Dissertations / Theses on the topic 'Employee Awards'

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.

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.

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.

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.

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.

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.

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.

<p>This mixed-method research study evaluated the effectiveness of value stream mapping (VSM) and 5S lean tools based on Ohno&rsquo;s waste model and Womack&rsquo;s lean thinking concept to identify and eliminate office waste during the employee award nomination process in a large U.S. manufacturing company. The participants involved 19 award administrators and 108 previous award nominees from 2007 to 2012. The researcher carried out two surveys using structured and non-structured questions. Data was collected and analyzed. A Balanced Integrated Office Lean Model (BIOLM) framework was developed and pilot tested to engage employees with practical application of lean tools outside of the manufacturing shop floor. This research addressed the existing gap in the body of knowledge dealing with office lean practice. The findings from this study are generalizable and applicable to businesses interested in improving productivity in the office environment. </p><p> <i>Keywords</i>: lean thinking, office lean, employee engagement, award nomination, continuous improvement, 5S, value stream mapping, and waste management </p>

Since the introduction of frequent flyer miles (e.g. Voyager miles) in South Africa, the concept has evolved in a number of ways. Currently, loyalty programmes are widely used in the consumer industry. Despite the fact that these programmes have been in place for several years, the South African Revenue Service (hereafter referred to as SARS) has failed to issue any legislation or guidance with regard to the treatment of these miles from an employees’ tax perspective. The fringe benefit implications of frequent flyer miles have been the topic of research both in South Africa and abroad. However, little research has been identified on the tax implications of loyalty programmes. This study re-examined past studies and literature identified on frequent flyer miles and analysed the impact these have on loyalty points earned on personal and corporate credit cards from an employees’ tax perspective. The study also extended past research and investigated loyalty points awarded to employees as an incentive from an employees’ tax perspective. The study had three specific objectives. The first objective was to analyse past research studies, court cases and other literature in order to establish the theoretical construct of this study. Secondly, it compared the treatment of frequent flyer miles earned by, or awarded to, employees in South Africa to the treatment of these in Australia and Canada. The third objective was to analyse the employees’ tax implications of loyalty points earned by, or awarded to, employees in specific scenarios. These scenarios were limited to loyalty points earned by employers on corporate credit cards and which are awarded to employees for personal use; loyalty points earned on personal credit cards as a result of business expenditure incurred by employees; and loyalty points awarded to an employee, as part of a loyalty programme operated by the employer, as an incentive. The concluding argument of this study was that loyalty points earned on corporate or personal credit cards, which are used for the benefit of employees, may be considered not to be taxable and that consequently, no employees’ tax obligation will arise. However, this argument is plagued by uncertainties and it is questionable as to whether this view will be supported by the South African courts and SARS. In the scenario where loyalty points are awarded as an incentive to employees, it may clearly be argued that these should be taxable with the result that an employees’ tax obligation will arise. However, the nature and value of the benefit, as well as the point at which the tax event occurs, may create inequities and is therefore uncertain. All these uncertainties highlight the need for guidance in this area from SARS. AFRIKAANS : Sedert gereelde vlugmyle (bv. Voyager miles) in Suid-Afrika in plek gestel is, het hierdie konsep in verskeie vorms ontwikkel. Vandag word lojaliteitsprogramme algemeen in die verbruikersbedryf gebruik. Ten spyte van die feit dat hierdie programme vir baie jare reeds in plek is, het die Suid-Afrikaanse Inkomstediens (hierna verwys na as SAID) steeds geen wetgewing of leiding uitgereik oor die hantering van hierdie myle uit ’n werknemersbelastingsoogpunt nie. Alhoewel die byvoordeelimplikasies van gereelde vlugmyle die onderwerp was van navorsing in Suid-Afrika sowel as oorsee is min navorsing geïdentifiseer oor die belastingimplikasies van lojaliteitsprogramme. Hierdie studie heroorweeg bestaande studies en literatuur oor gereelde vlugmyle en analiseer die impak daarvan op lojaliteitspunte verdien op persoonlike en sakekredietkaarte uit ’n werknemersbelastingsoogpunt. Die studie sal ook bestaande navorsing uitbrei deur lojaliteitspunte, wat as ’n aansporing aan werknemers gegee word, uit ’n werknemersbelastingsoogpunt te analiseer. Die studie het drie spesifieke oogmerke. In die eerste plek is dit om bestaande navorsingstudies, hofsake en ander literatuur te analiseer om ’n teoretiese basis te vestig. Tweedens is dit om die belastinghantering van gereelde vlugmyle verdien deur of toegeken aan werknemers in Suid-Afrika te vergelyk met die hantering hiervan in Australië en Kanada. Die derde oogmerk is om die werknemersbelastingimplikasies van lojaliteitspunte toegeken aan of verdien deur werknemers in spesifieke scenario’s krities te analiseer. Hierdie scenario’s is beperk tot lojaliteitspunte verdien deur werkgewers op sakekredietkaarte en toegeken aan werknemers vir persoonlike gebruik; lojaliteitspunte verdien deur werknemers weens sake-uitgawes aangegaan op persoonlike kredietkaarte; en lojaliteitspunte, wat deel vorm van ’n lojaliteitsprogram wat deur die werkgewer bedryf word, gegee aan werknemers as ’n aansporingsbonus. Volgens die studie se bevindinge kan daar aangevoer word dat lojaliteitspunte verdien op sake- en persoonlike kredietkaarte vir werknemers se persoonlike gebruik nie belasbaar is nie en gevolglik geen werknemersbelastingverpligting teweeg bring nie. Nietemin gaan hierdie siening gepaard met baie onsekerhede en word bevraagteken of dit deur die Suid-Afrikaanse howe en SAID ondersteun sal word. In die scenario waar lojaliteitspunte aan werknemers as ’n aansporing gegee word, kan dit duidelik aangevoer word dat hierdie voordeel belasbaar is en dus ’n werknemersbelastingverpligting teweegbring. Daar is egter onsekerheid oor die tydstip waarop die voordeel belas moet word, asook die aard en waarde van die belasbare byvoordeel. Hierdie onsekerhede onderstreep die behoefte aan leiding op hierdie onderwerp vanaf SAID.<br>Dissertation (MCom)--University of Pretoria, 2010.<br>Taxation<br>unrestricted

This study examined the effects of switching from an incentive pay system solely based on productivity to a scorecard-based incentive pay system. Performance of staff and senior accountants was analyzed across three departments for a two-year baseline and a three-year intervention period. Results showed that percent of charge hour goal remained high during the study. Once the scorecard-based incentive system was implemented, performance on the other line items increased or remained at or above goal levels. Incentive payouts were generally higher under the second incentive plan than under the first for top performers. Possible explanations for data trends, weaknesses of the measures within the scorecard, measure/line item alternatives and implications for future research are also discussed.

