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Journal articles on the topic 'Employee incentives'
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1
Zakharova, D. S. "TWO-WAY ENGAGEMENT BETWEEN EMPLOYEE AND EMPLOYER IN CORPORATE ACTIVITIES." Juvenis Scientia, no. 4 (2019): 21–26. http://dx.doi.org/10.32415/jscientia.2019.04.05.
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The article examines the problem of motivation at the stage of corporate training and advanced training for the development of two-way engagement between employee and employer. The author points out that involvement required from two sides: on behalf of the employee to become more successful, to obtain a result that is objectively measured criteria - the level of wages or the receipt of financial incentives. Involvement on behalf of employer is searching of specific methods and tools, which together will lead to effective motivation of the employee. As the successful operation of such models in the field of material employees' remuneration the article considers foreign experience. Objective criterion - the comparison of wages of foreign countries and Russia allows to make a conclusion that Russia occupies a low position on the level of wages and material incentives is rarely used and is not flexible. In practice, the employer focused on the minimum wage, leaving the incentive part of the wages at their discretion. Thus, developing mechanisms using a model material incentives, the employer motivates employees and potential who have trained for involvement in the work and labour efficiency.
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Ponta, Linda, Francesco Delfino, and Gian Cainarca. "The Role of Monetary Incentives: Bonus and/or Stimulus." Administrative Sciences 10, no. 1 (February 5, 2020): 8. http://dx.doi.org/10.3390/admsci10010008.
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In this paper, the role of the monetary incentives in the employee performance is investigated in the context of Public Administration (PA). In particular, the distribution of monetary incentives among the employees based on the position held, is compared with a merit approach which tends to recognize and reward individual contributions. Starting from a questionnaire, the informal network, which ignores the vertical relation among supervisor and employees, is created and a Centrality Index, based on the employee connections, has been defined and used to proxy the performance of employees. The main goals of the paper are to understand if the two mechanisms of monetary incentive distribution affect the employee performance, to analyze the variables that influence the employee performance, and therefore to identify the role of monetary incentives. The linear regression methodology has been chosen as a tool of analysis. Results show that the distribution of monetary incentives according to merit criteria rewards the employee performance and has positive effects on the employee performance in the short term.
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Sitompul, Silvia Sari. "Faktor Faktor yang Mempengaruhi Kinerja Karyawan pada Perusahaan Sinco Jaya Abadi." Journal of Economic, Bussines and Accounting (COSTING) 1, no. 1 (December 22, 2017): 114–23. http://dx.doi.org/10.31539/costing.v1i1.101.
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This study aims to examine the effect of Benefits, Incentives and Discipline on Employee Performance at company Sinco Jaya Abadi. The population in this research is all employees of company Sinco Jaya Abadi which amount 45 people. Since the total population is less than 100, the sampling technique used is censusor total sampling which using the entire population as sample. This research uses multiple linear regression method through statistical T test and model test F and Coefficient of determinant. The results showed that Allowance, Incentives and Discipline had partially significant influence on employee performance. From this research is expected that company can maintain and increase Allowance, Incentive and discipline so that employee performance of employees can increase.
Keywords: Allowance, Incentives, Discipline, Employee Performance
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Febrianti, Ni Made Visca, I. Gusti Agung Mas Krisna Komala Sari, Ni Nyoman Triyuni, and I. Ketut Suarta. "Home / Archives / Vol 1 No 1 (2019): December 2019 / Articles Providing Hotel Incentives to Increase Employee Loyalty." International Journal of Green Tourism Research and Applications 1, no. 1 (December 23, 2019): 55–62. http://dx.doi.org/10.31940/ijogtra.v1i1.1630.
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The background of this research was based on of importance of providing incentives to employees at 4-star hotel in Seminyak, Bali. The purpose of this research to determine whether the provision of incentives can increase employee loyalty at the hotel. The data was collect by interviews, observation and documentation, incentive variable and employee loyalty is by using questionnaire and percentage. The data source were used primer and secondary data. The data will analyzed used qualitative descriptive and quantitative descriptive. This research of this study indicate that the providing of incentives by the hotel able to improve employee loyalty. This is indicated from the results of questionnaire as many as 85,2% answered strongly agree and agree, while 14,8% answered disagree. The suggestion in this study is that giving incentives to the hotel is good, but it need to increase the nominal amount of incentives provided so as to increase employee loyalty. Employee need to increase loyalty of that work so that hotel revenue will be increase, and incentives are also increased.
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Almaududi, Said, Muhammad Syukri, and Camelia Puji Astuti. "Pengaruh Insentif Terhadap Kinerja Karyawan Pada Hotel Mexsicana Kota Jambi." J-MAS (Jurnal Manajemen dan Sains) 6, no. 1 (April 24, 2021): 96. http://dx.doi.org/10.33087/jmas.v6i1.233.
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The purpose of this study is to find out and describe the Incentives and Employee Performance at the Jambi City Mexsicana Hotel, and to determine the effect of the Incentives on the Employee Performance at the Jambi City Mexsicana Hotel. The type of data needed and collected in this study is quantitative data. The object of this study is the employee of the Mexsicana Hotel Jambi City. Sources of data in this study were employees of the City of Mexsicana Hotel Jambi taken through interviews by distributing questionnaires, data, and information obtained analyzed descriptively, to analyze employee responses to incentives for performance using a 5-choice scale. Based on the results of the regression analysis it was concluded that the regression equation Y = 32.316 + 0.154X + e. The correlation coefficient (R) of the independent variable is 0.767. This value indicates that the incentive relationship on Mexsicana Hotel Jambi Erat employees' performance is 0.767. While the coefficient of determination (R2) of 0.589 it means that the variation of change in Y is influenced by changes in X by 58.9%. So the magnitude of the effect of incentives on the performance of employees of the City of Mexsicana Hotel Jambi is 58.9% while the remaining 41.1% is influenced by other factors outside this study. Partially, there is an effect of incentives on the performance of Mexicicana Hotel Jambi City employees. This is indicated by the value of incentive thitung of 2.171 and ttable of 2.034 from the comparison results it can be seen that tcount is greater than ttable (thitung> ttable). Then H0 is rejected and Ha is accepted. By comparing the magnitude of the level of significance (sig) of research with a significant level of 0.05 then 0.002 <0.05 so that it can be said that there is a significant effect between incentives on the performance of employees of Mexsicana Hotel Jambi City. For the management of the City of Mexsicana Hotel Jambi, it is hoped that incentives can be noticed and increased in terms of employee performance. So that incentives for employee performance can be better in the future. Next researchers are expected to be able to conduct research using different variables from the variables studied.
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Meilawati, Dian, Rais Dera Pua Rawi, Ramli Lewenussa, and Wisang Candra Bintari. "PENGARUH PEMBERIAN INSENTIF TERHADAP KINERJA KARYAWAN PADA PT TELESINDOSHOP KOTA SORONG." MANAJEMEN DEWANTARA 2, no. 1 (April 16, 2019): 128. http://dx.doi.org/10.26460/md.v3i1.4284.
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This study knows wheter or not there is an effect of giving incentives to employee performance. Type of quantitative research with an associative approach. The research conducted in PT.Telesindoshop Sorong city. The sample us of 65 people. As for the data sources used are primary data and secondary data. Data analysis uses simple linear regression with Statistical Product and Service Solution (SPSS). Based on the results of this study indicate that the provision of PT.Telesindo’s incentives has an influence on employee performance and significantly influence. Based on the results of data analysis, the incentive variable coefficient (X) is 0.564 while the constant is 28,282, so the regression equation can be obtained as follows: Y = 28,282 + 0,564 X. The provision of incentives influences the performance of PT. Telesindoshop employees.
