was found to be a complex system and must be theorised accordingly. It was found that McAdams’ theory of personality which brought together personality traits, conditioning, and motives could form the basis of a complex theory of motivation. On this basis, a complex model was developed which incorporated elements of existing motivational theories. This model proposed that drives, which motivate behaviour, are a combination of instincts, needs, and desires, mediated by personality traits, rational processing, and conditioning. All of these interconnected elements, as well as biological and environmental conditions, have an impact on, and are influenced by one another. For the purposes of understanding employee motivation the element of desire was isolated as a potential means to value segment employees. A Lacanian theory was utilised to elaborate on the element of desire. This theory postulated that individuals tend to display a dominance is one of nine kinds and modes of desire. An instrument was developed to test the applicability of the Lacanian model. It was developed in five phases which included three pilot studies and two samplings. A total of 591 respondents participated in the empirical research study with 428 in the first sample and 70 in the second; the remaining 93 made up the pilot studies. Unlike the initial version of the instrument used in the first sample (n=428) the data obtained by the last version (n=70) revealed that the instrument held some form of reliability and validity. Once analysed through descriptive and inferential statistics the data supported the view that individuals tended to display dominance in a kind and mode of desire as per the Lacanian model, and sufficient variance existed to preliminarily conclude that this model could be used as a means to value segment employees. Recommendations were as follows: (1) that complexity methodology should inform future motivation theorising, (2) that the proposed complexity models be further empirically tested, (3) that an adequately complex, flexible rewards system be considered, (4) that both managers and employees make use of the developed instrument to aid them in the selection of rewards that will lead to increased satisfaction.
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Taljaard, Jacob Johannes. "Improving job performance by using non-monetary reward systems to motivate low-skilled workers in the automotive component industry." Thesis, Port Elizabeth Technikon, 2002. http://hdl.handle.net/10948/131.
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Automotive component manufacturing companies where the labour is low skilled and the processes are labour intensive, are being challenged on a more regular basis to find methods to satisfy needs to motivate employees to improve performance. Automotive companies are becoming more under pressure to motivate employees through non-monetary rewards, due to collective bargaining which has made pay for performance very inflexible. It is because of this fact that employers have to assess non-monetary reward methods to motivate employees to improve performance. To be motivators, rewards must be aligned with the needs of people and the things that they value. If these rewards are aligned with employees needs, this could lead to increase in employee motivation, which will in turn lead to improvement in performance, and therefore lead to companies becoming more competitive. This research paper aims to assess what would be the motivators when establishing a non-monetary reward system. To this end the various motivational theories are presented which clearly identifies what needs people have and how they can be satisfied to change behaviour and therefore improve performance. Secondly, reward systems are discussed with various types of rewards being considered and more specifically non-monetary rewards. Applied research was undertaken to determine non-monetary rewards that will motivate low-skilled employees to improve performance. A survey, with the aid of a structured questionnaire, was used to gain information from 60 employees. The research was conducted in three companies that manufacture components for the auto industry. The majority of the respondents indicated that: 1. basic needs must be satisfied with monetary rewards; 2. non-monetary rewards, if linked to higher hierarchical needs, will then motivate employees; 3. non-monetary rewards should preferably be of a physical nature such as certificates, caps and t-shirts; 4. satisfaction of these higher level needs motivate employees and improve their performance; 5. employees prefer feedback and recognition as a non-monetary reward on a regular basis, and 6. the needs of employees should be identified through a survey to establish which rewards will satisfy these needs.
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Sverdlin, Oleg. "Affect of incentives on motivation of hotel workers a case study of the Grand Hotel Europe, St. Petersburg, Russia /." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998sverdlino.pdf.
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Jeremiah, Andrew. "The effect of employee rewards on staff morale in Western Cape public TVET colleges." Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2861.
