Relevant bibliographies by topics / Employee rewards

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee rewards'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 January 2023

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Journal articles on the topic "Employee rewards"

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Emmanuel, Noko, and Joseph Nwuzor. "Employee and Organisational Performance: Employees Perception of Intrinsic and Extrinsic Rewards System." Applied Journal of Economics, Management and Social Sciences 2, no. 1 (August 21, 2021): 26–32. http://dx.doi.org/10.53790/ajmss.v2i1.5.

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The study aimed to evaluate the perception of employees on both intrinsic and extrinsic reward system and whether reward system impact their performance and the organization performance at large. To achieve the objective, the study employed Structural Equation Modelling (PLS-SEM) approach to test six hypothesis. The study sampled 400 employee of Zenith Bank Plc using questionnaire send to the respondent emails. PLS-SEM result revealed that both extrinsic and intrinsic rewards have positive and significant impact on employee performance, although, extrinsic appear more potent than intrinsic rewards. It was further revealed that three of the four measure of employee performance; quality job, effective service delivery, customer rating has positive significant with organization performance while time management was unable to explain organization performance. We discovered also that gender does not play any significant role on employee performance, but age does. The study therefore concluded that rewards play an important role in both employee performance and organization performance.
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Kurniawaty, Kurniawaty, and Nurfatwa Andriani Yasin. "Reward System For Employee Creativity." Economos : Jurnal Ekonomi dan Bisnis 5, no. 2 (August 29, 2022): 142–47. http://dx.doi.org/10.31850/economos.v5i2.1811.

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This study aims to test the effect of the reward system on the creativity of employees at PT. Telkom Access Makassar Maintenance Unit as many as 80 people using the corelation analysis method. The study found that there is a positive and significant influence of the reaward system (intrinsic and extrinsic) on employee creativity. The largest corelation occurs between creativity and Bonus of 0.925 where bonus is one of the ectrinsic rewards, then the second largest corelation occurs between creativity and learning of 0.681, where this learning is one of the intrinsic rewards. Overall, all indifactors of intristic reward variables and ectrinsic rewards have a positive and significant influence on employee creativity. These findings suggest that intrinsic rewards and extrinsic rewards are significantly related to employee creativity, meaning the likelihood of employees to continue working and be more skilled in the company if employees are adequately paid, promoted at the right time and get the right learning.
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EASTERN, JOSEPH S. "Employee Rewards." Family Practice News 42, no. 1 (January 2012): 82. http://dx.doi.org/10.1016/s0300-7073(12)70070-1.

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EASTERN, JOSEPH S. "Employee Rewards." Skin & Allergy News 43, no. 1 (January 2012): 27. http://dx.doi.org/10.1016/s0037-6337(12)70027-x.

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EASTERN, JOSEPH S. "Employee Rewards." Internal Medicine News 45, no. 1 (January 2012): 78. http://dx.doi.org/10.1016/s1097-8690(12)70072-0.

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Yoon, Hye Jung, Sun Young Sung, and Jin Nam Choi. "Mechanisms Underlying Creative Performance: Employee Perceptions of Intrinsic and Extrinsic Rewards for Creativity." Social Behavior and Personality: an international journal 43, no. 7 (August 16, 2015): 1161–79. http://dx.doi.org/10.2224/sbp.2015.43.7.1161.

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In this study, we clarified some of the ambiguities in the rewards–creativity relationship by focusing on creative performance in organizations that is contingent on intrinsic and extrinsic rewards. Participants were 241 employee–peer pairs working in various industries. The results indicated that, regardless of the degree of importance of the reward as perceived by the employee, intrinsic rewards exerted a significant direct positive effect on creativity. In contrast, extrinsic rewards exerted only a significant indirect effect on employee creativity via commitment to creativity. Moreover, the effect of extrinsic rewards on creative performance was moderated by the degree of importance of that reward as perceived by the employee. The reward promoted creativity only when the employee regarded that reward as important. Our findings demonstrate distinct underlying mechanisms and boundary conditions of intrinsic and extrinsic rewards in shaping individual employee creativity.
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Hareendrakumar V. R., Suresh Subramoniam, and Nizar Hussain M. "Redesigning Rewards for Improved Fairness Perception and Loyalty." Vision: The Journal of Business Perspective 24, no. 4 (September 29, 2020): 481–95. http://dx.doi.org/10.1177/0972262920946142.