The results of the analysis indicate that the provision of incentives has a positive and significant effect on the performance of PT. Tesindoshop employees. With a significant value of 0.042, in this study used a significant level is 0.05 or 5% means 0.042 <0.05, Ho is rejected and Ha is accepted, Ha is the effect of giving incentives to employee performance. Every increase in the provision of incentives to PT. Telesindo employees will increase employee performance by 0.564.
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Amir, Aprilianto. "Pengaruh Pemberian Insentif terhadap Motivasi Kerja Pegawai pada Kantor Lembaga Penjaminan Mutu Pendidikan (LPMP) Bandar Lampung." Business Perspective Journal 1, no. 1 (June 18, 2021): 11–30. http://dx.doi.org/10.37090/bpj.v1i1.418.
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Human resources have a very important role in an agency, for that in order for the agency to achieve goals as expected, high employee motivation is needed. Generating a high employee motivation is not easy to implement. Therefore, employees should be given appropriate incentives so that the desired employee motivation can be achieved. The provision of incentives can be done by providing annual bonuses, employee welfare, and promotions. As for the main problem with this research is "does the provision of incentives affect the work motivation of employees at the Office of the Education Quality Assurance Institute (LPMP) Bandar Lampung?" In line with the main problem, the authors propose the hypothesis "There is a positive influence between the provision of incentives on employee motivation at the Office of the Education Quality Assurance Institution (LPMP) Bandar Lampung". In the research that the author did, the research variable was the provision of incentives as the independent variable (X) while employee motivation as the dependent variable (Y). Furthermore, the proposed sample is 26 employees which is 25% of the total population, namely 105 employees. The type of research in this writing is qualitative and quantitative research with the method used is to collect data by means of surveys or field research. While the data collection techniques by means of observation, documentation, interviews and questionnaires. Then to test the hypothesis using qualitative and quantitative analysis which is the type of this writing, with statistical formulas. Quantitative analysis using the product moment formula and obtained: rxy product moment = 0.714. Confused with the level of evenness of the 2 variables being at a high level of closeness, it means that the incentive distribution has a very high relationship with employee performance. To find out the effect of giving incentives on employees' work motivation, using a determinant coefficient with a result of 51%, while other factors 49% were not examined including leadership style, office layout, atmosphere (work climate) of employees. Keywords: incentives, work motivation, Education Quality Assurance Institute
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Raka, Agung Raka. "FACTORS AFFECTING EMPLOYMENT MOTIVATION AND PERFORMANCE OF EMPLOYEES IN THE DEPARTMENT OF POPULATION AND CIVIL REGISTRATION." Advances in Social Sciences Research Journal 8, no. 8 (September 5, 2021): 625–40. http://dx.doi.org/10.14738/assrj.88.10686.
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Public service employee are required to provide good performance to people who need population administration services. This study aimed to analyze the factors that influence work motivation and official employee performance. This study used a sample of 108 state civil servants through the purposive sampling technique at the Department of Population and Civil Registration. The exogenous variables in this study are incentives and workload, while the endogenous variables are work motivation and employee performance. The measurement of the variables was carried out using a Likert scale. Path Analysis did data analysis with a multiple linear regression approach. The study results indicate a direct and positive, and significant effect between the incentive variables and employee work motivation, workload and employee work motivation, incentives and employee performance, workload and employee performance, and work motivation and employee performance. This effect can be shown by the coefficient values of 0.154, 0.132, 0.145, 0.126, and 0.529. The results of this study support that the incentive factors and workload are given to employees can improve the performance of the Population and Civil Registration Service employees. Clarity and openness to sources of motivation need to be done to support employee performance. Research provides recommendations on the importance of attention to improve employee professionalism so that employees will be able to perform well.
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Syah, Arridha Zikra, and Rizaldi Rizaldi. "Implementasi Metode Fuzzy Tsukamoto Pada Pertimbangan Peningkatan Insentif Karyawan Perusahaan Cabang PT Pinus Merah Abadi." Prosiding Seminar Nasional Riset Information Science (SENARIS) 1 (September 30, 2019): 986. http://dx.doi.org/10.30645/senaris.v1i0.108.
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PT Pinus Merah Abadi is a distributor company in Indonesia. They engaged in selling snacks such as snacks and wafers with Nabati brand. They expends incentives for their employees every month. The expending of incentive depends on pre-determined terms or targets each month with specified terms and targets and intense competition from other employees. However, in the calculation process of incentives is managed manually using the criteria by the Personnel General Affair. Then the data from the manual calculation are sent to the head office. Sometimes the results of the decision are too rigid. The research method used is descriptive qualitative. The results of the study show results that have the effect of incentives with all achievements between incentives towards employee achievement performance simultaneously. The amount of incentives depends on the ruled given. The income difference for each criterion for each employee will cause a difference in income.
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Fatah, Abdul, and Yasinta Suhandini. "THE EFFECT OF EMPLOYEE INCENTIVES AND REWARDS ON EMPLOYEE PERFORMANCE." Jurnal Apresiasi Ekonomi 7, no. 1 (January 31, 2019): 46–55. http://dx.doi.org/10.31846/jae.v7i1.136.
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This study aims to determine the effect of giving incentives to employee performance, giving rewards to employee performance and giving incentives and rewards to the performance of employees. This study uses quantitative research methods, using saturated samples totaling 63 people. The results of the study obtained the consequences of giving incentives have a significant influence on employee performance, giving rewards has a considerable impact on employee performance. Providing incentives and rewards has a significant influence on employee performance with a coefficient of determination of 0.321. This can be interpreted that the variable giving incentives and rewards affects 32.1% of employee performance and other factors influence the remaining 67.9%.
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Ratnasari, Ike, and Ashadi Mahmud. "Pengaruh Gaji dan Insentif terhadap Kinerja Karyawan bagian produksi PT. Uniplastindo Interbuana Pandaan." JAMIN : Jurnal Aplikasi Manajemen dan Inovasi Bisnis 2, no. 2 (March 5, 2020): 66. http://dx.doi.org/10.47201/jamin.v2i2.53.
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This study aims to describe the effect of salary and incentives on the performance of employees of PT. Unilastindo Interbuana Pandaan simultaneously, partially and most dominantly. The method used in this study is a descriptive method with a quantitative approach, data analysis techniques that are validity, reliability, multiple linear regression with F test and t test. The validity test results obtained by the calculated r value of the variable salary, incentives and employee performance is greater than the value of r proven valid tables and the reliability test results obtained a reliable value of salary, incentives and proven reliable employee performance. Based on the results of the F test (Simultaneous), known the value of sig. F count is 0.00 because the significance value of F is less than 0.05, the regression analysis model is significant. T test results explain, that the salary and incentive variables significantly influence employee performance variables, because the salary is significant 0.018 <0.05 and the incentive is significant 0.012 <0.05. The most dominant incentive variable influences employee performance, this is indicated by the value of Standardized Coefficients Beta incentive variable is greater than the salary variable. Influenced by indicators include: performance, length of work, seniority, needs, fairness and eligibility, job evaluation.
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Van Zyl, Gerhardus. "The impact of incentive schemes on employee productivity in the South African workplace." Journal of Economic and Financial Sciences 8, no. 2 (July 30, 2015): 633–47. http://dx.doi.org/10.4102/jef.v8i2.113.
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The aim of this article is to determine the impact that various incentive schemes have on employee productivity in the South African workplace. A firm-based model is used to estimate the dimensional relationships (different skill levels, gender-mix, firm size, firm-sponsored training incentives) of the incentive scheme-employee productivity link. The main conclusions of the study are, firstly, that finance-based incentive schemes (especially performance-linked bonus schemes) have a greater positive impact on employee productivity for the higher-skilled segment, secondly, that non-financial incentives (especially consultative committee incentive schemes) have a greater positive impact on employee productivity for the lower-skilled segment, and, finally, that greater female participation in the workplace and the awarding of incentive schemes is important if general employee productivity is to be enhanced.