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Thesis (DTech (Human Resource Management))--Cape Peninsula University of Technology, 2018.<br>The purpose of this study was to investigate the impact of intrinsic and extrinsic rewards on the job satisfaction and morale of educators in Western Cape Public Technical Vocational Education and Training (TVET) institutions. The study endeavoured to determine factors that contributed to public TVET educators’ dissatisfaction with intrinsic and extrinsic rewards offered by public TVET institutions in the Western Cape. In addition, the study investigated the job satisfaction of public TVET educators as well as the resultant morale, attrition and absenteeism brought about by educators’ dissatisfaction with rewards offered. The study was also expected to present findings and make recommendations to public TVET institutions and the Department Higher Education and Training (DHET). Recommendations were supposed to be made to bring about an improvement in the job satisfaction and morale of public TVET educators in the Western Cape. A stratified purposive sampling procedure was utilised in drawing up the sample from some population of 1535 educators in the Western in 2013. The Research Advisors (2006) and Krejcie and Morgan (1970) Sample Size Tables were utilised. However, out of 308 JDI questionnaires that were initially distributed 265 were returned duly completed. The two hundred and sixty-five JDI questionnaires were processed using SPSS Version 23. As suggested by statistical analysis, the overall conclusion drawn from the research was that extrinsic and intrinsic rewards significantly predicted the job satisfaction and morale of educators in a sample of 308 derived from some population of 1535 educators in Western Cape public TVET institutions. This study revealed that extrinsic and intrinsic rewards had a significant influence or impact on the job satisfaction and morale of public TVET educators in the Western Cape. It was discovered that beside extrinsic rewards such as pay and bonuses, intrinsic rewards such as the job itself were important in the job satisfaction and morale of educators. Beside the above it was also discovered that supervision, career progression opportunities and relationships among principals and staff, and among educators and learners were instrumental in enhancing the job satisfaction and morale of educators. Beside the above mentioned, it was discovered that learners’ grades after assessments also played a major role in the motivation of public TVET educators. It was confirmed that extrinsic and intrinsic rewards complimented each other in fostering and enhancing the job satisfaction and morale of public TVET educators in the Western Cape. The results of this study showed that job satisfaction among public TVET educators in the Western Cape could be explained by the type of rewards (extrinsic and intrinsic) offered by public TVET institutions as previously indicated. In other studies, mentioned in this study it was confirmed that beside extrinsic rewards, intrinsic rewards such as the job itself and the educational institution enhanced the educator’s job satisfaction and morale. When an employer fulfils the educator’s intrinsic and extrinsic reward expectations, an educator’s affective commitment, job satisfaction and morale is enhanced.
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Guymon, Ronald Nathan. "The effect of explanations and monetary incentives on effort allocation decisions." Diss., University of Iowa, 2008. http://ir.uiowa.edu/etd/35.
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Chalmers, Rodney Eric. "The effects of verbal recognition on work performance and intrinsic motivation: Using behavior modification techniques." CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2751.
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The effect of both public and private verbal recognition on intrinsic motivation and sales performance in fourteen restaurant waitstaff was evaluated using organizational behavior modification techniques. The hypothesis that public recognition would be more effective than private recognition in increasing intrinsic motivation and sales was not supported.
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Gunkel, Marjaana Wolff Birgitta. "Country-compatible incentive design : a comparision of employees' performance reward preferences in Germany and the USA /." Wiesbaden : Dt. Univ.-Verl, 2006. http://www.gbv.de/dms/zbw/509009921.pdf.
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Barton, Carol. "Employee Lived Experiences and Initiative Success in Arkansas Quality Award Recipient Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3277.
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Businesses with failed quality initiatives lose revenue, experience high expenses, and have fewer market opportunities. Researchers attribute failed quality initiatives to human and social factors. The purpose of this phenomenological study was to explore the lived experiences of employees in companies that received an Arkansas Governor's Quality Award between 2010 and 2015. No one knows how employees' experiences contribute to successful quality initiatives, or how their stories about their experiences influence quality management and continuous improvement. The conceptual framework consisted of Weick's theory of sense-making and Deming's system of profound knowledge. Data were collected via semistructured interviews with 11 participants across 8 organizations. Participants checked the member experience summary created from verbatim interview transcriptions analyzed per van Manen's whole-part-whole model. The analysis of the transcripts showed that participants' most meaningful experiences were those with people, followed by materials, feelings, time, and space. The study findings also showed that people transferred proven problem-solving methods from the workplace to their home and out into the community. The results of this study could contribute to positive social change by helping managers increase the potential for a successful quality initiative when they consider people's needs and contributions before adopting a set of quality management tools and practices.
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Hirsch, Gregory S. (Gregory Seymour). "The Motivational Impact of Incentive Programs on Young Adult Employees in Corporate Casual Restaurants." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278724/.
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This study was conducted to determine which incentive programs best influence young workers in corporate casual restaurants. The server and bar staff of the Chili's division of Brinker International, Inc. were surveyed in 18 stores in the Dallas area. From the sample. 356 usable surveys were received. The study was designed to obtain feedback about existing and future incentive programs that will enhance development of a positive working environment, along with higher productivity and a lower turnover rate.
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Vest, Michael J. "Factors influencing instrumentality beliefs in a merit pay environment." Diss., Virginia Polytechnic Institute and State University, 1988. http://hdl.handle.net/10919/87681.
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This research attempts to identify factors which may influence instrumentality beliefs in a merit pay environment. Specifically, the purpose was to investigate the relationship of: (1) of perceived performance appraisal accuracy, merit increase satisfaction, trust in top management, and trust in supervisor to instrumentality beliefs, (2) of performance appraisals, deviations between self and supervisor ratings of performance, and trust in supervisor to perceived performance appraisal accuracy, and (3) merit pay increases and perceived relative size of merit pay increase to merit increase satisfaction.