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Human resource (HR) managers are deeply concerned with redesigning the process and changing the practices, to accommodate with the psychological changes happening in employee attitudes to tap committed contributions from them. Literature shows that employees reward fairness perception has a determinant role in shaping employee behaviour in addition to Reward satisfaction. This study has made an attempt to assess the impact of rewards and its contributing factors on improving employee loyalty directly and through the mediating variable of reward fairness perception, indirectly. The study adapted the Total Reward Model of ‘Worldat work’ to test the assumptions related with total rewards and employee loyalty. The data collected from the sample is analysed using structural equation modelling (SEM). The analysis revealed the explaining power and mediating effect of reward fairness perception in the relationship between total rewards and employee loyalty. The results show that enhancement of employee loyalty is possible by properly addressing employee’s reward fairness perception which is achieved through improved reward satisfaction. The results give clear indication to the HR managers about the need of redesigning the reward practice by incorporating employee reward fairness perception to optimize employee loyalty.
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Kolluru, Mythili. "Association between rewards and employee performance: An empirical research on Omani banks." Corporate Governance and Sustainability Review 5, no. 1 (2021): 15–21. http://dx.doi.org/10.22495/cgsrv5i1p2.

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The current paper aims to explore the association between rewards and employee performance in the Oman banking sector. This study evaluates data of 500 bank employees across 18 listed banks in the Sultanate of Oman. A theoretical framework is discussed to assess the effects of rewards on employee performance. According to this literature review, it is proven that rewards influence employee performance. Güngör’s (2011) study shows that organizations develop reward strategies to motivate and increase employee performance. Salah (2016) proves that rewards have a strong influence on employee performance, and he further states that incentives encourage employees to work with purpose and increase organizational performance. The outcomes are examined using factor analysis, structural equation modeling, and multivariate analysis of variance. The results of this study provide critical insights into how companies can adopt effective reward management to sustain and compete in the dynamic business landscape and modulate performance management in Omani banks. Overall, a statistically significant association between the rewards system and employee performance in Oman’s listed banks is established in this study. The study further underscores the need to design and evolve employee-centric policies to get optimum performance. It also offers guideposts for managers and policy planners working in the Middle East countries’ banking sector to develop holistic policies to succeed in stiff, cut-throat competition and ensure participatory management for best performance. Herein, extrinsic and intrinsic rewards are studied concerning their impact on the performance matrix. A proper insightful reward management system may lead to optimum performance, better outcomes, and a robust financial plan
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Wasiman, Wasiman. "THE INFLUENCE OF ORGANIZATIONAL CULTURE AND REWARDS SYSTEM ON THE PERFORMANCE EMPLOYEES OF HOTEL IN BATAM CITY WITH ORGANIZATIONAL COMMITMENT AS INTERVENING VARIABLES." Jurnal Apresiasi Ekonomi 6, no. 3 (November 7, 2018): 305–13. http://dx.doi.org/10.31846/jae.v6i3.95.

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The purpose of this study was to determine the Influence of Organizational Culture and Rewards System, on the Performance of Hotel Employees in Batam City with Organizational Commitment as Intervening Variables. Respondents used in this study were employees of four-star hotels in Batam City with a total of 205 respondents. The method used in this research is observation, field, data collection by distributing questionnaires to employees of four-star hotels in Batam city. Data analysis uses multiple linear data analysis using SEM Amos program. Validi test results for organizational culture variables with seven indicators are valid. Results Test the validity of the reward system with six indicators declared valid. The results of the validity of organizational commitment test with three indicators are declared valid. The results of the employee performance validity test with five indicators are declared valid, declared valid because the results of the data processing are above 0.60. The results of the study conclude that (1). Organizational culture influences employee performance, the better the organizational culture turns out to be able to have a large impact on improving employee performance. (2). Organizational culture influences organizational commitment, the better the organizational culture, the stronger the organizational commitment of employees. (3) The reward system influences organizational commitment, the better the Rewards System, the stronger the organizational commitment of employees. (4). Rewards system influences employee performance. The better the reward system increases employee performance (5) Organizational commitment affects employee performance, the better organizational commitment, the better employee performance Keywords: Organizational Culture, Rewards System, and Organizational Commitment Employee performance
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Noorazem, Nurul Asyiqin, Sabiroh Md Sabri, and Eliy Nazira Mat Nazir. "The Effects of Reward System on Employee Performance." Jurnal Intelek 16, no. 1 (January 26, 2021): 40–51. http://dx.doi.org/10.24191/ji.v16i1.362.