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Lestari, Nurlaela Eva puji. "Pengaruh Pemberian Insentif Terhadap Prestasi Kerja Karyawan Pada PT Wahyu Promo Citra Jakarta." Cakrawala - Jurnal Humaniora 19, no. 2 (September 6, 2019): 201–6. http://dx.doi.org/10.31294/jc.v19i2.5912.
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Human resource management can also produce a good performance in a company by assessing, giving rewards for each individual member of the organization or company in accordance with their respective work capabilities. The human resources department that designs and administers incentive policies as one part of compensation. If a company is able to provide incentives precisely and precisely, it will be one of the most appropriate ways for employees to improve their work performance. Samples used for collection the data in this research are 44 employees at PT Wahyu Promo Citra Jakarta. The purpose of this study is to find out and analyze the relationship between Giving Incentives (X) on Employee Performance (Y) at PT Wahyu Promo Citra Jakarta. Based on the analysis and processing of data based on the calculation of the correlation coefficient, it can be seen that Giving Incentives has a strong relationship that is equal to 0.664 and according to the calculation results the coefficient of determination can be known which is 44.1%, so the relationship between Giving Incentives (X) and Employee Performance (Y) it can be concluded that there is a strong relationship. Keywords: Incentives, Employee Performance
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Wolfe, Christopher, and Tina Loraas. "Knowledge Sharing: The Effects of Incentives, Environment, and Person." Journal of Information Systems 22, no. 2 (September 1, 2008): 53–76. http://dx.doi.org/10.2308/jis.2008.22.2.53.
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ABSTRACT: We study factors that promote knowledge sharing in a professional service firm. We performed two laboratory experiments with MBA students acting as participants. Our results indicate that an incentive must be considered sufficient to promote full knowledge sharing regardless of the incentive's type (monetary or nonmonetary). However, we find that the nonmonetary incentives used in our experiment were not deemed sufficient when participants self-determined incentive sufficiency. Additionally, when the peer environment promoted knowledge hoarding, knowledge sharing dropped the most when incentives were initially deemed sufficient. Finally, we find that competitive individuals are active sharers of valuable, proprietary knowledge only when heir competitiveness is team-oriented. To promote knowledge sharing, our results suggest careful monitoring of perceived incentive sufficiency, especially in the case of nonmonetary incentives, and a culture that directs employee competitiveness between teams.
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Jalaludin. "PENGARUH INSENTIF TERHADAP PRESTASI KERJA KARYAWAN BAGIAN PERGUDANGAN PADA PT.BUKIT ASAM (PERSERO) TBK TANJUNG ENIM." Jurnal Manajemen dan Bisnis 10, no. 2 (December 7, 2021): 18–25. http://dx.doi.org/10.53812/jmb.v10i2.51.
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This study aims to knowing "Is there an incentive effect on employee performance Part Warehousing At PT. Bukit Asam (Persero) Tbk Tanjung Enim ". Discussion of the results obtained value b = 0,467, the value of b is the value of the variable incentive (X). After the value b obtained subsequent search for a value that is the value of work performance variables (Y) employees Part Warehousing At PT. Bukit Asam (Persero) Tbk Tanjung Enim. And obtained the simple linear regression equation is Y = 23.996 + 0.467 X. This value has meaning if incentives (X) increased 0,467 one unit then the job performance (Y) employees Part Warehousing At PT. Bukit Asam (Persero) Tbk Tanjung Enim will increase by 0,467. The results of the analysis obtained correlation coefficient r = 0.600. This means incentives (X) have positive influence and tightly enough on job performance (Y) employees Part Warehousing At PT. Bukit Asam (Persero) Tbk Tanjung Enim. The result of the analysis is terminated unknown coefficient value = 0.36 or 36% means that incentives (X) contribute to job performance (Y) by 36%. This means incentives of contributions or donations have strong enough on employee performance Part Warehousing At PT. Bukit Asam (Persero) Tbk Tanjung Enim and the remaining 64% are influenced by other factors not examined
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Indrawati, Renny, Parulian Hutagaol, and Joko Affandi. "Peningkatan Efektivitas Sistem Insentif Pegawai Divisi Retail Banking pada Bank XY." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 10, no. 2 (October 29, 2015): 112–22. http://dx.doi.org/10.29244/mikm.10.2.112-122.
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Bank XYZ is bank that already launched credit card in 2007. In their operations, Bank XYZ applying the provision of insentive for the sale of a credit card with the aim that can improve employee motivation to high performing better. Basically every company hopes to reach the target of predetermined sales. But in reality the sale of a credit card to the Bank XYZ Bogor branch has not yet reached the set target. Not achieve the target that is supposed to identify that there is a problem in the achievements of employee performance whereby the employee has not been motivated to work optimally. While Bank XYZ strategy are already making the provision of incentives for retail banking staff who performs the sale of the credit card.The purpose of this research is: 1. Indentify the influence of incentives on employee motivation retail banking division in Bank XYZ in the target of credit card sales. 2. Indentify the influence of an incentive against the employee performance retail banking division. 3. Formulate efforts to improve the effectiveness of incentive system in order to increase the employee performance retail banking division. The process of data analysis begins with some of the stage where the first stage is a test of validity and reability instrument. Descriptive statistic analysis conducted to determine how perceptions of respondents to statements in the questionnaire through analysis rataan score. Through descriptive of statistical analysis can be seen how perceptions of respondents to incentives, motivation and performance. Next after the statistical analysis descriptive done testing SEM (Structural equation model) operated through the LISREL program. The results of the analysis show that the incentive effect significantly against the major motivation of employees. Motivational variables on performance demonstrates that a significant effect on performance the motivation of employees. When compared to the value of the charge factor of motivation on performance, different values looks at factors variable charge directly on performance incentives that show the influence of the small and insignificant. This incentive has the role of small shows a factor in improving the performance of staff Bank XYZ retail banking division. This is shows that employees incentive to affect the performance of retail banking division through motivation, demonstrable of indirect influence more motivation than through direct influence on the performance.
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Fink, Jennifer, Barbara Zabawa, and Sara Chopp. "Employee Perceptions of Wellness Programs and Incentives." American Journal of Health Promotion 34, no. 3 (December 26, 2019): 257–60. http://dx.doi.org/10.1177/0890117119887687.
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Purpose: To explore, by income level, employee perceptions of an employer offered wellness incentive program. Design: Qualitative and quantitative study that includes a survey with close-ended and open-ended questions. Setting: The study setting was a hospital in Wisconsin. Participants: Participants (n = 105). Measures and Analysis: Quantitative responses were analyzed using descriptive statistics in Qualtrics and logistic regression in Statistical Analysis System. Results: Sixty-three percent participated in the wellness incentivized program because their employer offers them a reward; 52% said they would participate without a reward; 48% feel like they must participate in this year’s program; and 34% feel like they would have to disclose information about their health at or below the current reward level. Conclusion: Income does not have a significant effect on whether employees feel they must participate or disclose health information. However, income has a significant effect on employee’s beliefs about whether or not employers should play an active role in improving the health of their employees.
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Sukoco, Sugeng, Satria Tirtayasa, and Hazmanan Khair Pasaribu. "Kepemimpinan, Insentif dan Pelatihan Terhadap Kinerja Karyawan Pada Kantor Bank Syariah Mandiri Cabang Pematang Siantar." Jurnal Manajemen Bisnis 17, no. 2 (April 30, 2020): 224. http://dx.doi.org/10.38043/jmb.v17i2.2368.