The research site for this study was a large transit authority on the West Coast. Results of this study of 1,260 managerial, professional, and clerical employees suggest that individuals are more likely to believe that pay is tied to performance if they are satisfied with their merit pay increase and they trust top management. Findings also suggest that for individuals who receive a lower than expected performance appraisal, higher levels of perceived performance appraisal accuracy are likely to be associated with stronger beliefs that pay is tied to performance.
Findings further suggest that individuals are more likely to perceive their performance appraisal to be accurate if the supervisor rating of performance is consistent with their self-rating of performance and they trust their supervisor. Also, the higher the performance appraisal, the more likely an individual is to perceive it to be accurate. Finally, individuals are more likely to be satisfied with their merit pay increase if they perceive it to be large relative to the average pay increase. In addition, the larger the merit pay increase, the more likely an individual is to be satisfied with it.
Study findings in total suggest that a large number of employees are likely to believe that pay is not tied to performance. To the extent successful merit pay programs require strong beliefs that pay is tied to performance, findings cast doubt about the ability of merit pay to elicit improved job performance. Implications for compensation practice are discussed and suggestions for future research are presented.<br>Ph. D.
Books on the topic "Employee Awards"
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Dykstra, Arthur. The exemplar employee: Rewarding & recognizing outstanding direct contact employees. High Tide Press, 1999.
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Bureau of National Affairs (Washington, D.C.), ed. Employee award programs. Bureau of National Affairs, 1987.
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Montana. Dept. of Administration. Personnel Division. State employee incentive awards program legislative report. The Division, 1990.
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Norman, Leckie, ed. Employer and employee perspectives on human resource practices. Statistics Canada, 2001.
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Ventrice, Cindy. Make their day!: Employee recognition that works. 2nd ed. Berrett-Koehler Pubhlishers, 2009.
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Singh, Manjari. Career drivers of new-age employees: Implications for organisational reward and employee development systems. Indian Institute of Management, 2005.
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1941-, Kerr Steven, ed. Ultimate rewards: What really motivates people to achieve. Harvard Business School Press], 1997.
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United States. Federal Highway Administration., ed. FHWA employee awards and recognition program: Supporting the quality journey. U.S. Dept. of Transportation, Federal Highway Administration, 1997.
Find full textBook chapters on the topic "Employee Awards"
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Harutyunyan, Nikolay. "Open Source Software Governance: Distilling and Applying Industry Best Practices." In Ernst Denert Award for Software Engineering 2020. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-83128-8_5.
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AbstractModern software architectures are becoming increasingly complex and interdependent. The days of exclusive in-house software development by companies are over. A key force contributing to this shift is the abundant use of open source frameworks, components, and libraries in software development. Over 90% of all software products include open source components. Being efficient, robust, and affordable, they often cover the non-differentiating product requirements companies have. However, the uncontrolled use of open source software in products comes with legal, engineering, and business risks stemming from incorrect software licensing, copyright issues, and supply chain vulnerabilities. While recognized by a handful of companies, this topic remains largely ignored by the industry and little studied by the academia. To address this relevant and novel topic, we undertook a 3-year research project into open source governance in companies, which resulted in a doctoral dissertation. The key results of our work include a theory of industry best practices, where we captured how more than 20 experts from 15 companies worldwide govern their corporate use of open source software. Acknowledging the broad industry relevance of our topic, we developed a handbook for open source governance that enabled practitioners from various domains to apply our findings in their companies. We conducted three evaluation case studies, where more than 40 employees at three Germany-based multinational companies applied our proposed best practices. This chapter presents the highlights of building and implementing the open source governance handbook.
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Kopf, Dennis A., and Jimmy Peltier. "Managers’ Perceptions of the Effectiveness of Cash vs. Non-Cash Awards for Sales and Customer Service Employees." In The Sustainable Global Marketplace. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-10873-5_92.
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Rambo, Eberle A., and Rolf Ernst. "ASTEROID and the Replica-Aware Co-scheduling for Mixed-Criticality." In Dependable Embedded Systems. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52017-5_3.
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AbstractThe ASTEROID project developed a cross-layer fault-tolerance solution to provide reliable software execution on unreliable hardware under soft errors. The approach is based on replicated software execution with hardware support for error detection that exploits future many-core platforms to increase reliability without resorting to redundancy in hardware. This chapter gives an overview of ASTEROID and then focuses on the performance of replicated execution and the proposed replica-aware co-scheduling for mixed-criticality. The performance of systems with replicated execution strongly depends on the scheduling. Standard schedulers, such as Partitioned Strict Priority Preemptive (SPP) and Time-Division Multiplexing (TDM)-based ones, although widely employed, provide poor performance in face of replicated execution. By exploiting co-scheduling, the replica-aware co-scheduling is able to achieve superior performance.