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Reward system which consists of financial rewards and non-financial rewards has become essential to an organization in managing employees’ performance. Motivated employees can be a significant factor in organizational success. When employees are motivated to work at higher levels of productivity, the organization as a whole will run more efficiently and is more effective at reaching its goals. Literature review on the previous studies has proven that the reward system can motivate and subsequently increase employees’ performance. Reward system comes in many forms, for example, intrinsic rewards and extrinsic rewards. Thus, the organization must critically understand what types of reward system can motivate the employee to perform well in their job. The purpose of this research is to investigate the effects of the reward system in an organization on employee performance. The variable tested in this study includes salary, bonuses, appreciation and medical benefits. This study adopted a quantitative approach where 132 sets of questionnaires were distributed to the participants selected using convenience sampling. Data were then analyzed using SPSS software and a few analyses were carried out such as correlations analysis and regression analysis. The results show that all variables have a significant impact on employees’ performance. The results of this study can be used by the organization to improve its reward system and to ensure it could help in increasing the employees’ performance.
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Dissertations / Theses on the topic "Employee rewards"

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Laundon, Melinda K. "Just rewards: Perceived fairness, transparency and employee reward systems." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/122617/1/Melinda_Laundon_Thesis.pdf.

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In this thesis by published papers, the dimensions of a reward system in a large Australian financial and insurance services organisation are examined. Across four studies, insights relevant to employees, managers and organisations are provided about how the design and management of reward systems influence the fairness perceptions of employees at different levels.
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Javed, Basit, and Muhammad Jaffar. "Impact of Succession Planning on Employee Retention." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-43902.

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The rise in the employee turnover rates is increasing the concerns amongst the organizations in retaining the employees in the workplace. The higher turnover rates are threatening the business capability in earning higher profits. Grounded by the leadership and motivational theories, the following study aims explore that how the succession planning strategies could help in retaining the employees in the organization. Swedish organizations are chosen as the area of the study. In order to fulfill the purpose of the research, the data has been gathered from primary and secondary tools. The secondary tools used in the study are past papers related to succession planning and employee retention as well as information collected through SHRM/Globoforce employee recognition survey and OECD statistical data. The primary tools used in the study are semi-structured questionnaire and face to face interviews. The data analysis involved the evaluation of the secondary data, face to face interview and classification of themes on the basis of semi-structured questionnaire. By means of the thematic analysis, four main themes were emerged. The findings showed that in order to retain the employees fruitfully, Swedish organizations should work on planning career development programs, identify and develop the talent pool and offer non-monetary rewards to the employees. This will enable them to be committed with the company and stay with it for a longer time. The implications for the study is that it will bring a positive social change by adapting the effective succession planning practices which will as a result help to increase the morale of employee and enhance the business profits by retaining the talented employees in the organization. The study has some limitations on the basis of which, it is suggested to the future scholars to conduct a quantitative study by taking a longitudinal approach in order to validate the findings on the statistical grounds as well.
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Bobi, Lungiswa. "Remuneration and rewards strategies at the Nelson Mandela Metropolitan University." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1021232.

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To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.
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Thumbran, Rene S. "Utilizing non-financial rewards as a competitive advantage in attracting and retaining employees." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/26360.