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ABSTRACTThe purpose of this research is to know the leadership, incentives and training on the performance of employees at Bank Syariah Mandiri Pematangsiantar Branch. The population in this study is the population in this study is the employees who are in the office of Bank Syariah Mandiri Pematangsiantar Branch as much as 40 people.. The sample is used as many as 40 employees in Bank Syariah Mandiri Office, Pematangsiantar, amounting to 40 people. The data collection techniques in this study are documentation and poll list. Data analysis techniques using multiple linear regression analyses, classical assumption Test T, Test f and coefficient of determination. Data processing in this study uses the program SPSS 22.00 for Windows Software. Based on the results of the research conducted, the partial leadership testing has significant effect on employee performance. Incentive partial testing has significant effect on employee performance. Training partial testing has significant effect on employee performance. Simultaneous testing of leadership influences, incentives and training significantly affects employee performance.
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Darmin, Darmin, Abdullah Muksin, and Yosandy Yulius. "IMPORTANCE OF ORGANIZATIONAL COMMITMENT, MOTIVATION AND INCENTIVES IN IMPROVING EMPLOYEE PERFORMANCE." Dinasti International Journal of Education Management And Social Science 3, no. 2 (January 25, 2022): 289–301. http://dx.doi.org/10.31933/dijemss.v3i2.1063.
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The purpose of this reseach was to determine the Effect of Motivation, Incentives and Organizational Commitment on Employee Performance of Garment companies in north jakarta. The research method is descriptive method. The sampe ini this reseach amounted to 107 respondents of Garment companies in north jakarta employees. Data processing uses quantitative data analysis using SPSS 25.0 for windows. The results showed that the determinant coefficient (Adjuster R Square) of 0.772 means that the variables of Motivation, Incentives and Organizational Commitment together contributed to the Performance of 77.2%, the remaining 22.8% were other variables not in the model. The results of multiple regression show that both Motivation, Incentive and Organizational Commitment variables have a positive influence on Employee Performance. Significant value of 0,000<0,005 and Fcount>Ftable (71,162>2,761) which means that there is a significant relationship between Motivation, Incentives and Organizational Commitment and Employee Performance.
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Haslett, D. W. "Incentives, Opportunities, and Employee Ownership." Radical Philosophy Review 16, no. 3 (2013): 707–32. http://dx.doi.org/10.5840/radphilrev201316353.
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Fulghieri, Paolo, and Merih Sevilir. "Mergers, Spinoffs, and Employee Incentives." Review of Financial Studies 24, no. 7 (March 24, 2011): 2207–41. http://dx.doi.org/10.1093/rfs/hhr004.
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Cappelli, Peter, Martin Conyon, and David Almeda. "Social Exchange and the Effects of Employee Stock Options." ILR Review 73, no. 1 (January 31, 2019): 124–52. http://dx.doi.org/10.1177/0019793919827934.
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The authors assert that broad-based stock options create a social exchange relationship between the employer and employees, leading to higher individual job performance in the next period. They compare this social exchange hypothesis to the more typical incentive-based explanation for stock options, which is that holding options generates financial incentives for better individual job performance in the current period. Findings show that significant and meaningful relationships are associated with social exchange effects and that these are both independent of incentive effects and arguably greater than those for the incentive effects. The authors use non-parametric and parametric fixed effects models, other controls for sample heterogeneity, and alternative specifications to address possible concerns about identification and endogeneity. These results extend empirical studies of social exchange relationships to common workplace practices. They also raise the possibility that some of the performance effects attributed to incentives in other studies may actually be attributable to social exchange effects.
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Black, Max. "Improving Company Production: The Role of Organizational Incentives in Enhancing Employee Discretionary Effort." Journal of Student Research 4, no. 1 (February 1, 2015): 130–35. http://dx.doi.org/10.47611/jsr.v4i1.212.
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The purpose of this paper is to study the relationship between organizational incentives and employee discretionary effort. To examine this relationship data collected from 753 individual employees from 2003-2004 composing the Professional Worker Career Experience Survey, (PWCES) United States, was analyzed through a linear regression test. Results indicate a significant positive relationship between organizational incentives and employee discretionary effort. When organizational incentives increase, so does employee discretionary effort. The results of this study suggest that as businesses increase employee incentives, employee proactivity and satisfaction will increase. An increase in employee satisfaction results in increased employee productivity and company profitability. Possible limitations and future research on the measurement and study of discretionary effort are reviewed.
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Oloke, Olayinka C., Abiodun S. Oni, Daniel O. Babalola, and Raphael A. Ojelabi. "Incentive Package, Employee’s Productivity and Performance of Real Estate Firms in Nigeria." European Scientific Journal, ESJ 13, no. 11 (April 30, 2017): 246. http://dx.doi.org/10.19044/esj.2017.v13n11p246.
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The level of motivation received by an employee as reflected in the satisfaction with the base pay package and other incentives goes a long way to influencing the employees’ attitude to work, loyalty, performance and job satisfaction. Employee’s motivation and organization performance has been investigated across different fields and economic sectors. This study takes it further by examining incentive package, employees and organization productivity in real estate firms in Nigeria. Panel survey approach was adopted and three questionnaires administered in each of the one hundred and seventeen (117) estate firms in Ikeja, Victoria Island and Lekki Area of Lagos State. Respondents were two employees and one other in employers’/management capacity. Descriptive tools such as frequency and percentage were used to identify and determine the proportion of firms that make use of incentive package/option while a 5-point Likert scale and ranking were used to determine and rank the options in order of importance among these firms. Panel data regression model was used to determine the strength of relationship between firms’ performance/productivity and incentives whilst holding other factors constant. Findings showed amongst others that there is strong positive correlation between incentive and employee productivity, employees are largely dissatisfied with the incentives offered by majority of estate firms and that incentive package is not the most important determinants of performance in real estate firms. The study therefore concludes that employers in real estate firms pay attention to other factors identified and review remuneration and incentive package to boost the morale of their employees for better performance.
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Farradia, Yuary. "ANALYSIS OF INCENTIVES AND THEIR EFFECTS ON EMPLOYEE WORK PRODUCTIVITY AT PT. "X"." International Journal of Multidisciplinary Research and Literature 1, no. 1 (January 20, 2022): 54–61. http://dx.doi.org/10.53067/ijomral.v1i1.7.
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The organization or company has abundant resources, raw materials, capital, and technology. Still, if its human resources do not support it, its previously planned goals are difficult to achieve. The provision of incentives in the company is good and on time, so that employee work productivity is getting better. In addition to providing incentive wages, another factor that affects productivity is years of service. This quantitative research aims to measure/know the effect of providing incentives on employee productivity. This research method is useful for giving direction to researchers. It will guide researchers on how the research sequence will carry out and explain the stages related to the scope of research, population and samples, data and data sources, and data analysis methods. Based on the results of the analysis above, it can conclude that incentives have a significant effect on the work productivity of employees in the production division of PT. X. Partially, incentives have a considerable impact on employee work productivity because they have an at- count value that is greater than the t-value table (2.816> 2.01). Meanwhile, simultaneously incentives also affect work productivity because it has a calculated F value greater than the F table value (7.932> 4.04).
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Akilah, Fahmiah, and Danial Rahman. "TELAAH FUNGSIONAL KONSEPSI INSENTIF TERHADAP KEPUASAN KERJA PEGAWAI." Adaara: Jurnal Manajemen Pendidikan Islam 10, no. 2 (August 1, 2020): 187–96. http://dx.doi.org/10.35673/ajmpi.v10i2.998.
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Employee satisfaction of the suitability between the business and the outcome of his work is not necessarily felt by the employees, but not separated from the affect it. Employees will feel satisfied when their work is appreciated. The satisfaction felt by the employees can be determined by various factors, among them is giving incentives. Providing incentives will make employees feel the attention and recognition of achievements that are achieved so that the spirit of work and loyalty will be better. Employee will feel the satisfaction of his job if achievement achieved can be rewarded by giving incentives. Giving incentives to improve employee satisfaction does not only apply to organizations with profit, but also on nonprofit organizations (including educational institutions). Therefore, giving incentives is an important element that needs to be considered when trying to give satisfaction to the employees in their work.