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Andersson, Thomas. "Intentionality and Agency in Values Work Research." In Researching Values. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-90769-3_4.
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AbstractThis chapter addresses how intentionality and agency can be understood in relation to values and values work. How different degrees of intentionality relate to different dimensions of agency is something we need to understand empirically rather than as a point of departure. A connected challenge is to what extent people are aware of values that influence their actions and the values work they are involved in, but also to what extent they are aware of relations/conflicts between values that are imposed on them (e.g., from an employer) and personal values. This is also something we need to understand empirically. This chapter describes how different qualitative data collection methods have different strengths and weaknesses in relation to the above challenges and how a design of mixing them may enable a true empirical investigation of intentionality and agency in values work research.
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Ditlev-Simonsen, Caroline D. "Stakeholder Management." In A Guide to Sustainable Corporate Responsibility. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-88203-7_8.
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AbstractStakeholders have a key role in the corporate world, and especially related to sustainability. Even peripheral stakeholders can have a great impact on companies. This is an important consideration that companies need to be aware of and consider. In this chapter, I explore the roles of different kinds of stakeholders such as owners, investors, employees, governments, suppliers, customers, NGOs, and the media, and how to communicate and involve these stakeholders in a constructive manner. I address the function of each respective stakeholder as well potential areas for positive collaboration. The power and impact of NGOs on corporations will receive special attention as they often act as representatives for environmental and social interests—and bring such issues to the attention of others. Cases are provided to illustrate the issues presented.
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Zakharova, Irina M. "Alexander I Obrenovic´'s visits to Russia and S. I. Speransky's Serbian Awards." In Russia: A Look at the Balkans. Eighteenth - Nineteenth Centuries. On the 100th anniversary of Irina S. Dostyan's. Institute of Slavic Studies, Russian Academy of Sciences, 2021. http://dx.doi.org/10.31168/2618-8570.2021.15.
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The article deals with two Serbian certificate awarded to an employee of the Ministry of the Imperial Court S.I. Speransky, and that are now along with the orders of the Takovo Cross of the second degree kept in the collection of manuscripts and documents of the Department of the History of Russian Culture of the State Hermitage. The history of awarding of S. Speransky with the Serbian orders is seen through the prism of Russian-Serbian relations in the last quarter of the 19th century. The article provides brief information on the history of the Order of the Takovo Cross from the moment of its foundation until its abolition, the names of Serbian and Russian statesmen who were knights of the order are also provided. On the basis of printed and archival sources a description of two trips to Russia of the Serbian king Alexander Obrenović in 1891 and 1894 is given as well as the changing attitude towards him from the Russian ruling circles. Particular attention is paid to patents, which are not only materials for the biography of S. Speransky and interesting documents on the history of Serbian phaleristics, but also shed light on relations between Russia and Serbia in the late 19th and early 20th centuries.
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Emir, Astra. "13. Continuous Employment." In Selwyn's Law of Employment. Oxford University Press, 2020. http://dx.doi.org/10.1093/he/9780198836636.003.0013.
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The statutory provisions for continuity of employment are contained in ss 210–219 of the Employment Rights Act 1996 and the Employment Protection (Continuity of Employment) Regulations 1996. Continuity of employment is a statutory concept generally used, first, to determine whether an employee has been employed for a particular length of time so as to qualify for a specific statutory right, and, second, to ascertain the employee’s length of employment for the purpose of obtaining certain financial benefits award and a redundancy payment. This chapter discusses provisions for counting and computing continuity (ERA, ss 210–219) 362)); preserving continuity (s 212); weeks which do not count towards continuity (ss 215–217); change of employer (s 218); and effect of the continuity rules.
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Emir, Astra. "13. Continuous Employment." In Selwyn's Law of Employment. Oxford University Press, 2022. http://dx.doi.org/10.1093/he/9780192858795.003.0013.
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The statutory provisions for continuity of employment are contained in ss 210–219 of the Employment Rights Act 1996 and the Employment Protection (Continuity of Employment) Regulations 1996. Continuity of employment is a statutory concept generally used, first, to determine whether an employee has been employed for a particular length of time so as to qualify for a specific statutory right, and, second, to ascertain the employee’s length of employment for the purpose of obtaining certain financial benefits award and a redundancy payment. This chapter discusses provisions for counting and computing continuity (ERA, ss 210–219) 362)); preserving continuity (s 212); weeks which do not count towards continuity (ss 215–217); change of employer (s 218); and effect of the continuity rules.
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de Casanova, Erynn Masi. "Embodied Inequality." In Dust and Dignity. Cornell University Press, 2019. http://dx.doi.org/10.7591/cornell/9781501739453.003.0003.