Urban Education<br>Ph.D.<br>Using universal design instruction (UDI) as a framework, this study explores the inclusive teaching practices of four award-winning humanities and social sciences faculty at a large urban Research I university located in the northeastern region of the United States. UDI, a framework used to assist teachers in creating proactively inclusive instructional design, was used as a measure of inclusivity. Using a qualitative case-study approach, the study cross-examined the pedagogy of these faculty and unpacked specific techniques and practices embedded in their pedagogy that aligned with UDI. With each faculty member considered an individual case, structured classroom observations and interviews with target faculty, their colleagues, and student focus groups were conducted. Guided by the UDI framework, a cross-case analysis was then undertaken to determine the extent to which each faculty member met UDI principles. The study yielded descriptive accounts of multidimensional teaching strategies that incorporated universal design instruction.<br>Temple University--Theses

<p>The purpose of this study was to investigate the impact of size of performance pay increases on employee perceptions critical to the success of merit pay programs. Perceptions investigated in this study included: 1) instrumentality, 2) expectancy, 3) performance appraisal administration, 4) performance appraisal content, 5) trust in city management, 6) pay communication, and 7) importance of pay. It was hypothesized that individuals who received above average performance pay increases would exhibit significant positive changes toward perceptions of interest while individuals who received below average performance pay increases would exhibit significant negative changes toward perceptions of interest. </p><br>Master of Science

The federal government is often criticized for performance that fails to meet the public's expectations. Its traditional pay system receives much of the blame for rewarding seniority instead of performance. While everyone agrees that performance matters, they don't always agree on the best way to improve it. My research investigates human resource management strategies designed to motivate better performance and productivity. Specifically, I examine the credibility and feasibility of implementing pay for performance throughout the federal government and identify ways that managers can promote greater productivity through human capital investment. I conduct an extensive review of work motivation theories and synthesize findings from previous academic and government studies in order to develop models that are tailored to the federal workplace. I test these models using federal survey data from the Merit Principles Surveys of 2000 and 2005. A variety of attitudes, perceptions, expectations, and work environment factors are expected to influence job performance. Findings reveal that pay for performance belief and success are greatly affected by performance management, fair treatment in all personnel matters, supervisory fairness in decision-making, and organizational culture. Further results indicate that managers can markedly improve productivity by ensuring employees are highly engaged in their work, delivering effective performance management, providing a supportive organizational culture, and giving employees adequate resources and training. With federal agencies constantly striving to improve performance and productivity, these findings have practical implications for government as they suggest ways that public managers can achieve better performance and greater productivity through increased work motivation.

Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct a critical evaluation on the management and implementation of Performance management and development System in the Department of Local Government and Traditional Affairs. Despite the importance of performance management, most organisations find it difficult to implement, manage and sustain performance management systems and processes effectively. It is therefore crucial to ensure adequate planning, evaluation and training is done that will support a sustainable process. Given the strategic role played by the SMS, especially the management of Performance Agreements in the realization of government programmes, it is important that departmental officials make efforts to ensure compliance with its provisions. This study has shown that officials have not been accurate enough in their implementation of the PMDS. The study reveals that there is no staff development programme in place that would help develop staff members to grow in the different fields of their jobs. This is a sound reason why staff responded that they are not happy with the current system. It would appear that management does not devote a great deal of time to staff development. The focus of the PMDS needs to be changed from an output-focused system to a management development system, where there is an increased focus on the development of competencies, compared to the current focus on rewarding only output.

碩士<br>國立成功大學<br>會計學系碩博士班<br>93<br>This paper investigates the timing of employee stock option (ESO) awards, as a method of investigating corporate board chairs’ influence over the terms of their own compensation. In a sample of 210 employee stock option awards of 85 Taiwan Stock Exchange listing companies in electronic industry between 2001 and 2004, the empirical results find that the timing of awards coincides with decreases in the firm’s stock price relate to the arrival of bad news occur before the award date. This paper documents changes in share prices around award date and quarterly earnings announcements. Patterns of companies’ quarterly earnings announcements are consistent with an interpretation that employee stock options award shortly after the release of unfavorable corporate news. These findings suggest that when board chairs have the discretion to time employee stock option award date and serve as corporate employees granted employee stock options at the same time, they are more inclined to make opportunistic award decisions that motivate employees and maximize their stock option compensation meanwhile . 　From the point of corporate governance, for the situation that board chairs have the discretion to time employee stock option award date and serve as corporate employees granted employee stock options concurrently, this paper moreover investigates whether this situation is a poor corporate governance. In the empirical results, there is no obvious evidence that whether or not making the board chairs have the discretion to time employee stock option award date and serve as corporate employees granted employee stock options at the same time is a poor practice of corporate governance.

Orientation: The ubiquitous challenging economic climate in South Africa and globally makes it incumbent on South African companies to reconsider their current reward policy and practices if they are to maintain and foster global economic competitiveness. This coupled with the fact that motivation in the workplace has always been a conundrum for managers and human resource practitioners alike. This dilemma becomes an obstacle to organisational effectiveness and hinders competitive advantage when employee morale is low and performance levels decrease. Research purpose: The primary aim of this study was to investigate the influencing factors of employee demographics and motivation type on rewards mix preferences. Motivation for the study: The war for talent is accelerating and the globalization of economies and world markets places pressure on companies to perform well and to maintain optimal performance levels. The workplace in South Africa is not exempt from these pressures and the nature of the workplace is changing every day. Employee engagement dynamics are changing and require deeper insight into what appeals to employees, what motivates them to perform and what will retain good resources. This knowledge would further assist organisations to create reward mix programs that appeal to both extrinsic and intrinsically motivated persons as different motivation types are triggered and stimulated by different types of rewards and adds value by examining the effects of demographical factors (such as age, race/ethnicity and gender) on employees’ perspective of reward mix giving depth to existing insights into what drives whom and at what price. Research design, approach and method: This research followed a quantitative, empirical and descriptive study of reward preferences through the administration of an online questionnaire survey via email. The data was analysed using non-parametric test for variance between dependent and independent variables, factor analysis, ANOVA and MANOVA testing.<br>Dissertation (MBA)--University of Pretoria, 2014.<br>pagibs2015<br>Gordon Institute of Business Science (GIBS)<br>Unrestricted

M.Comm.<br>Paying for performance is however not an easy solution for organisational performance problems. As stated by Wright (1991: 16), "even the most ardent supporters of performancebased reward systems recognise that it is extraordinarily difficult to manage well". There is also a school of thought that rejects the claims made of performance-based rewards. A recent survey of British Telecom executives carried out by the Society of Telecom Executives (1991: 35) revealed that only 6 per cent of those responding to the survey thought that performance-based rewards improved their performance compared with an overwhelming 70 per cent who thought it had not. Research conducted by Carmen and Wood (1992: 8) on behalf of the Institute of Personnel Management and the National Economic Development Office into payment schemes, did not confirm that performance-based pay was a motivator. Face-to-face interviews were conducted with 40 personnel directors and managers from large and medium organisations. They concluded that the personnel managers interviewed were by no means certain that performancebased rewards succeed in motivating people. Most were not convinced they could unequivocally identify that performance-based rewards was increasing either individual or organisational performance. When these research findings are closely investigated, it can normally be established that specific reasons contribute to the failure of the performance-based reward systems to increase motivation and organisational performance. Armstrong and Murlis (1994: 252) believe these reasons are mostly: A failure to involve employees sufficiently in the design and implementation of the system; A mistaken belief that the performance-based reward system on its own will achieve the expected increase in motivation and performance; and The poor people skills of those managers that are responsible for managing implemented performance-based reward systems.