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Sarjono, Bayu. "DAMPAK INSENTIF PPH PASAL 21 SAAT PANDEMI COVID19 TERHADAP TAKE HOME PAY DAN PELAPORAN SPT TAHUNAN." Jurnal Bisnis Terapan 5, no. 2 (December 21, 2021): 257–70. http://dx.doi.org/10.24123/jbt.v5i2.4531.
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The purpose of this study is to determine the impact of incentives Income Tax Article 21 for the withholding and reporting of the Annual income Tax a Permanent Employee. This type of research is descriptive research with case study approach of research about the status of subject of the study with respect to a specific phase or typical of the whole personality. The data were obtained from dokumetansi i.e. data earnings a permanent employee, the calculation of Income Tax Article 21, and form 1721 A1. The Unit of analysis in this research was the individual as a lecturer at the University of Y included in the KLU taxpayers affected by the pandemic Covid19.Income tax Article 21 for the Period of January to March to dependents of employees, thereby reducing the magnitude of the Take Home Pay received. From April to December, employees with certain criteria were given an incentive of income Tax Article 21 by the Government and income Tax withheld by the employer was given simultaneously with the monthly income. With the tax incentives it can increase the Take Home Pay received. Article 21 income tax Borne by the Government received by the employee from the employer is not taken into account as income subject to taxation. Therefore, it must be reported in the tax return (SPT) Annual Personal Income Tax. But in this case the employer does not provide data to the employee about the amount of income Tax Article 21 Borne by the Government.
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Moilanen, Sinikka, and Seppo Ikäheimo. "Managerial intentions for and employee perceptions of group-based incentives." Journal of Accounting & Organizational Change 15, no. 4 (November 4, 2019): 605–25. http://dx.doi.org/10.1108/jaoc-04-2019-0043.
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Purpose This paper aims to interpret and compare managerial intentions for and employee perceptions of group-based incentive systems. Design/methodology/approach The data comprise interviews with managers and employees in four Finnish firms with experience of company-wide incentive systems involving profit-sharing and team-based rewards. Benefitting from social exchange theory, managers’ intentions and employees’ perceptions are examined. Findings Managers’ and employees’ views resemble each other concerning profit-sharing as reflecting reciprocity rooted in perceived distributive fairness, whereas examination of the team-based rewards revealed impediments in reciprocity. While managerial intentions for team-based rewards refer to social exchange with economic intensity via selection of controllable performance measurements aimed at making individual-level effort count, the employees’ perceptions deem such metrics non-controllable, reflecting perceived distributive and procedural unfairness. Practical implications Profit-sharing seems to create fair social obligation and goal congruence between managers and employees, whereas team-based incentives easily suffer from unfairness, reducing their effectiveness. Originality/value Distinguishing between managerial intentions and employee perceptions pertaining to incentive systems facilitated in-depth exploration of the social exchange inherent in them, conceptualized in terms of economic intensity, fairness and controllability. With this lens, qualitative analysis revealed differences in interpretations of controllability and fairness between the managerial intentions and employee perceptions. The central contribution to scholarship takes the form of interpretations reflecting upon these key findings.
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Rori, Ribka Natasia, Cherys Laloan, and Iwan Kandori. "Pengaruh Insentif Dan Jaminan Sosial Terhadap Produktivitas Kerja Karyawan Pada PT. Astra Daihatsu Malalayang Manado." LITERACY - Jurnal Pendidikan Ekonomi 1, no. 2 (December 28, 2020): 117–31. http://dx.doi.org/10.53682/literacyjpe.v1i2.579.
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The purpose of this study was to determine the effect of incentives and social security on employee productivity at PT. Astra Daihatsu Malalayang Manado. This research method is a survey method with a sample of 33 from a total population of 36. Based on the results of the study, there is a significant influence between the Incentive variable on Work Productivity, so if employee work productivity goes well, the incentive can increase. So if employee work productivity goes well, incentives can increase. There is a significant influence between the Social Security variable on Work Productivity, so if employee work productivity goes well, Social Security will be provided by the company. There is a significant influence between the Incentive variable and the Social Security variable together on Work Productivity, the Incentive variable and the Social Security variable have an effect or have a joint relationship with the Work Productivity variable.
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Jannah, Andi Siti Raodahtul, and Edy Jumady. "EFEK PEMBERIAN INSENTIF DAN KOMITMEN DALAM UPAYA PENINGKATAN PRODUKTIVITAS KERJA KARYAWAN PT GELAEL SUPERMARKET MAKASSAR." Al-KALAM : JURNAL KOMUNIKASI, BISNIS DAN MANAJEMEN 7, no. 2 (July 1, 2020): 83. http://dx.doi.org/10.31602/al-kalam.v7i2.3257.
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This study aims to analyze: (1) the effect of providing incentives to employee work productivity, (2) the effect of commitment to employee work productivity, (3) the effect of intuitive and commitment to the work productivity of employees of PT. Gelael Supermarket. This research is a descriptive quantitative research. The study population was all employees of PT. Gelael Supermarket as many as 150 employees with a sample of 65 respondents. Data collection using questionnaires and interviews, the sampling technique is simple random sampling, while the data analysis is done using multiple linear regression analysis. Results of the study: 1) Incentives had a significant positive effect on employee work productivity. 2) Commitment has a positive and significant effect on employee work productivity. 3) Simultaneous incentives and commitments affect employee work productivity.
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WESTERMAN, JAMES W., SCOTT W. GEIGER, and LINDA A. CYR. "EMPLOYEE EQUITY INCENTIVES AND VENTURE CAPITALIST INVOLVEMENT: EXAMINING THE EFFECTS ON IPO PERFORMANCE." Journal of Developmental Entrepreneurship 13, no. 04 (December 2008): 409–23. http://dx.doi.org/10.1142/s1084946708001058.
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We examine the effects of venture capitalist involvement and equity incentives for all employees on the performance of initial public offering firms. Data was collected from 402 IPO firms, representing 242 non-VC backed and 160 VC backed firms. Results indicate venture capitalists positively influence the likelihood the portfolio firm will offer equity incentives to all employees. Consistent with the agency theory argument that monitoring and incentives can behave as complements to one another, the results suggest venture capitalist backing and incentive stock options for all employees operate in concert to have a positive effect on stock price performance three years after the initial public offering.
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Alam, Anjur Perkasa, Asmawarna Sinaga, Ayu Liviana, and Dewi Indriani. "Pengaruh Budaya Organisasi terhadap Lingkungan Kerja pada PT BRI Syariah Kantor Cabang S. Parman Medan." El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam 1, no. 2 (October 16, 2018): 256–64. http://dx.doi.org/10.47467/elmal.v1i2.545.
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Based on the results of observations and discussions regarding Bonus Giving and Influence on Performance of employees of PT. BRI Syariah Branch S. Parman Medan is as follows:1. Policy of PT. BRI Syariah Branch S.Parman Medan in giving bonuses to employees is to provide the type of employee motivation at PT. BRI Syariah Branch S.Parman Medan by:a. Oral giving in the form of praise given by superiors.b. The giving of materials is by raising salaries, bonuses and incentives.c. Holding competition among employeesd. Provide adequate work facilitiese. Conducting periodic coaching by atassan directly by each boss.While the factors that lead to the giving of bonuses on the employees is the work of work, achievement in work, responsibility in work, words in work, cooperation between employees and companies and leadership in work.2. The form of bonus that is given to employees of PT. BRI Syariah Branch S. Parman Medan is an annual bonus, bonus achievement, bonus retention and profit sharing.3. The effect of bonuses on the performance of employees of PT. BRI Syariah Branch S. Parman Medan is to improve employee performance, improve its standard of living with the receipt of payments outside of basic salary and improve employee motivation so as to encourage them to perform better in work.Thus, the influence of bonuses or incentives on the performance of employees of PT. BRI Syariah Branch S. Parman Medan can be explained by several factors. Based on the research results, the highest score is found in the material incentive indicator (material). PT Bank BRI Syariah Medan provides incentives to employees if employees reach the target set by the company.