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This chapter examines the role of bodies and embodiment in domestic work. It argues that bodies matter for how domestic employees experience their work. Indeed, domestic workers' accounts emphasized physical labor and the embodied inequality between employer and employee. They described their work as exhausting, accelerating the deterioration of their bodies, and potentially dangerous. These accounts conceive of the body as a limited resource that women draw on to do their work, a resource that can be used up or damaged in the process. Bodies also matter because of the symbolic distinctions drawn between “good,” middle-class/elite bodies and “bad,” lower-class/deviant bodies—between employers' and workers' bodies. Workers face clear boundaries between themselves and employers in relation to health, food consumption, and appearance. Even employers who buck tradition by pursuing more egalitarian relations are aware of the differential values typically placed on differently classed bodies in Ecuador.
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Wynn-Evans, Charles. "Employee Liability Information." In The Law of TUPE Transfers. Oxford University Press, 2022. http://dx.doi.org/10.1093/oso/9780192843517.003.0008.
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This chapter addresses the obligation imposed by TUPE on the transferor to provide the transferee with specified ‘employee liability information’ about the transferring employees by no later than 28 days before the transfer. The relevant provisions of the Acquired Rights Directive and TUPE are summarized before detailed consideration is given to which employees fall within the scope of the obligation to provide ELI, the information that must be provided, the related data protection issues, and the specific provisions of the legislation addressing delivery and updating of the required ELI, its provision indirectly and in instalments. The remedy for breach is addressed in terms of the award to be made, the minimum award, the scope of the award, mitigation of loss and the commercial terms agreed between the parties. The chapter concludes with discussion of due diligence exercises in relation to TUPE transfers and the inability to contract out of the obligation.
Conference papers on the topic "Employee Awards"
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Croft, Michael E. "A Decade of Safety Improvements Nets an “Ace Safety Year” at the Hampton/NASA Steam Plant." In 9th Annual North American Waste-to-Energy Conference. American Society of Mechanical Engineers, 2001. http://dx.doi.org/10.1115/nawtec9-118.
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Abstract During 1999, the Hampton/NASA Steam Plant achieved a distinguishing safety milestone by completing the year without a single OSHA recordable accident. At the end of the year, the plant had also worked 422 consecutive days without a lost time accident. The Steam Plant Manager, John Austin, called this significant milestone the “Ace Safety Year”. Over the decade Worker’s Compensation and medical expenditures decreased form $153,000 to just $234 by 1995. The savings in insurances premiums is now equal to the amounts spent annually on all safety equipment, employee physicals and uniforms. The Hampton/NASA Steam Plant is a Waste-to-Energy facility located on the NASA Langley Research Center in Hampton, VA. The facility provides the Center steam energy by burning municipal waste from the City of Hampton and neighboring communities. The steam plant operates 365 days a year 24 hours a day with a staff of 34 full time employees. A Joint Board represents the owners, the Federal Government and the City of Hampton, and directs the operations and finances of the enterprise through a Steam Plant Manager. In 1990, the Joint Board decided to select a mechanical engineer with extensive power plant experience as the new plant manger. After initial assessments of the facility and its programs, the manager’s first priority was to establish a new safety program and safety attitude. By January of 1992 the new safety program was fully implemented. This new safety success began with a top down attitude with the plant manager designating himself as having the overall responsibility of the safety program. The Operations Manager was designated the Steam Plant Safety Officer, and half of his time would be shifted to performing safety duties. An independent Safety Committee was formed to help re-engineer safety procedures and spark safety awareness. Safety training now begins on day one with all new employees and contractors are given intensive orientation consisting of training for all steam plant safety programs and protective equipment. Safety procedures and training were emphasized for every task or event Every training event had to include a safety related component. Team leaders were all sent to OSHA 40 Hour General Safety Training. The Safety Officer was charged with becoming our safety expert by attending specialized OSHA training and seminars. Safety success is now viewed as an issue of educating and exciting managers and workers. Personal Protective Equipment expenditures were tripled and went beyond requirements. Procedures were developed to reduce employee exposure to below all OSHA action levels. Respiratory protection was increased by issuing each worker powered air purifying respirators. All employees are now given respirator physicals. Safety shoes and prescription safety glasses were purchased for all employees. An extensive Safety Awards program is used as an annual re-focus to safety. As employees gained trust and confidence in the safety program, “near misses” began to be reported. Suddenly we had a facility that was full of safety enthusiasts. Worker’s Compensation costs and premiums have continued to decline. Then in our twentieth year of operation, we achieved our greatest safety milestone: ZERO accidents.
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Ristovska, Andrijana, and Ljupco Eftimov. "ORGANIZATIONAL CHANGE AND EMPLOYEE STRESS: EMPIRICAL ANALYSIS OF EMPLOYEES IN THE REPUBLIC OF NORTH MACEDONIA." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2021. http://dx.doi.org/10.47063/ebtsf.2021.0001.