<p> From the literature, the influence of employee participation programs on employee attitudes is not clearly established. In particular, the influence of demographic variables is yet to be resolved. The prevailing view is that the demographic variables of age, gender, tenure (length of service), job level, and education influence participation and commitment and influence organisational change programs. </p> <p>The literature on award restructuring was reviewed with particular emphasis on participation, commitment and the influence of demographic variables. To examine the relationships between these constructs and demographic variables, a cross-sectional research study was conducted at a large public utility in Queensland. Primary data was gathered using an employee workplace survey (N=220), in a non -contrived setting. At the time of the survey, Award Restructuring was still in progress, having commenced early in 1989. </p> <p>The Award Restructuring program is an ongoing change program which has affected the entire organisation. The results of this study showed low levels of participation, in the change process, despite the notion of participation and joint consultation being fundamental to the goals of the restructuring process.  </p> <p>V This study attempted to replicate a relatively large body of earlier work. The literature suggested, a definite positive relationship between participation and commitment (DeCotiis and Summers, 1987). This study established a relationship between autonomy and commitment. Through the investigation of Award Restructuring, it was demonstrated that levels of participation effected employees' attitudes towards commitment, beliefs about rewards and how the Award Restructuring process may benefit the employee personally. </p> <p>The results provided some support for DeCotiis and Summer's (1987) notion that there are differences between the types of demographic variables (ie., variables acquired as a function of membership and those personnel variables brought to the organisation by the individual). </p> <p>This research demonstrated that there were differences in levels of participation within demographic categories and were most marked between blue and white collar type occupations. The implications for Human Resource Management following the introduction of Award Restructuring, suggested by this study, were examined. </p> <p>  </p>

This study looks at designing strategy-supportive reward systems and the benefits that an organisation can obtain from such a system. Aligning the reward system to the company's strategy is one way that an organisation can gain a competitive advantage. In the literature review section of the study, the author looks at strategy formulation and its link to human resources activities. The implementation process of a selected strategy is crucial as it relies upon the human resources skills base. Therefore, employee retention and motivation is important in ensuring correct strategy implementation. Theories of motivation are highlighted s it is important to understand what motivates your workers and managers, and ensure that the reward system is congruent with the employees' motivational needs. Different performance management systems are highlighted to show how important it is to measure performance if you are to reward that performance. A case study of Chemplex Corporation shows that the company needs to improve on its communication of the chosen strategy through the hierarchy down to shop floor workers. Furthermore, Chemplex Corporation does not have a performance management system resulting in a reward system that is not aligned t the company's strategy. Recommendations are made using a model of strategy formulation and implementation that ensures participation at all levels of the organisation. The Balance Scorecard concept designed by Norton and Kaplan is recommended for performance management and ensuring that the reward system is in line with the company's strategy. Finally, guidelines on implementing a strategy-supportive reward system are given so that management knows what pitfalls to avoid.<br>Thesis (MBA)-University of Natal, 2003.

M.Tech. Business Administration. Business School.<br>In their attempt to continuously improve their operations, Sasol Mining has since 1998 embarked on several different improvement initiatives including Operation Excellence with the improvement Lean Six Sigma in 2008. The main reason for choosing Lean Six Sigma was that the latter is a general, standard, well-documented improvement methodology, which is not dependent on any specific consultancy group to ensure successful and sustainable implementation. For sustainable Lean Six Sigma programme implementation, Sasol Mining has to ensure that human resources skills development and motivation enabling systems such as training and reward systems are in place. This research focuses on the assessment of the extent to which Operation Excellence employees perceive that there are benefits associated with their participation in the Lean Six Sigma programme during 2010 at Sasol Mining. In particular, how these perceptions could be effectively used by management as a basis for creating the environment where people are content and motivated to perform their best. The research investigates employee perceptions of various levels of Lean Six Sigma training within the context of categories of rewards most frequently associated with Lean Six Sigma; extrinsic, intrinsic, organisational and social rewards.