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Alam, Anjur Perkasa, Asmawarna Sinaga, Ayu Liviana, and Dewi Indriani. "Pengaruh Budaya Organisasi terhadap Lingkungan Kerja pada PT BRI Syariah Kantor Cabang S. Parman Medan." El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam 1, no. 1 (October 16, 2020): 256–64. http://dx.doi.org/10.47467/elmal.v1i1.545.
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Based on the results of observations and discussions regarding Bonus Giving and Influence on Performance of employees of PT. BRI Syariah Branch S. Parman Medan is as follows:1. Policy of PT. BRI Syariah Branch S.Parman Medan in giving bonuses to employees is to provide the type of employee motivation at PT. BRI Syariah Branch S.Parman Medan by:a. Oral giving in the form of praise given by superiors.b. The giving of materials is by raising salaries, bonuses and incentives.c. Holding competition among employeesd. Provide adequate work facilitiese. Conducting periodic coaching by atassan directly by each boss.While the factors that lead to the giving of bonuses on the employees is the work of work, achievement in work, responsibility in work, words in work, cooperation between employees and companies and leadership in work.2. The form of bonus that is given to employees of PT. BRI Syariah Branch S. Parman Medan is an annual bonus, bonus achievement, bonus retention and profit sharing.3. The effect of bonuses on the performance of employees of PT. BRI Syariah Branch S. Parman Medan is to improve employee performance, improve its standard of living with the receipt of payments outside of basic salary and improve employee motivation so as to encourage them to perform better in work.Thus, the influence of bonuses or incentives on the performance of employees of PT. BRI Syariah Branch S. Parman Medan can be explained by several factors. Based on the research results, the highest score is found in the material incentive indicator (material). PT Bank BRI Syariah Medan provides incentives to employees if employees reach the target set by the company.
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Devita, Reni. "Faktor-faktor yang Mempengaruhi Insentif Karyawan pada Apotek Kimia Farma Cabang Jambi." J-MAS (Jurnal Manajemen dan Sains) 4, no. 2 (October 25, 2019): 423. http://dx.doi.org/10.33087/jmas.v4i2.128.
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Based on data obtained at Kimia Farma Pharmacy, it can be seen the number of employees, and incentives at Kimia Farma Pharmacy 2012 - 2017. Incentives are motivating employees to work with optimal abilities, namely as additional income outside the salary or wage that has been determined. Kimia Farma is the first pharmaceutical industry company in Indonesia, which was founded by the Indian government in 1817. Kimia Farma Pharmacy is located in Simpang Pulai Jambi. There are two factors that affect employee incentives, including 1) Material Factors with a value of 135.3 with very high criteria. 2) Non-factors with a value of 132.3 with high criteria. and gives to have an effect on positive to incentives of employees will increase by 1,047%. Based on hypothesis that the incentives affects employees evidenced by 5885 > 2,037. This there significance between the effects incentives of employees in Kimia Farma Pharmacy. The conclusions drawn from incentives should be fostered and developed so that employees can work with more calm and comfortable, which in turn increases their . Kimia Farma Pharmacy gives incentive to employees who excel by showing a high initiative to resolve workplace issues. Thus employees will be motivated to developed ideas and initiatives that are useful in the workplace.
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Brink, Alisa G., D. Jordan Lowe, and Lisa M. Victoravich. "The Effect of Evidence Strength and Internal Rewards on Intentions to Report Fraud in the Dodd-Frank Regulatory Environment." AUDITING: A Journal of Practice & Theory 32, no. 3 (March 1, 2013): 87–104. http://dx.doi.org/10.2308/ajpt-50449.
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SUMMARY: There are many unanswered questions and concerns regarding the consequences of the fraud whistleblowing environment created by the Sarbanes-Oxley (SOX) and Dodd-Frank Acts. While SOX requires audit committees to implement anonymous internal reporting channels, the Dodd-Frank Act offers substantial monetary incentives that encourage reporting to the Securities and Exchange Commission (SEC). To mitigate concerns that employees might bypass internal channels, some companies are considering offering internal whistleblowing incentives. However, it is unclear how internal incentives will affect employee whistleblowing behavior. We experimentally examine the impact of an internal incentive on employees' intentions to report fraud. Across treatments, we find a greater likelihood of reporting internally than to the SEC. Evidence strength interacts with the presence of an internal incentive such that SEC reporting intentions are greatest when evidence is strong and an internal incentive is present. When evidence is weak, the presence of an internal incentive decreases SEC reporting intentions. Data Availability: Data used in this study are available from the authors upon request.
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Risnawati, Heni, and Sri Retnoningsih. "Pengaruh Pemberian Insentif, Pelatihan Kerja dan Pengendalian Intern terhadap Efektivitas Kinerja Karyawan." Permana : Jurnal Perpajakan, Manajemen, dan Akuntansi 12, no. 2 (August 16, 2020): 137–52. http://dx.doi.org/10.24905/permana.v12i2.99.
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The purpose of this study to determine the effect of providing incentives, job training and internal control on the employee performance of RSUD RAA Soewondo Pati Hospital. The population in this study is employees of the RSUD RAA Soewondo Pati Hospital. The number of samples used in this study is 235 medical and non medical employees. The analytical tool used by authors is multiple linear regression analysis to analyze the research data. The partial results of the first hypothesis of incentives do not significantly influence employee performance. That is because there are still some employees who are not satisfied with the system of providing incentives. The second hypothesis shows that job training does not significantly influence employee performance. This means that job training at the hospital is still less effective in improving performance. The third hypothesis shows that internal control has a significant positive effect on employee performance. Existing internal control at the hospital is going well in improving employee performance. The simultan research provides empirical evidence that the provision of incentives, job training and internal control together a significant effect on the employee performance of RSUD RAA Soewondo Pati Hospital.
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Qing Qing, Shen, and Feng Jiang Hua. "Monitoring of the impact factors of employee compensation incentive of big data enterprises based on structural equations." E3S Web of Conferences 214 (2020): 01008. http://dx.doi.org/10.1051/e3sconf/202021401008.
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Through the perspective of employees of big data enterprises in Jiangsu, Zhejiang and Shanghai, data were obtained in the form of questionnaire research, the significance of the influence factors of compensation incentive is evaluated, and the use of the empirical method of structural equations is obtained, and all indicators play a positive incentive role. Among them, the four indicators of salary performance, prospect promotion, equity incentives and welfare benefits are highly motivating. At the same time, four countermeasures are put forward:1. While implementing long-term and short-term salary incentives, pay attention to the principle of ability and performance first; 2. Provide basic benefits and improve the retirement mechanism for employees; 3. Strengthen humanistic care and create simple interpersonal relationships and good communication atmosphere; 4. Improve the post promotion mechanism, clear employee career channel.
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Qotrotul, Rida, Ilham Adnansyah, and Nugi Mohammad Nugraha. "The effect of skill and incentives on employee performance at RSUD Dr. Soekardjo Tasikmalaya." Management and Business Review 5, no. 1 (June 8, 2021): 18–28. http://dx.doi.org/10.21067/mbr.v5i1.5374.