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Most research in terms of reward focuses on the financial aspects. Little has been done to understand the value of non-financial rewards. The objective of this study is to determine if South African organisations are utilising nonfinancial rewards as a competitive advantage in attracting and retaining employees. A survey was developed and distributed to gather data regarding the preferences of organisations and individuals for financial versus non-financial rewards. The data was statistically analysed to determine the organisational value of both – with special attention on how organisations use non-financial rewards. As expected, organisations indicated a preference for financial rewards, but this preference was also strongly indicated by individuals. Given the cost effectiveness of non-financial rewards, and its long-term value, the study determines that there is still a place for such rewards within the broader context of the total reward approach. The cost and legislative implications associated with financial rewards makes non-financial rewards, if well positioned, an attractive option as a distinctive competitive advantage in attracting and retaining employees. In addition, it presents organisations with a certain level of fluidity in offering alternatives to employees and in dealing with profitability challenges.
Dissertation (MBA)--University of Pretoria, 2010.
Gordon Institute of Business Science (GIBS)
unrestricted
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Němcová, Tereza. "Využití konceptu celkové odměny v systému odměňování vybrané společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2018. http://www.nusl.cz/ntk/nusl-377410.

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This master thesis focuses on usage of the concept of total reward in selected company. The theoretical part summarizes concepts and knowledge related to remuneration of employees and the concept of total reward. The analytical part focuses on detailed description of current state of the company and defined issue. The last part includes proposals for changes in the remuneration system focusing on balancing this system of selected company according to the concept of total reward.
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Warneke, Kirsten Ruth. "Perceptions of internal rewards equity, equity sensitivity, psychological capital and work engagement." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/4193.

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Psychological capital and work engagement, both constructs rooted in positive psychology, have been associated with positive outcomes in the workplace, such as better job performance and organisational citizenship behaviours. The rewards practices of organisations have not been widely studied in relation to these positive psychological constructs, despite the clear importance of understanding how the way that employees are rewarded serves to motivate behaviour in the workplace. This study sought to bring together two rewards-centred constructs, namely, the perceptions of equity of rewards and the equity sensitivity of employees, and the two positive psychological constructs of psychological capital and work engagement, with the aim of understanding how these constructs relate to each other and, ultimately, discerning how reward systems might best be aligned to improve employee performance. A theoretical model was constructed based on a review of relevant literature, and eight hypotheses were set to test the model. This research took the form of a cross-sectional design, using a composite questionnaire to measure psychological capital, work engagement, equity sensitivity and perceptions of equity in rewards by means of a self-report electronic survey. Employees at a South African university were invited to participate in the study by means of an emailed invitation, and a sample of 305 respondents was achieved. Data analysis was conducted using descriptive and inferential statistics, which included frequency tables, Cronbach’s alpha testing, Pearson’s Product-Moment Correlations, chi-square tests, t-tests, analysis of variance, hierarchical regression analysis, confirmatory factor analysis, and structural equation modelling. The results of the survey showed that respondents had high levels of psychological capital with the exception of the medium scores on the Optimism dimension; levels of work engagement were high overall; responses regarding the perceptions of equity of rewards relating to promotions were most negative, with the rest of the perceptions of equity of rewards dimensions being scored neutrally; and scores for equity sensitivity showed a tendency toward a benevolent disposition. Significant differences were found between demographic groups in the sample for all of the constructs under investigation. Evidence was found in support of the hypothesised relationships in the theoretical model, with the exception of the hypothesised link between equity sensitivity and the perceptions of equity of rewards. The hypotheses regarding moderation relationships were not accepted, based on the results of the hierarchical regression analysis. Structural equation model testing resulted in unsatisfactory fit of the statistical model. Confirmatory factor analysis results provided support for the acceptability of the Equity Sensitivity Instrument, Utrecht Work Engagement Scale and Psychological Capital Questionnaire for use on a South African sample. As far as it could be ascertained, the constructs under investigation have not been examined together before. The study therefore contributes uniquely to the existing body of positive organisational behaviour research, and begins to fill the gap identified in the Rewards literature. A number of recommendations for researchers and for organisations stemming from the study are put forward.
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Lovick-McDaniel, Tawana. "Nonmonetary Strategies to Increase Employee Job Satisfaction in Nonprofit Organizations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7553.