Orientation: The face of the workforce as we know it, is changing dramatically through globalisation and the retirement of the older generation, and organisations are confronted with the need to change. Company strategies for attraction and retention require adaption, as the ‘one-size-fits-all’ model no longer appears to be appropriate for today’s multigenerational workforce. As employers aim to attract and retain high-value youth employees, it is more important than ever to understand the total rewards expectations that will attract and retain them. Research purpose: To determine what changes and priorities organisations need to consider for their total rewards models to attract and retain qualified youths entering the workforce. Motivation for the study: The need to understand what intrinsic and extrinsic rewards are aligned with the aspirations and values of skilled youths, in an ongoing attempt to attract and retain them. Research methodology: The researcher utilised a sequential mixed-method research approach to evaluate the effectiveness of the reward categories of the WorldatWork (2015) Total Rewards Model and other reward elements identified during the literature review. Data were collected in two phases, using quantitative and qualitative methods. Phase I: The quantitative method entailed a research questionnaire, distributed to defined professional databases, tertiary institutions, private and public listed companies, as well as parastatals. The researcher distributed 450 questionnaires, of which 276 usable questionnaire responses were received — a response rate of 61.3%. Phase II: The qualitative method utilised interviews exploring the results obtained from Phase I; 11 interviews were conducted with qualified youths and human resource (HR) practitioners (HR generalists and recruitment-, remuneration-, and organisation development specialists). Their responses were captured and analysed. ABSTRACT DBL Thesis_Keshia Mohamed-Padayachee Student Number 71364684 Page 4 of 351 In both Phase I and Phase II, data were gathered while ensuring a high ethical standard and adhering to the defined research approaches. The data were analysed using appropriate statistical techniques to determine the relationship between the variables, ensuring reliability, consistency, and generalisability in Phase I, and transferability, credibility, dependability, and confirmability in Phase II, where a combination of deductive (for quantitative research) and inductive (for qualitative research) methods was applied. Main findings/results: It was evident from the results that a different approach was required for attraction and retention of the youth, and that the ‘one-size-fits-all’ approach of the past will not be effective in the future. Through the research processes, the researcher found that the reward categories of the WorldatWork (2015) model are currently effective in attracting and retaining young talent, but that more will be required in the future. A new total rewards framework was constructed, reflecting the youth’s priorities, to aid attraction and retention of this generation. Main outcomes: Attraction: Seven reward categories were found to affect the youth’s attraction to organisations. These, in order of importance, are: (1) leadership and environment — supportive management and work environment, (2) benefits — retirement fund, medical aid, and leave, (3) performance incentives — long- and short-term incentives and share options; (4) individual development, (5) a safe/secure working environment — coaching/mentoring, working in different organisations to maximise career growth, CSR, and long-term job security; (6) work‒life and resources — extended employee benefits and tools to execute one’s work; (7) performance recognition — informal recognition and non-financial rewards; and formal recognition — formal recognition and lump-sum and annual bonus payments. Retention: Seven reward categories were found to affect youths’ retention in organisations. These, in order of importance, are: (1) leadership and environment — supportive management and environment; (2) flexible and variable payment options — flexible payment options and Salary/Pay; (3) benefits — retirement fund, medical aid, and leave; (4) value-added benefits and services and individual development — employee wellness, CSR, employee discounts, formal coaching or mentoring, and extended time off; (5) recognition — informal and formal recognition ABSTRACT DBL Thesis_Keshia Mohamed-Padayachee Student Number 71364684 Page 5 of 351 and non-financial rewards; (6) career development — Career/Growth opportunities and learning and development; and (7) incentives — long- and short-term incentives and share options. Research limitations: This research was limited to skilled youths. Research implications, originality, and value: No empirical study exists that authenticates the WorldatWork (2015) Total Rewards Model and Generation Y theory. As employers strive to attract and retain high-value young employees, it is more important than ever to understand the expectations of these employees. This study contributes to the body of knowledge by identifying the reward preferences of the youth by offering a relevant rewards framework for attraction and retention of the youth.<br>Graduate School of Business Leadership<br>D.B.L.

Submitted in fulfillment of the requirements for the Degree of Masters in Management Sciences Specialising in Human Resources Management, Durban University of Technology, Durban, South Africa, 2017.<br>This research project was aimed to investigate the impact of extrinsic rewards on employee motivation and organisational effectiveness at ZFC Limited in Zimbabwe. In the globalised environment, it is of important to ensure a motivated workforce because employees are the only asset that appreciates in value over time, thereby directly contributing to organisational outcomes. Employee motivation has been a major problem in manufacturing companies in Zimbabwe, due mainly to poor salaries and pecuniary benefits such as transport allowances and bonuses. The main objectives of the study were to determine employee perceptions of extrinsic rewards, ascertain the relationship between extrinsic rewards and employee motivation and determine the effect of extrinsic rewards on organisational effectiveness. The study adopted a quantitative paradigm, which entailed a structured questionnaire being distributed to respondents. The structured questionnaire comprised Section A and Section B. The sample size was 140, which was derived from a target population of 280 employees through the systematic sampling technique. The researcher used the personal method in distributing and collecting questionnaires to sample respondents and 98 completed questionnaires were returned. This equated to a high response rate of 70%. Furthermore, the data collected was analysed using the Statistical Package for Social Sciences (SPSS) Version 24.0 for Windows. Upon completion, the entire dissertation was checked for plagiarism through the TURNITIN program. The study found that salaries, bonuses and transport allowances were amongst the top extrinsic rewards at ZFC Limited in Zimbabwe. Good financial rewards are vital in influencing the behaviour of employees, as well as in enhancing organisational outcomes. The researcher recommended that ZFC Limited should consider reviewing the reward system, offering competitive financial rewards and timeously rewarding employees. The research project concluded with directions for future research on the role of extrinsic rewards on employee behaviour.<br>M

Today’s organisation competes in a fast-moving global marketplace. With technological developments, global communications and demanding customers driving increased competition in most sectors, organisations cannot afford to stand still for long (Holbeche, 2004:32). They exist only when their products and services are sold, and salespeople are usually one of the most important elements of making this happen. Organisations’ fiscal health depends on their ability to drive revenue, but without mastering sales management, revenue can quickly decline. Salespeople need to concentrate on sales, not on responsibilities that pull them in different directions (Bailor, 2004:53). According to Clarke (1998:29), for any company to succeed, the various departments must co-ordinate their efforts and work together. The sales team relies on other departments for support; without sales every other department is worthless. The method of selling has also changed and the days of salespeople carrying briefcases overstuffed with brochures and knocking on every door they can find to drum up interest in their organisations’ products are waning. Today’s professional salespeople co-ordinate the resources of their companies to help solve customers’ problems (Weitz et al, 2004:5). For organisations to succeed in this new environment the right organisational climate is vital to create high performance. This is about making the most of employee talents and accountabilities, and managing performance in ways which unleash, rather than constrain, employee potential (Holbeche, 2004:32). 2 The Long Term Insurance Industry in South Africa had to deal with the changing environment and the introduction of the Financial Advisor Intermediary Service Act of 2002 (FAIS). The traditional principles of successful sales are being challenged in a changing South African insurance industry. Sales managers must rethink their philosophies as the Financial Advisory Intermediary Act (37/2002) regulates the rendering of certain financial advisory and intermediary services to clients and provides for matters incidental thereto. Sales managers can no longer simply motivate financial advisors to achieve targets but should also ensure that all new business is compliant and falls within the new legislation. According to Natenberg (2004:1), sales managers must have a purpose to cope with the added challenges and demands because success comes from purpose. Until a sales manager or financial advisor recognises what needs to be accomplished, there will be a lack of motivation necessary to accomplish anything. Financial advisors burn out easily because they cannot visualise the pot of gold at the end of the rainbow. Everyone wants a driven, highperformance sales team. However, not all sales leaders know how to achieve that. The problem could be motivation. Many sales managers see money as the answer to their motivational problem but money is not everything. For all their commitment to keep salespeople inspired, sales managers would do well to stop and consider the simple things their financial advisors desire. Only then might sales managers be able to craft programmes or work situations in which sales people can thrive (Gilbert, 2003:30). “Too often people let life pass them by. They try hard to achieve something, but when they do, they ask, “Is this all there is to it?” That is because they never 3 take a moment to enjoy how monumental their achievements are. When you accomplish what you set out to do, be proud” (Natenberg, 2004:1).<br>Prof. Chris Jooste