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This research aims to determine the skills, incentives, and performance of employees at RSUD Dr. Soekardjo Tasikmalaya and to find out how much influence skills and incentives have on employee performance at Dr. Soekardjo Tasikmalaya for the period 2014-2018. The research used is the quantitative method. The sample used in this study were employees who worked at RSUD Dr. Soekardjo Tasikmalaya. Data processing was performed using Multiple Linear Regression, Correlation Analysis, and hypothesis testing. Based on the results of the study, it can be concluded that there is an influence between skills on the performance of the employees of Dr. Soekardjo Tasikmalaya and there is an influence between the provision of incentives on employee performance at Dr. Soekardjo Tasikmalaya. There is a simultaneous influence between skills and the provision of incentives on employee performance at Dr. Soekardjo Tasikmalaya
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Merriman, Kimberly K., Sagnika Sen, Andrew J. Felo, and Barrie E. Litzky. "Employees and sustainability: the role of incentives." Journal of Managerial Psychology 31, no. 4 (May 9, 2016): 820–36. http://dx.doi.org/10.1108/jmp-09-2014-0285.
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Purpose – Organizational sustainability has become a priority on many corporate agendas. How to integrate sustainability efforts throughout the organization, however, remains a challenge. The purpose of this paper is to examine two factors that potentially enhance incentive effects on employee engagement in environmental objectives: explicit organizational values for sustainability and the performance objective’s complementarity with incented financial objectives. Design/methodology/approach – The authors employed a quasi-experimental design in which participants were randomly assigned to one of four conditions, including a status quo condition against which the treatments were contrasted. Participants (n=400) were comprised of a cross-section of US employees from a wide range of occupations and industries. A post hoc qualitative analysis provided additional insights. Findings – Incentive effects were enhanced (i.e. preference for the environmental objective was significantly higher) when the environmental project offered complementary benefits for financial objectives, but not when organization values emphasized sustainability. An entrenched status quo bias for financial performance was discerned among a subset of the sample. Research limitations/implications – Management scholars must pay close attention to the role of implicit norms for financial performance when investigating employee engagement in organizational sustainability efforts. From an applied perspective, framing sustainability objectives to emphasize financial benefits consistent with a financial mission may maximize employee engagement. Originality/value – This study contributes to understanding of organizational sustainability efforts at the individual employee level of analysis, a conspicuously small part of the organizational research surrounding this topic.
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BRADY, PETER J. "Pension nondiscrimination rules and the incentive to cross subsidize employees." Journal of Pension Economics and Finance 6, no. 2 (June 11, 2007): 127–45. http://dx.doi.org/10.1017/s1474747206002605.
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Among the requirements a pension plan must meet to qualify for tax benefits are the nondiscrimination rules. Nondiscrimination rules are designed to ensure that pension benefits do not disproportionately accrue to highly compensated employees. But the rules are also complex and increase administrative and compliance costs associated with offering a pension plan. Recent pension reform proposals would simplify nondiscrimination rules, reducing administrative and compliance costs and potentially leading to more employers offering pension benefits. However, there are concerns that any loosening of the rules could lead to a drop in participation by low-wage workers. This paper examines the economic incentive that nondiscrimination rules provide to employers to cross subsidize employees; that is, the incentive to increase pension benefits (and total compensation) paid to low-paid workers for the express purpose of enabling high-paid workers to receive a higher proportion of compensation in the form of pension benefits. The study calculates the incentives faced by a hypothetical firm, and then illustrates how those incentives change when assumptions about employee contribution behavior, employee compensation, and employer-matching formulas are allowed to vary. Results show that only firms with a relatively low ratio of low-paid workers to high-paid workers would have an economic incentive under a standard 401(k) plan to cross subsidize employees. Although this incentive may exist in a large number of firms, these firms likely employ only a small portion of the workforce. This is ultimately an empirical question, however, and examining data on the distribution of earnings within pension plans, as well as determining if firms find nondiscrimination rules binding, would be a useful extension of this research.
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Juli Nuryani, Ni Nyoman. "Health, Safety, Incentives And Motivation In Employee Performance At Aneka Lovina Villas & Spa." Technium Social Sciences Journal 24 (October 9, 2021): 448–59. http://dx.doi.org/10.47577/tssj.v24i1.4807.
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This study aims to determine the effect of health & safety on motivation, the effect of incentives on motivation, the effect of health & safety on employee performance, the effect of incentives on employee performance, the effect of motivation on employee performance at Aneka Lovina Villas & Spa. This study uses a quantitative approach, the population in this study are all employees of various lovina villas & spas. The sample was 79 respondents who were determined by questions in the form of a questionnaire to the respondents. The technique uses saturated samples. The data analysis technique used in this research is the SPSS model. The results showed that health & safety had a positive and significant effect on motivation, incentives had a positive and significant effect on motivation, health & safety had a positive and significant effect on employee performance, incentives had a positive and significant impact on employee performance, and motivation had a positive and significant effect on performance. employee.
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Ismani, Ismani, Dasmadi Dasmadi, and Hari Purwanto. "PENGARUH PELATIHAN DAN PEMBERIAN INSENTIF TERHADAP KINERJA KARYAWAN DI ELLENA SKIN CARE SOLO." EKOBIS : Jurnal Ilmu Manajemen dan Akuntansi 8, no. 2 (December 10, 2020): 25–32. http://dx.doi.org/10.36596/ekobis.v8i2.329.
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Business opportunities for the world beauty business leaders, especially beauty clinics, the high need for beauty care makes a business opportunity for them. Beauty clinics compete with each other to show their competitive advantage through creative, innovative efforts, work effectively and efficiently so that the products and services they produce become choices for many customers. Based on the problem identification and problem limitation in this study, the problem was formulated whether the training and incentive had an effect on the performance of employees at Ellena Skin Care Solo?. This type of research based on its approach is quantitative research. This study uses a correlational design that is the relationship between independent variables X1, and X2 on the dependent variable Y. The population of this study is all employees of Ellena Skin Care Solo. The sampling technique in this study was total sampling, so the number of samples taken in this study were 30 respondents. This study uses a multiple linear regression data analysis approach. Based on the results of the study it is known that job training has a significant effect on employee performance, this is because Ellena Skin Care Solo is a company engaged in body and facial care services, so that every employee who works at Ellena Skin Care Solo always gets job training to provide supplies skills for employees in providing services to customers, so H1 is accepted. Incentives do not significantly influence the performance of Ellena Skin Care Solo employees, this is due to get incentives, employees are required to work with extra time or a larger portion of work, this is considered to provide incentives only as a substitute for fatigue, so H2 is rejected.
Keywords : training, incentives, employee performance, Ellena Skin Care
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NGUYEN, HAZEL THU-HIEN. "REWARD CULTURE AND BANKS’ PERFORMANCE DURING THE 2008 FINANCIAL CRISIS." Journal of Financial Management, Markets and Institutions 06, no. 01 (June 2018): 1850001. http://dx.doi.org/10.1142/s2591768418500010.
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This paper explores the relationship between banks’ “reward culture” and banks’ performance and risk during the 2007–2008 financial crisis. Reward culture is defined as a result-oriented culture influenced through the incentives structure. Reward culture reflects three dimensions: (i) Chief Executive Officer incentives; (ii) Vice Presidents’ incentives; and (iii) employee incentives. A reward culture score represents the common factor in incentives across all employee levels. I find strong evidence of a nonlinear relationship between reward culture and bank returns and risk. Classifying banks into high, average, and low reward culture groups in the pre-crisis year 2006, I find that during the crisis period, banks within both the high and low reward culture groups performed worse, and were more risky than banks within the average reward culture group. The findings are consistent with the problems of adverse selection and moral hazard associated with incentive misalignment when incentives are too low or too high.
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Maryantina, Maryantina. "Pengaruh Insentif Terhadap Prestasi Kerja Karyawan Housekeeping Pada Hotel Furaya Pekanbaru." Jurnal Daya Saing 2, no. 3 (October 15, 2016): 227–33. http://dx.doi.org/10.35446/dayasaing.v2i3.68.