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This paper addresses the issue of the importance and necessity of introducing constant organizational changes and their impact on employee stress as one of the primary pull factors of the employee turnover intention. In this regard, human resource managers in organizations are becoming increasingly aware that hiring and retaining talents are the most important determinants of success in the complex global world and that they must work more intensively on modernizing the process of change management to help employees, not only for acceptance, but also for their involvement in the change implementation process. The number of respondents from the processed data so far is 439 employees (differing according to their demographic characteristics). The purpose of this paper is to determine whether there is a statistically significant difference between the four different types of organizational change according to the Cummings and Worley (2014) organizational change classification (Human process changes; Techno-structural changes; Human resource management changes and Strategic changes), regarding their impact on the employee emotional state, as well as which type of organizational change has the most significant impact on employee stress in the Republic of North Macedonia. The survey findings contributed to the conclusion that Macedonian employees in terms of their feelings of fear, anxiety, nervousness, etc., equally perceive the impact of the different types of organizational change. More specifically, there are no statistically significant differences between the impacts of the different types of organizational change over the stress they face because of these changes.
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Gürbüz, Gözde, İlknur Kumkale, and Adil Oğuzhan. "TheEffects of Empowerment Applications on Organizational Loyality in the Banking Sector: A Study of Trakya Region." In International Conference on Eurasian Economies. Eurasian Economists Association, 2013. http://dx.doi.org/10.36880/c04.00767.
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It is necessary that several applications should be done by the firms to adaptation to the changing market conditions and taking advantage of loyality. The first-major one of these applications is “empowerment” which is a modern management application. Efforts and labor of employees, who are so important for the firms’ developing and growing process, make valuable the firms. As businesses are aware of this, give power, responsibility, authority, and confidence to the employees; and thus they will be empowered. When the employees feel that they are empowered, their loyality will increase to the employer. This is important for the firms in today's hard conditions. In this study, it was investigated how was applied empowerment in the banking sector that there is intensive competition and how the empowerment effect the loyality level on the organization. The study is done via first data acquired from questionnary which were applied to 382 employees in 20 banks in Edirne, Tekirdağ and Kırklareli city-centers, and seconder data is from the literrature. The reliability test, demographical dispersion of employees, interpretation of employee empowerment and organizational commitment’s surveys, factor analiysis, variation tests (Kolmogrov-Smirnov Z, Mann-Whitney U, Kruskal-Wallis), regression and correlation analysis was made by SPSS. As a result of the study, it is concluded that, the empowerment applications in the banking sector, increased the loyality of the employee to the organizations.
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Dimovska, Nena, and Ljupcho Eftimov. "MEASURING THE EFFECT OF SALARY RAISE OVER THE PERFORMANCE OF SALES PROFESSIONALS – THE CASE OF AN INTERNATIONAL ORGANIZATION." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0035.
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Should fixed salary be the single and most appropriate tool for motivating employees; or should management consider a more diverse, innovative tools for motivation, based on multiple factors? Does a salary increase always guarantee ROI? Also, will sales professionals be motivated by an incremental, equal-to-all salary increase? This paper elaborates these and similar dilemmas and presents a research conducted in the sales sector, in a medium-sized international firm. It represents consequences of applying an equal and applicable to all salary increase of 10%. Тhe paper tries to reject traditional beliefs (and awards distribution models) that salary, per se, is the highest source or motivation and a guarantee for improving performance. Тhe research shows how sales professionals are affected by incremental salary increase, and tries to provide recommendations for further research on effective, cost-efficient award strategies that increase motivation and performance and can be easily adopted in similar organizations.
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Lu, Jing, and Joerg R. Noennig. "Refining the Understanding of Workplace Characteristics from an Occupant Centered Perspective with Emphasis on the Influence of Seating Preference." In Applied Human Factors and Ergonomics Conference. AHFE International, 2020. http://dx.doi.org/10.54941/ahfe100361.
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Workplace design not only influences the people’s feeling, but also the work or task performance, knowledge innovation, and the employees’ loyalty and commitment to their employer. The main purpose of this research is to investigate the subjects’ seating preference at workplace and the environmental factors impact their decision. A field survey was carried out on the campus of Dresden University of Technology, and 119 subjects participated in this study. Furniture placement in three different functions of room was employed to conduct this survey. The self-pictured seating preferences indicate that room function influences the subjects’ decision of seating area. Having sense of control over physical workplace and privacy significantly impacted the subjects’ decisions. However, subjects are not always aware the environmental factors affect their behavior. Subjects attracted by outdoor view and good lighting condition in a general way.
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Pricope, Mihaela, Simona Mazilu, and Fabiola Popa. "ONLINE TOOLS FOR INTRODUCING NEURODIVERSITY IN JOB INTERVIEWS WITH ENGINEERING STUDENTS." In eLSE 2020. University Publishing House, 2020. http://dx.doi.org/10.12753/2066-026x-20-233.