In today’s dynamic global environment, organizations need to be agile and adaptive by practicing innovative strategies in order to sustain and remain competitive. One indicator of organizational sustainability is its productivity, which translates into the productivity and performance of employees in the organization. Performance evaluation of employees is an important step in measuring the employee productivity. Such evaluations are in general conducted annually using a performance appraisal system (PAS). The annual appraisal using PAS has two major drawbacks. The first drawback is the long frequency of the appraisal process. As it is an annual affair, the errors such as subjectivity, recency error, bias, halo effect, stereotyping etc. creeps in, and as a result the evaluations will not be proper. The second drawback is with respect to fixation of target/goal achievement. While achieving the targets/goals which are fixed at the beginning of the appraisal period are important, any steps towards achieving such goals are equally important. These drawbacks can be addressed to an extent by having an ongoing or continuous method for performance evaluation of employees. Hence there is a need for continuous performance evaluation of employees (CPEE). Although the importance of CPEE has been highlighted in the literature, we are not aware of any process by which CPEE could be operationalized. In order to implement and sustain, any organizational process, it should produce certain periodic outputs, which is meaningful to its administrators and beneficiaries. In the case of CPEE one such output could be to provide a proper and timely rewards and recognition (R&R). R&R is a motivational tool used for appreciation which could boost employee performance and productivity. Research underline that R&R is strongly and positively correlated to the performance of employees. As defined in thesis, Reward is the materialistic part of the appreciation (such as memento, certificate etc.), while Recognition is the feeling of being appreciated (such as a pat on the back or a public applause). Both Reward and Recognition is considered in unison and considered as mutually inclusive in this thesis. There is some variation of R&R practiced in organizations, known as employee awards. Such awards are motivating enough for the employees. In general, the employee awards are based on nominations from the managers, which are scrutinized by an individual committee and one among the nominated employees is offered the award. Nevertheless employees are often clueless about what performance fetched them the award. In other words the criteria for such awards are often unknown. Similar to PAS, the criteria for such evaluations are developed mostly by the employers with hardly any input from the employees. Additionally the employee awards are heavily dependent upon the PAS and it is mostly an annual affair. Hence the drawbacks for PAS are also applicable for the existing employee awards process. In order to address these drawbacks, R&R should be given in an ongoing and continuous manner. Although the importance and the positive correlation between R&R and employee performance has been established, it has not known to be widely practiced in organizations. This could be due to a lack of proper framework to implement such programs. The CPEE process could be the basis for providing R&R. Therefore this thesis is aimed at developing a comprehensive framework for CPEE to offer R&R. Performance of employee is a sum total of the performances across various dimensions (such as knowledge, skills, attitudes and behaviours). As the performance for employees is a multi-dimensional concept, the criteria for evaluation using CPEE process should also be based on multiple criteria. Therefore in order to effectively address the operational process of CPEE to offer R&R, a multi-criteria decision making (MCDM) method based model needs to be developed. A focused review of the existing literature on performance evaluation of employees substantiated the research problem that there is a lack of proper framework for CPEE to offer R&R. In order to address this research problem, the main objective of this thesis is to develop a comprehensive, formal and objective method to evaluate the employee performance in a continuous manner based on multiple evaluation criteria from the perspectives of employees as well as employers to offer proper and timely reward and recognition to the best performing employee(s). In order to address the main objective of the research, the following objectives are envisaged: 1. To identify the set of variables/criteria with respect to both employees’ and employers’ perspectives and to propose an initial framework for CPEE to offer R&R. 2. To develop a final framework for CPEE to offer R&R based on the initial proposed framework and descriptive research 3 To develop a multi-criteria-decision-making (MCDM) method for the proposed framework for CPEE to offer R&R The scope of this research is limited to Information Technology (IT) organizations due to the alarming rate of attrition and the presence of younger population who are knowledge workers. They expect frequent appreciation and continuous feedback regarding their performance. In this thesis, employees are represented by Software Engineers (SEs) and the employers are represented by Project Managers (PMs). Research Objective 1: In order to address the first research objective a six phased approach is planned. In the first phase, the available literature on existing performance evaluations in general and employee motivations are reviewed to identify the possible variables/criteria for CPEE to offer R&R. This resulted in 51 variables for performance evaluation. As it cannot be confidently asserted whether these variables are applicable to employees of IT organizations, a set of unstructured interviews are conducted with Software Engineers to prepare Case-lets. This Case-let approach with Software Engineers is carried out in the second phase and 7 Case-let reports are prepared. From the analysis of the 7 Case-let reports, 27 variables are identified. As the variables identified from Case-let approach may not represent the entire IT employees, a series of semi structured interviews are conducted among 58 Software Engineers in the third phase to identify further variables/criteria and accordingly 35 variables are identified. In order to obtain the list of variables/criteria based on employers’ perspectives and to validate the set of variables/criteria suggested by Software Engineers, 31 Project Managers are interviewed following semi structured interview method in the fourth phase and 33 variables are identified. In the fifth phase, the variables identified from second to fourth phases are triangulated with those identified from literature (i.e. first phase) which resulted in 33 unique variables that could be used for CPEE of Software Engineers to offer R&R. The final set of 33 variables/criteria are appropriately grouped into variables relating to Demographic Characteristics of Software Engineers (DCSE) and Performance of Software Engineers (PSE). Accordingly, 5 variables related to DCSE and 28 variables related to PSE out of the 33 variables finalized for CPEE to offer R&R, are grouped. Utilizing these grouped sets of variables in DCSE and PSE, an initial framework for CPEE to offer R&R is proposed in the sixth phase. Research Objective 2: In order to validate and to statistically finalize the proposed initial framework, a descriptive research is conducted. For this the importance of each of the identified 33 variables are sought from 443 Software Engineers from 12 IT organizations. A bivariate analysis is planned to analyse the significance of variables of DCSE with the variables of PSE. As there are 28 variables in PSE, they are further grouped with respect to the latent structure using a factor analysis. The factor analysis yielded six factors for measuring PSE. The factors (called as main criteria) are Proactive, Prompt, Resourceful, Responsible, Diagnostic and Dynamic. Based on the bivariate analysis among variables in DCSE and the six main criteria, only three variables, out of five variables of DCSE emerged as significant. Based on the factor analysis and bivariate analysis, the proposed initial framework is modified. Appropriate hypotheses are proposed to indicate the relation between DCSE, PSE and R&R in the modified framework. The modified framework is validated by developing suitable Structural Equation Model (SEM) to verify the hypotheses. The relative influence of DCSE, PSE and R&R are identified based on statistical validation and the framework is finalized. Research Objective 3: As there are six main criteria identified in PSE for CPEE to offer R&R, the proposed framework could be appropriately modelled using MCDM method(s)/models(s). As CPEE is a continuous process, the performance evaluation using CPEE should take only a minimum time for completion of evaluation process, and it should be easy to implement and administer and also should be flexible to accommodate any changes in the criteria or alternatives. These are the preconditions to select the suitable MCDM method(s)/model(s) to operationalize the process of CPEE to offer R&R. In order to select a suitable MCDM method from the available methods, various MCDM methods are screened based on the expected preconditions of the framework. Pugh Matrix Method (PMM) is selected for the CPEE process and is modified to address the basic drawbacks of PMM so as to utilize in this thesis. Accordingly, the MCDM methods: AHP and a Modified Pugh Matrix Method (MPMM) (which are meeting the expected preconditions of the framework such as minimum time, maximum easiness and maximum flexibility) are considered to model the proposed framework for CPEE to offer R&R. The AHP is used to calculate the relative weights and the MPMM is used to compare the performance of employees to provide a relative score. Accordingly, the proposed MCDM based modelling framework for CPEE to offer R&R is demonstrated by developing a suitable example. The MCDM method for CPEE to offer R&R developed in this thesis provides a performance score for every employee for every performance-cycle of CPEE. This score could be stored in a database which could be appropriately utilized during the periodic performance appraisal process using PAS. Overall, the contributions of the research are: (i) a new research problem on CPEE to offer R&R is identified (ii) a set of variables/criteria are identified from both employees and employers perspective, particularly for IT Organizations and an initial framework for CPEE to offer R&R is proposed (iii) a statistically finalized framework for CPEE to offer R&R is presented with the variables/ criteria identified (iv) simple MCDM methods are developed for the operationalization of the proposed framework for CPEE to offer R&R and a possible integration with the organization’s existing PAS is also conceptually presented. (ii) Although the research has accomplished its objectives, there are certain limitations such as (i) the focus of research is limited only to IT organizations, and hence cannot necessarily be generalized, the sampling is based on convenience and assumed to represent the entire IT population in the country and (iii) other MCDM methods are not explored so as to develop the proposed framework. Addressing these could be some of the future research directions in this area.