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Nonprofit organizations' managers face challenges in creating nonmonetary rewards to increase the job satisfaction of staff and productivity of the organization. The purpose of this multiple case study was to explore the nonmonetary reward strategies that nonprofit organizations' managers used to increase employee job satisfaction. The targeted population included nonprofit managers who had successfully implemented nonmonetary reward strategies to increase employee job satisfaction. Kalleberg's theory of job satisfaction was the conceptual framework for the study. The primary data collection method was semistructured, face-to-face interviews with 3 participants. Secondary data sources included review of company documents such as employee evaluations and work-from-home request forms. Methodological triangulation of data and information was accomplished by comparing data collected from interviews and company documents. Through coding and thematic analysis, 3 primary themes emerged: experience, effective communication, and flexibility. The primary conclusion of this study was that managers use personal experiences as an employee to develop and implement effective reward systems. The implications of this study for social change include the potential to improve employee job satisfaction in nonprofit organizations, which may result in improved employee productivity and promote social development in the community.
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Jeremiah, Andrew. "The effect of employee rewards on staff morale in Western Cape public TVET colleges." Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2861.

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Thesis (DTech (Human Resource Management))--Cape Peninsula University of Technology, 2018.
The purpose of this study was to investigate the impact of intrinsic and extrinsic rewards on the job satisfaction and morale of educators in Western Cape Public Technical Vocational Education and Training (TVET) institutions. The study endeavoured to determine factors that contributed to public TVET educators’ dissatisfaction with intrinsic and extrinsic rewards offered by public TVET institutions in the Western Cape. In addition, the study investigated the job satisfaction of public TVET educators as well as the resultant morale, attrition and absenteeism brought about by educators’ dissatisfaction with rewards offered. The study was also expected to present findings and make recommendations to public TVET institutions and the Department Higher Education and Training (DHET). Recommendations were supposed to be made to bring about an improvement in the job satisfaction and morale of public TVET educators in the Western Cape. A stratified purposive sampling procedure was utilised in drawing up the sample from some population of 1535 educators in the Western in 2013. The Research Advisors (2006) and Krejcie and Morgan (1970) Sample Size Tables were utilised. However, out of 308 JDI questionnaires that were initially distributed 265 were returned duly completed. The two hundred and sixty-five JDI questionnaires were processed using SPSS Version 23. As suggested by statistical analysis, the overall conclusion drawn from the research was that extrinsic and intrinsic rewards significantly predicted the job satisfaction and morale of educators in a sample of 308 derived from some population of 1535 educators in Western Cape public TVET institutions. This study revealed that extrinsic and intrinsic rewards had a significant influence or impact on the job satisfaction and morale of public TVET educators in the Western Cape. It was discovered that beside extrinsic rewards such as pay and bonuses, intrinsic rewards such as the job itself were important in the job satisfaction and morale of educators. Beside the above it was also discovered that supervision, career progression opportunities and relationships among principals and staff, and among educators and learners were instrumental in enhancing the job satisfaction and morale of educators. Beside the above mentioned, it was discovered that learners’ grades after assessments also played a major role in the motivation of public TVET educators. It was confirmed that extrinsic and intrinsic rewards complimented each other in fostering and enhancing the job satisfaction and morale of public TVET educators in the Western Cape. The results of this study showed that job satisfaction among public TVET educators in the Western Cape could be explained by the type of rewards (extrinsic and intrinsic) offered by public TVET institutions as previously indicated. In other studies, mentioned in this study it was confirmed that beside extrinsic rewards, intrinsic rewards such as the job itself and the educational institution enhanced the educator’s job satisfaction and morale. When an employer fulfils the educator’s intrinsic and extrinsic reward expectations, an educator’s affective commitment, job satisfaction and morale is enhanced.
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Geiger, Thomas M. "Effort for Payment in Organizations: Rewards, Labor Markets, and Interpersonal Citizenship Behaviors." Xavier University / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1395247264.

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Roberts, Roshan Levina. "The relationship between rewards, recognition and motivation at an insurance company in the Western Cape." Thesis, University of the Western Cape, 2005. http://etd.uwc.ac.za/index.php?module=etd&amp.