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Recently, the business world has evinced a growing interest in the concept of "inclusive hiring", and software and technical - oriented enterprises such as Microsoft, Ford, Hewlett Packard Enterprises, and IBM, have implemented Human Resources neurodiverse talent programmes. According to Harvard Business Review, interviewed employers mention that the benefits of employing neurodiverse people include "productivity gains, quality improvement, boosts in innovative capabilities, and broad increases in employee engagement". Thus, neurodiverse people are considered a competitive advantage for technical companies because they prove to have excellent digital and mathematical skills, creativity and pattern recognition competencies. Having said that, one must also be aware that neurodiverse employees thrive only when their special needs with regard to the working place are met. The present article looks into the issue of neurodiversity with a view to tackling the way in which the concept can be introduced to technical students who study interviewing skills as part of their English for Professional Communication seminar. After a short overview of the main characteristics of Generation Z, whose education and day-to-day life have been constantly informed by technology, we proceed to the presentation of the concept of "neurodiversity" highlighting the reasons why engineering students should be aware of and understand its complexity in order to be better prepared for an inclusive work environment. The paper presents various seminar tasks by means of which neurodiversity may be taught using online sources such as companies' statements on the topic, testimonials from employers or employees or interviewing practices for neurodiverse candidates. Exposing the students to these aspects develops their sense of inclusiveness which is a value they should be able to transfer from the educational context to the professional setting.
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Khan, Haroon. "Disruptive Innovation in People Development." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210933-ms.
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Abstract "People are our biggest assets" is a common statement by top leaders however in their entity balance sheet people are listed as expenses which can be reduced, replaced or even eliminated. In current processes, people could face disciplinary actions when their attendance shows they have less worked hours. The typical HR doesn't consider even if they work close to burnout daily. On the other hand low productive employee has no HR issues if they meet clock in and clock out requirements. Effective processes are not used to identify learning needs and provide just in time effective learning solutions. People are sent to external (vendor) trainings and they return unchanged. The trust level in the organization is low. A visible generation gaps where the leadership is unable to capitalize on next generation for collective organizational success. In order to truly engage current work force, we need to re-think beyond current practices and bring new concepts to transform an organization as competent, dynamic & outcome focused. One of the concept of this transformation journey is to replace organization structure from functional to project based. Departments and functions or divisions are to be converted to projects and each year projects are awarded as yearly goals based on company strategy. Employees are assigned to projects to complete them as one team. The progress and performance of employees is monitored through the appraisal system not only by the success of the assigned goals but the active participation and contribution of any employee in those project goals. Job titles are eliminated and people work under project titles to enhance collaboration and flexibility. Job descriptions are replaced by competencies. Each project is created based on required resources, competencies and minimum required hours which are validated to ensure employees are fully occupied & engaged. Flexible working hours are introduced keeping required collaboration and project effectiveness. "Skill Trade" concept is introduced where employees will utilize 20 hours per month to learn competencies to enhance their projects. By introducing skill trade, people will learn from each other (coaching & mentoring) in their areas of passion and to improve their projects. Boosting employee productivity by removing time bound barriers and it will enhance employee collaboration, engagement, commitment & competence.
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Fagbolu, Olukemi, and Yekinni Bello. "Exploring Support Provision and Resources Strategies for Academic Performance Achievement Improvement of Tourism Management Students." In Tenth Pan-Commonwealth Forum on Open Learning. Commonwealth of Learning, 2022. http://dx.doi.org/10.56059/pcf10.2068.
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This paper focuses on developing possible strategies for improving the academic performance achievement of tourism management students in institutions of higher learning. The study is significant to close match the existing gaps between academic grades awards and set standards for employment. The research employs participatory action research and survey feedback approach in a mixed-method premise entailing qualitative and quantitative methods. Data are presented, coded and analyzed using thematic analysis on Microsoft Excel Spread Sheet, bar charts and PSPP statistical analysis free software tool comprising simple percentages and means. The study discovers that the tourism management education process (support provision and resources) significantly impacts output (degree awards). In collaboration with the research participants, possible support provision and resources strategies developed for improving degree awards of TM students include the regular invitations of guest speakers from the tourism industry and related sectors, local and international exchange programs for the students, etc.
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Shahoodh, Gailan, Omar Al-Salman, and Jamila Mustafina. "Towards a Context-Aware Digital Government in Iraq: A Public Sector Employees’ Perspective." In 2020 13th International Conference on Developments in eSystems Engineering (DeSE). IEEE, 2020. http://dx.doi.org/10.1109/dese51703.2020.9450235.
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Efendi, Riad. "Generation Z Requires Paradigm Shift in the Oil and Gas Workforce." In Offshore Technology Conference. OTC, 2022. http://dx.doi.org/10.4043/32107-ms.