In today’s dynamic global environment, organizations need to be agile and adaptive by practicing innovative strategies in order to sustain and remain competitive. One indicator of organizational sustainability is its productivity, which translates into the productivity and performance of employees in the organization. Performance evaluation of employees is an important step in measuring the employee productivity. Such evaluations are in general conducted annually using a performance appraisal system (PAS). The annual appraisal using PAS has two major drawbacks. The first drawback is the long frequency of the appraisal process. As it is an annual affair, the errors such as subjectivity, recency error, bias, halo effect, stereotyping etc. creeps in, and as a result the evaluations will not be proper. The second drawback is with respect to fixation of target/goal achievement. While achieving the targets/goals which are fixed at the beginning of the appraisal period are important, any steps towards achieving such goals are equally important. These drawbacks can be addressed to an extent by having an ongoing or continuous method for performance evaluation of employees. Hence there is a need for continuous performance evaluation of employees (CPEE). Although the importance of CPEE has been highlighted in the literature, we are not aware of any process by which CPEE could be operationalized. In order to implement and sustain, any organizational process, it should produce certain periodic outputs, which is meaningful to its administrators and beneficiaries. In the case of CPEE one such output could be to provide a proper and timely rewards and recognition (R&R). R&R is a motivational tool used for appreciation which could boost employee performance and productivity. Research underline that R&R is strongly and positively correlated to the performance of employees. As defined in thesis, Reward is the materialistic part of the appreciation (such as memento, certificate etc.), while Recognition is the feeling of being appreciated (such as a pat on the back or a public applause). Both Reward and Recognition is considered in unison and considered as mutually inclusive in this thesis. There is some variation of R&R practiced in organizations, known as employee awards. Such awards are motivating enough for the employees. In general, the employee awards are based on nominations from the managers, which are scrutinized by an individual committee and one among the nominated employees is offered the award. Nevertheless employees are often clueless about what performance fetched them the award. In other words the criteria for such awards are often unknown. Similar to PAS, the criteria for such evaluations are developed mostly by the employers with hardly any input from the employees. Additionally the employee awards are heavily dependent upon the PAS and it is mostly an annual affair. Hence the drawbacks for PAS are also applicable for the existing employee awards process. In order to address these drawbacks, R&R should be given in an ongoing and continuous manner. Although the importance and the positive correlation between R&R and employee performance has been established, it has not known to be widely practiced in organizations. This could be due to a lack of proper framework to implement such programs. The CPEE process could be the basis for providing R&R. Therefore this thesis is aimed at developing a comprehensive framework for CPEE to offer R&R. Performance of employee is a sum total of the performances across various dimensions (such as knowledge, skills, attitudes and behaviours). As the performance for employees is a multi-dimensional concept, the criteria for evaluation using CPEE process should also be based on multiple criteria. Therefore in order to effectively address the operational process of CPEE to offer R&R, a multi-criteria decision making (MCDM) method based model needs to be developed. A focused review of the existing literature on performance evaluation of employees substantiated the research problem that there is a lack of proper framework for CPEE to offer R&R. In order to address this research problem, the main objective of this thesis is to develop a comprehensive, formal and objective method to evaluate the employee performance in a continuous manner based on multiple evaluation criteria from the perspectives of employees as well as employers to offer proper and timely reward and recognition to the best performing employee(s). In order to address the main objective of the research, the following objectives are envisaged: 1. To identify the set of variables/criteria with respect to both employees’ and employers’ perspectives and to propose an initial framework for CPEE to offer R&R. 2. To develop a final framework for CPEE to offer R&R based on the initial proposed framework and descriptive research 3 To develop a multi-criteria-decision-making (MCDM) method for the proposed framework for CPEE to offer R&R The scope of this research is limited to Information Technology (IT) organizations due to the alarming rate of attrition and the presence of younger population who are knowledge workers. They expect frequent appreciation and continuous feedback regarding their performance. In this thesis, employees are represented by Software Engineers (SEs) and the employers are represented by Project Managers (PMs). Research Objective 1: In order to address the first research objective a six phased approach is planned. In the first phase, the available literature on existing performance evaluations in general and employee motivations are reviewed to identify the possible variables/criteria for CPEE to offer R&R. This resulted in 51 variables for performance evaluation. As it cannot be confidently asserted whether these variables are applicable to employees of IT organizations, a set of unstructured interviews are conducted with Software Engineers to prepare Case-lets. This Case-let approach with Software Engineers is carried out in the second phase and 7 Case-let reports are prepared. From the analysis of the 7 Case-let reports, 27 variables are identified. As the variables identified from Case-let approach may not represent the entire IT employees, a series of semi structured interviews are conducted among 58 Software Engineers in the third phase to identify further variables/criteria and accordingly 35 variables are identified. In order to obtain the list of variables/criteria based on employers’ perspectives and to validate the set of variables/criteria suggested by Software Engineers, 31 Project Managers are interviewed following semi structured interview method in the fourth phase and 33 variables are identified. In the fifth phase, the variables identified from second to fourth phases are triangulated with those identified from literature (i.e. first phase) which resulted in 33 unique variables that could be used for CPEE of Software Engineers to offer R&R. The final set of 33 variables/criteria are appropriately grouped into variables relating to Demographic Characteristics of Software Engineers (DCSE) and Performance of Software Engineers (PSE). Accordingly, 5 variables related to DCSE and 28 variables related to PSE out of the 33 variables finalized for CPEE to offer R&R, are grouped. Utilizing these grouped sets of variables in DCSE and PSE, an initial framework for CPEE to offer R&R is proposed in the sixth phase. Research Objective 2: In order to validate and to statistically finalize the proposed initial framework, a descriptive research is conducted. For this the importance of each of the identified 33 variables are sought from 443 Software Engineers from 12 IT organizations. A bivariate analysis is planned to analyse the significance of variables of DCSE with the variables of PSE. As there are 28 variables in PSE, they are further grouped with respect to the latent structure using a factor analysis. The factor analysis yielded six factors for measuring PSE. The factors (called as main criteria) are Proactive, Prompt, Resourceful, Responsible, Diagnostic and Dynamic. Based on the bivariate analysis among variables in DCSE and the six main criteria, only three variables, out of five variables of DCSE emerged as significant. Based on the factor analysis and bivariate analysis, the proposed initial framework is modified. Appropriate hypotheses are proposed to indicate the relation between DCSE, PSE and R&R in the modified framework. The modified framework is validated by developing suitable Structural Equation Model (SEM) to verify the hypotheses. The relative influence of DCSE, PSE and R&R are identified based on statistical validation and the framework is finalized. Research Objective 3: As there are six main criteria identified in PSE for CPEE to offer R&R, the proposed framework could be appropriately modelled using MCDM method(s)/models(s). As CPEE is a continuous process, the performance evaluation using CPEE should take only a minimum time for completion of evaluation process, and it should be easy to implement and administer and also should be flexible to accommodate any changes in the criteria or alternatives. These are the preconditions to select the suitable MCDM method(s)/model(s) to operationalize the process of CPEE to offer R&R. In order to select a suitable MCDM method from the available methods, various MCDM methods are screened based on the expected preconditions of the framework. Pugh Matrix Method (PMM) is selected for the CPEE process and is modified to address the basic drawbacks of PMM so as to utilize in this thesis. Accordingly, the MCDM methods: AHP and a Modified Pugh Matrix Method (MPMM) (which are meeting the expected preconditions of the framework such as minimum time, maximum easiness and maximum flexibility) are considered to model the proposed framework for CPEE to offer R&R. The AHP is used to calculate the relative weights and the MPMM is used to compare the performance of employees to provide a relative score. Accordingly, the proposed MCDM based modelling framework for CPEE to offer R&R is demonstrated by developing a suitable example. The MCDM method for CPEE to offer R&R developed in this thesis provides a performance score for every employee for every performance-cycle of CPEE. This score could be stored in a database which could be appropriately utilized during the periodic performance appraisal process using PAS. Overall, the contributions of the research are: (i) a new research problem on CPEE to offer R&R is identified (ii) a set of variables/criteria are identified from both employees and employers perspective, particularly for IT Organizations and an initial framework for CPEE to offer R&R is proposed (iii) a statistically finalized framework for CPEE to offer R&R is presented with the variables/ criteria identified (iv) simple MCDM methods are developed for the operationalization of the proposed framework for CPEE to offer R&R and a possible integration with the organization’s existing PAS is also conceptually presented. (ii) Although the research has accomplished its objectives, there are certain limitations such as (i) the focus of research is limited only to IT organizations, and hence cannot necessarily be generalized, the sampling is based on convenience and assumed to represent the entire IT population in the country and (iii) other MCDM methods are not explored so as to develop the proposed framework. Addressing these could be some of the future research directions in this area.