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Hotel Furaya need to improve the quality of human resources in providing services to consumers. Seeing the importance of the position of human resources at the Hotel Furaya, it may be reasonable for management to give more attention through the wisdom of wisdom taken. Through research by using descriptive statistics and distributing questionnaires to 218 employees are aware that there is a significant relationship between the incentive and employee performance Housekeeping at Hotel Furaya Pekanbaru, then H0 is rejected Ha accepted Under the policy further motivate employees to work better for career advancement in the future.
Keywords: employee job performance and Incentives
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Rozi, Achmad. "Pengaruh Insentif dan Disiplin Kerja terhadap Kinerja Pegawai pada Kecamatan Citangkil Kota Cilegon." Business Innovation and Entrepreneurship Journal 1, no. 2 (August 26, 2019): 124–229. http://dx.doi.org/10.35899/biej.v1i2.56.
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The present study is aimed at examining the influence of incentives and work disciplines on employee performance both partially and simultaneously in Cilegon, Indonesia. 31 of 102 Citangkil district officials were selected as sample respondents using Slovin’s formula. Based on the measurement scale on each item questionnaire, that the respondents were very disciplined and had good performance. The results of hypothesis testing show that incentives and work disciplines had influene on employee performance both partially and simultaneously. It can be concluded that the better the incentives, the better employee performance and that more disciplined the employees, the better their performance.
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Puji Lestari, Utami, and Ella Anastasya Sinambela. "THE ROLE OF TENURE AND INCENTIVES ON EMPLOYEE BEHAVIOR." CASHFLOW : CURRENT ADVANCED RESEARCH ON SHARIA FINANCE AND ECONOMIC WORLDWIDE 1, no. 1 (October 20, 2021): 12–17. http://dx.doi.org/10.55047/cashflow.v1i1.17.
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Every company needs to pay attention and regulate employee behavior in the workplace so that the stability of organizational life is maintained in a conducive manner. Various efforts have been made to achieve this, such as providing incentives. By paying attention to the adaptation of employees in the work environment based on years of service. The purpose of this study is to determine the role of tenure and incentives that shape employee work behavior. The selected population is all employees who work at a private bank branch office in Surabaya. All employees other than the leadership at the bank were sampled as many as 49 people. Regression analysis to answer the purpose of this study with the help of SPSS. The results obtained are the length of service and incentives together and individually proven to have a role to shape employee work behavior. The variable of tenure is more dominant in shaping employee work behavior.
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Seaverson, Erin L. D., Jessica Grossmeier, Toni M. Miller, and David R. Anderson. "The Role of Incentive Design, Incentive Value, Communications Strategy, and Worksite Culture on Health Risk Assessment Participation." American Journal of Health Promotion 23, no. 5 (May 2009): 343–52. http://dx.doi.org/10.4278/ajhp.08041134.
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Purpose. To examine the impact of financial incentives, communications strategy, and worksite culture on health risk assessment (HRA) participation rates. Design. A cross-sectional study design was used to examine factors that influence employee participation, including incentive value, incentive design, communications strategy, and worksite culture. Setting. Large private-sector and public-sector employers. Participants. Thirty-six employers (n = 559,988 employees) that provided financial incentives to promote employee HRA participation. Intervention. Organizations implemented the HRA as part of a more comprehensive worksite health promotion strategy that included follow-up interventions and a variety of other components. The primary outcome of interest was employee HRA participation. Measures. Information on program design and structure, as well as on HRA eligibility and participation, was collected for each organization via standard client report and semi-structured interviews with account managers. General linear regression models were used to examine the extent to which factors influence HRA participation independently and when controlled for other factors. Results. Incentive value (r2 = .433; p < .000), benefits-integrated incentive design (r2 = .184; p = .009), culture (r2 = .113; p = .045), and communications strategy (r2 = .300; p = .001) had positive bivariate associations with HRA participation rates. When all factors were included in the model, incentive value (p = .001) and communications strategy (p = .023) were significantly associated with HRA participation. Variance accounted for by all factors combined was R2 = .584. Conclusion. This study suggests that incentive value, incentive type, supportive worksite culture, and comprehensive communications strategy may all play a role in increasing HRA participation.
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Van Dyk, Herman. "Grounds For Allowing A Tax Deduction For Employee Share Incentives." International Business & Economics Research Journal (IBER) 14, no. 5 (September 1, 2015): 763. http://dx.doi.org/10.19030/iber.v14i5.9377.
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Share-based payments have become a popular form of employee remuneration, largely due to its potential to address the agency problem, and are especially effective when made to senior employees. Accounting standards require companies to report share-based payments made to employees as expenses in their financial statements, but extant South African tax legislation does not permit a deduction, where shares are awarded, to serve as incentives for senior employees. This is due to the fact that the courts do not view the issue of a companys own shares as expenditure. South African tax legislation presently contains a special tax deduction for shares awarded to employees, but this provisions restrictive requirements and low monetary limit is inadequate where the intention is to provide adequate incentives to senior employees in order to address the agency problem. The objective of this paper is to evaluate whether sufficient grounds exist, based on the principles of sound tax policy, for the legislature to enact a special tax deduction for share-based payments, that would serve as an adequate incentive to senior employees. The evaluation found that the current tax position infringes upon several principles of sound tax policy and that an intervention by the legislature is required.
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Hermawan, Adjie, Amelia Wulandari, Andini Mirza Buana, and Vicky Sanjaya. "Pengaruh kompetensi, insentif dan pengalaman kerja terhadap kinerja karyawan di Lampung." Studi Ilmu Manajemen dan Organisasi 1, no. 1 (January 29, 2020): 71–83. http://dx.doi.org/10.35912/simo.v1i1.149.
Full textAbstract:
Purpose: This study aimed at examining the effect of competence, incentives and work experience on employee performance. Research methodology: A quantitative approach was the method used for this analysis. The research was performed by a total of 47 workers in Lampung. The PLS-based structural equation modeling has been used to perform statistical experiments. The validation test used the load value of the factor, while the reliability test used the alpha, the composite and the average variance of the Cronbach (AVE). Results: From the results of hypothesis testing, there is a conclusion that competence has a positive effect on employee performance with a P-Value (0.015 <0.05), the incentive variable shows a P-Value (0.758> 0.05), meaning that hypothesis 2 is rejected and the work experience variable shows that experience Work has a positive and insignificant effect on employee performance with a P-Value (0.183> 0.05), so hypothesis 3 is accepted. Limitation: There was limited time in conducting the research. Contribution: This study contributes to disseminate information regarding competence and work experience that need to be developed so that employees can improve their performance at work. Keywords: Competence, Incentives, Work experience, Employee performance
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Ikäheimo, Seppo, Juha-Pekka Kallunki, Sinikka Moilanen, and Eduardo Schiehll. "Do White-Collar Employee Incentives Improve Firm Profitability?" Journal of Management Accounting Research 30, no. 3 (September 1, 2017): 95–115. http://dx.doi.org/10.2308/jmar-51902.
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ABSTRACT We use proprietary archival compensation panel data from Finnish white-collar employees (WCEs) over the period of 2002 to 2011 in order to examine the relationship between performance-based incentives for WCEs and the future profitability of the firm as well as to determine whether this association is moderated by task complexity. While many studies examine the determinants and performance effects of CEO compensation, virtually no evidence has been presented to indicate that explicit financial incentives for WCEs improve the profitability of the firm. Our empirical results show that performance-based incentives for WCEs are significantly positively related to the future return-on-assets, return-on-equity, and profit margin ratios of the firm. We also find that this effect comes from the performance-based incentives for low-level WCEs, corroborating the importance of implementing performance-based incentives also to low-task complexity jobs. JEL Classifications: M40.