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Abstract In coming decades, corporate competition paradigm will be shifting from natural resources towards talent acquisition, therefore within Oil&Gas, rivalry is developing not only among industry’s operating, service, and construction companies, but with Apple, Tesla, Pfizer, and numerous startups. Unfortunately, the Oil&Gas industry is currently stigmatized for carbon dioxide emissions and oil spills and has become less attractive for future employees. The issuewill become even more critical in coming years as Generation Z enters the workforce. Analysis of Generation Z (Gen Z/Genzers) characteristics and work ethics shows they are: Entrepreneurial, that is they are less likely to stay within corporate boundaries;Multitasking, meaning not only the tasks that are assigned to them but also those that they assign to themselves, which makes it difficult to keep them within defined borders of the organizational chart rectangles with prescribed duties;Interactive – they want to share their ideas with executives over the heads of their direct supervisors –are we ready for that?Demanding constant stimulation, such as clear career tracks and non-routine challenges. To accommodate Generation Z and attract their top talent, we need to focus human resources functional concept even more on employee’s skills and potential. To close the gap in talent acquisition and nurture future industry leaders: A talent pool should be set up with a thoughtful promotion track;Award ceremonies can be used to initiate tracking of the inventor’s career in addition to celebrating an accomplishment or invention;Employee performance evaluations can be used to analyze the talent pool turnover rate. When a member of this pool is leaving the company, it should be considered an incident, which needs to be treated as such, with root cause analysis and corrective actions. This paper will describe long-term challenges facing the Oil&Gas industry regarding top Genzer talent acquisition and retention and propose solutions that may potentially address them.
Reports on the topic "Employee Awards"
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Bán, Zoltán. Analysis of Chinese Economic Statecraft and its Methods through Four Case Studies. Külügyi és Külgazdasági Intézet, 2022. http://dx.doi.org/10.47683/kkielemzesek.ke-2022.40.
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In the past decade, China has employed its economic statecraft more frequently, possibly due to its more advanced economic capabilities and its more assertive foreign policy. Four case studies (South Korea, Australia, Canada, and Lithuania) are analysed from the past few years regarding the Chinese economic statecraft methods in order to get a better understanding of the methods used and to derive useful conclusions and recommendations for potential future cases of economic coercion. An analysis of the four cases to identify similarities in the methods utilised by Beijing shows that success rates vary at best, and many adverse effects for China are also found. Countries should be aware of such coercion methods, although building resilience seems to be more successful in easing tensions than does all-out deterrence.
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Causes of disability in employees of the mining industry: analysis of social security disability benefit awards and allowances to workers. 1969-1973, 1975-1976. U.S. Department of Health and Human Services, Public Health Service, Centers for Disease Control, National Institute for Occupational Safety and Health, 1985. http://dx.doi.org/10.26616/nioshpub85105.
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User Guide for Procurement of Works: Standard Bidding Document (FIDIC Red Book (2017)). Asian Development Bank, 2022. http://dx.doi.org/10.22617/tim220342-2.
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This publication provides guidance for borrowers on how to prepare a bidding document for an admeasurement (unit price) type of works contract using FIDIC Red Book (2017) general terms and conditions. It also covers how to evaluate bids and award contracts, based on the Asian Development Bank’s Standard Bidding Document for the Procurement of Works for cases “with” and “without” prequalification. The SBDs make use of the Conditions of Contract for Construction for Building and Engineering Works Designed by the Employer (“Red book”) Second edition 2017, published by the Fédération Internationale des Ingénieurs-Conseil (FIDIC). This guide applies to projects governed by the Procurement Regulations for ADB Borrowers: Goods, Works, Nonconsulting and Consulting Services (2017), as amended from time to time).
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The role of incentives in encouraging workplace HIV/AIDS policies and programs. Population Council, 2004. http://dx.doi.org/10.31899/hiv15.1007.
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This brief examines the role of incentives in encouraging companies in Thailand to adopt workplace policies and programs that address AIDS-related stigma and discrimination and respond to the needs of workers for information and services. The research was a collaboration between the Horizons Program, American International Assurance (AIA), the Thailand Business Coalition on AIDS (TBCA), and AusAID. After the initiative was launched (known as the AIDS-response Standard Organization), TBCA staff built relationships with company managers to explain and promote the advantages of joining. Companies agreeing to implement at least three HIV/AIDS workplace policies would receive a reduction of 5–10 percent off group life insurance premiums from AIA, Thailand’s largest insurance provider, if they were AIA clients. As the initiative evolved, TBCA introduced the additional incentive of a certificate endorsed by the government and awarded at a high-profile public ceremony. For each company agreeing to participate, TBCA offered assistance to enhance their activities, including providing educational leaflets, videos, and a mobile exhibition, as well as condoms, peer education training, counseling and referrals to support groups for HIV-positive employees, and assistance with writing company HIV/AIDS policies.