The traditional focus of financial reporting has been on meeting the needs of investors and creditors. However, meeting the needs of other users of financial reports, particularly the employees, cannot be ignored. Employee reporting has therefore evolved as a form of reporting which meets the needs of employees for information about the enterprise for which they work. In South Africa, this is a particularly pertinent topic as a result of recent developments which highlight the need to provide other users with information and emphasize the rights of employees. Furthermore, companies in South Africa are producing employee reports although there is no guidance by any regulatory bodies as to the form and contents of such reports. This study examines the desirability of employee reporting in South Africa with emphasis on the theoretical background to the subject, and the attitudes of employers and public accountants towards the desirability of employee reporting, its form and contents, and public accountant involvement with published employee reports. After analysis, it was concluded: (1) There is a need for employee reporting. (2) Although the average response provided support for a separate employee report issued annually as the most desirable form of employee reporting, employers preferred regular meetings as the form of employee reporting. (3) Public accountant involvement with published employee reports is undesirable. (4) More research is needed. These conclusions support the following recommendations. (1) SAICA should show support for the disclosures required by The King report on corporate governance. (2) SAICA should re-instate the Employee Report Award. (3) The communication role of employee reporting should be emphasized. (4) There should be no regulatory interference with the form of employee reporting at the moment.<br>Financial Accounting<br>D. Comm. (Accounting)

In a rapidly changing and competitive world organisations need to develop and improve their performance continuously to ensure a competitive advantage. Organisations need to determine their current status of performance constantly and identify organisational strengths and areas where improvements can be made. Periodic organisational self-assessments are therefore required to measure current management and operations policies, practices and procedures, in order to enhance overall business performance rather than solely concentrating on the quality of products or services. Traditionally, external inspections were more commonly used by educational and training institutions for the evaluation of institution and learner performance. These institutions are today taking part in a growing drive for internal self-evaluation, arising from the desire of institutions and Education, Training and Development (ETD) practitioners to assess their own performances. Self-assessment as part of an endeavour to sustain continuous improvement is therefore also appropriate for ETD providers in the South African National Defence Force (SANDF). A new defence dispensation and a changing ETD environment in South Africa have created new demands on ETD providers in the SANDF. Although training units within the SANDF may function in a unique military context, national legislation relevant to ETD and the latest approach of openness and transparency into matters of the Department imply that military as well as non-military ETD in the SANDF is to be closely aligned with national training and development initiatives. As legislation does not make a distinction between military and private ETD providers in South Africa, most traditionally assumed differences are no longer relevant. A case study explored the appropriateness of conducting organisational self-assessment as component of a Continuous Performance Improvement Strategy and Quality Assurance within the SANDF. The study also investigated the usefulness of a Total Quality Management approach to quality assurance in the ETD environment and the impact of the frameworks used, available assessment instruments and the selected assessment methods on the significance of organisational self-assessment by ETD providers. This study's investigation of the appropriateness and significance of regular organisational self-assessments by training units in the SANDF thus has broader implications, as recommendations are also applicable to other ETD providers.<br>Educational Studies<br>D. Ed. (Education Management)

碩士<br>中國文化大學<br>會計學系<br>107<br>The purpose of motivate employees to improve company performance by Em-ployee Stock Option or attract investors through the system to improve market per-formance. To probe into the relationship between Employee Stock Option and market performance, this paper provides a test for the effect of Employee Stock Option on market performance. Date from publicly traded listed in the Taiwan Stock Exchange during the period 2008-2017. The empirical results are as follows. It is strong evi-dence the firm with Employee Stock Option for Chief Executive Officer and Execu-tive Vice President have Tobin’s Q(the same period、lag one-year model) higher than without Employee Stock Option. It is strong evidence the firm with Employee Stock Option for Director have Tobin’s Q(the same period) lower than without Employee Stock Option. It is strong evidence the firm with Employee Stock Option for Director, Chief Executive Officer and Executive Vice President have Tobin’s Q(the same peri-od、lag one-year model) lower than without Employee Stock Option. Market investors prefer the firm with Employee Stock Option for Chief Executive Officer and Execu-tive Vice President.

碩士<br>國立中正大學<br>財經法律學研究所<br>101<br>Employee compensation mechanism refers to a system that enterprises not only give employees their salary and bonus, but compensation that rewards their work performances as well. This system can enhance the employees’ work performances and the financial performances of the enterprises. Also, it inspires the morale and the sense of belonging of the employees. Furthermore, employee compensation mechanism can attract the professionals that an enterprise need, and make the excellent staffs to stay in the enterprise longer. Thus, a perfect and appropriate employee compensation system is an important element of the development of an enterprise. There are many kinds of employee compensation mechanism in Taiwan. In addition to employee profit sharing, employee stock ownership, employee stock option, treasury stocks and employee stock warrant, it is recommended that the restricted stocks system from United States in 2011. It makes our employee compensation mechanism more plentiful, complete, and more flexible. The restricted stock system is stipulated in Article 267, Paragraphs 8 to 10 of the Taiwan’s Company Act. Restricted stocks means that a company offering its shares to the public and issuing restricted stock for employees, and the employees who fit with the vesting conditions can get the restricted stock for free or buy with a lower price. However, they have to entrust these restricted stocks, and only when satisfying the vesting conditions can they get the whole ownership. This thesis mainly studies on the restricted stock system of Taiwan. To realize the general situation of operating and the probable difficulties of the restricted system, this thesis discusses not only the main contents of this system, but the 37 enterprises who adopt this system up to June 30, 2013. The restricted stock system is one of the supplementary measures of the expenditure of employee bonus shares. It keeps the advantages of the employee profit sharing and the employee stock ownership, but can make the impact to ease off. This thesis endorses the recommending of the restricted stocks system in 2011. But we have to follow up to observe how it works and whether there are any probable difficulties.

碩士<br>朝陽科技大學<br>企業管理系碩士班<br>101<br>In order to improve the competitiveness for the future challenge, the enterprise would use the way of revolution to adjust the inside of organization. Therefore, the means of activity for revolution are common and be used in most enterprises. The readiness of the employee for the revolution and development of the organization is most important.So, the purpose of this study is to investigate whether the revolution affects the development readiness for the employee in the organization. This study uses questionnaire to collect our sample. The questionnaires for this study include 106 finished, and 93 are valid. The data were analyzed in factor analysis and regression analysis. The results of this research, we confirm that there are significant positive effects for the readiness of competition to the readiness of organization development.

Малєй Н. В. Удосконалення системи оплати праці на промисловому підприємстві : кваліфікаційна робота магістра спеціальності 076 «Підприємство, торгівля та біржова діяльність» / наук. керівник Г. Ф. Трифонов. Запоріжжя : ЗНУ, 2020. 94 с.<br>EN : The theoretical and methodological foundations of improving the system of remuneration at the enterprise, as well as the impact of the remuneration system on the economic condition of the enterprise are considered. The analysis of the financial and economic state of the enterprise is carried out, the system of remuneration of the enterprise is evaluated.<br>UA : Розглянуто теоретичні та методичні основи удосконалення системи оплати праці на підприємстві, а також вплив системи оплати праці на економічний стан підприємства. Проведено аналіз фінансово-економічного стану підприємства, виконана оцінка системи оплати праці підприємства.

碩士<br>國立臺北大學<br>企業管理學系<br>106<br>The biomedical industry is growing stronger in Taiwan. Government policy strongly encourages the innovative biomedical industry. The key R&D and core technologies are the lifeblood of this industry. In order to retain industry specialists, the planning and design of employee award systems are the key activity for the biotech medical firms. This study attempts to explore the impacts of profitability, growth and intellectual capital on implementing employee award systems for the listed bio-medical firms. The sample is collected from listed Taiwan listed bio-medical firms during 1990 to 2014. A total of 130 listed companies with 937 employee rewards and rewards events are examined. The research design includes three factorial design, which includes (1) five types of employee award systems, including employees bonuses, fund raising reserve new shares for subscription by employees, buy back and transfers stocks to employees, employee stock option and employee restricted stock；(2) implementing employee award systems before and after the two years；(3) three sub-industries, namely, pharmaceutical, medical equipment and application of biotechnology industry. The dependent variables are (1) profitability construct, including return on total assets returns and returns on equity；(2) growth construct, including revenue growth rate, operating profit margin rate and growing rate of the net profit after Taxes；(3) intellectual capital construct, including R&D expense ratio and personnel expense ratio. The statistical methods are three-way ANOVA with Duncan multiple comparison procedure. The empirical results demonstrates implementation of employee award systems in biomedical industry could (1) enhance returns on total assets and returns on equity, especially in medical equipment sub-industry；(2) increase the revenue growth rate, especially in pharmaceutical sub-industry；(3) promote company R&D expense ratio, especially in implementing employee stock option for the pharmaceutical sub-industry.

This dissertation of limited scope explored via a qualitative reflective approach how pastoral therapy and care practices contributed to workplace transformation and ethics at a factory that had to be restored to profitability. In Chapter 1, the study's research curiosity questions how pastoral therapy and care practices could inform business in its resistance of workplace trauma and injustice. The epistemology of contextual theology and social constructionism is reviewed in Chapter 2 in its support of the research. Themes and ideas such as; participatory ethical care, ethics, the prophetic role, narratives, workplace culture, witnessing and participant awareness and empowerment are applied to workplace culture transformation. Chapter 3 explores the factory's dominant story of low morale, financial loss and feelings of no hope for the future in context of discourses of capitalism. In resistance to the dominant story, Chapter 4 focuses on practices and experiences that supported the factory's alternative story and Chapter 5 reviews the factory's alternative story in context of purposeful transformation practice. Chapter 6 concludes the study by reflecting on the research curiosity, the research aims and the researcher's development.<br>Practical Theology<br>M. Th ((Specialising Past Therapy) Practical Theology)