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Increasingly, organisations are realising that they have to establish an equitable balance between the employee&rsquo
s contribution to the organisation and the organisation&rsquo
s contribution to the employee. Establishing this balance is one of the main reasons to reward and recognise employees. Organisations that follow a strategic approach to creating this balance focus on the three main components of a reward system, which includes, compensation, benefits and recognition (Deeprose, 1994). Studies that have been conducted on the topic indicates that the most common problem in organisations today is that they miss the important component of recognition, which is the low-cost, high-return ingredient to a well-balanced reward system. A key focus of recognition is to make employees feel appreciated and valued (Sarvadi, 2005). Research has proven that employees who get recognised tend to have higher self-esteem, more confidence, more willingness to take on new challenges and more eagerness to be innovative (Mason, 2001). The aim of this study is to investigate whether rewards and recognition has an impact on employee motivation. A biographical and Work Motivation Questionnaire was administered to respondents (De Beer, 1987). The sample group (N= 184) consists of male and female employees on post-grade levels 5 to 12. The results of the research indicated that there is a positive relationship between rewards, recognition and motivation. The results also revealed that women, and employees from non-white racial backgrounds experienced lower levels of rewards, recognition and motivation. Future research on the latter issues could yield interesting insights into the different factors that motivate employees. Notwithstanding the insights derived from the current research, results need to be interpreted with caution since a convenience sample was used, thereby restricting the generalisability to the wider population.
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Books on the topic "Employee rewards"

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Prenzno, Nancy. Total rewards: From strategy to implementation. Scottsdale, AZ: WorldatWork, 2000.

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Rogers, Susan Liller. Communicating total rewards. Scottsdale, AZ: WorldatWork, 2006.

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Scot, Marcotte, ed. Communicating total rewards. 3rd ed. Scottsdale: WorldatWork, c2010., 2010.

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(Organization), WorldatWork. Total Rewards Communications: A Collection of Articles from WorldatWork. Scottsdale, Arizona: WorldatWork, 2010.

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Tropman, John E. The compensation solution: How to develop an employee-driven rewards system. San Francisco: Jossey-Bass, 2001.

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Schier, T. J. Send flowers to the living!: Rewards, contests, and incentives to build employee loyalty. Flower Mound, TX: Incentivize Solutions, 2002.

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Barnett, Rosalind C. Rewards and concerns in the employee role and their relationship to health outcomes. Wellesley MA: Wellesley College, Center for Research on Women, 1988.

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Graham, Michael Dennis. Effective executive compensation: Creating a total rewards strategy for executives. New York: AMACOM/American Management Association, 2008.

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Graham, Michael Dennis. Effective executive compensation: Creating a total rewards strategy for executives. New York: AMACOM/American Management Association, 2008.

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Armstrong, Michael. Employee reward. 2nd ed. London: Institute of Personnel and Development, 1999.

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Book chapters on the topic "Employee rewards"

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Kwok, Andrei O. J., Motoki Watabe, and Pervaiz K. Ahmed. "Excessive Extrinsic Rewards in Workplace Relationships." In Augmenting Employee Trust and Cooperation, 11–21. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-2343-1_2.

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Kwok, Andrei O. J., Motoki Watabe, and Pervaiz K. Ahmed. "Psychological Contract and Rewards in the Workplace." In Augmenting Employee Trust and Cooperation, 23–41. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-2343-1_3.

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Shafagatova, Aygun, and Amy Van Looy. "Understanding the Alignment of Employee Appraisals and Rewards with Business Processes." In Lecture Notes in Computer Science, 386–401. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-26619-6_25.

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Pendleton, Andrew. "Employee share ownership in Europe." In Rethinking Reward, 224–44. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-21747-9_12.

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Lindop, Esmond. "Employee voice in pay determination." In Rethinking Reward, 41–58. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-21747-9_3.

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Kinley, Nik, and Shlomo Ben-Hur. "Extrinsic Motivation: Using Reward and Punishment." In Changing Employee Behavior, 59–81. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137449566_4.

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Petruzzellis, Silverio, Oriana Licchelli, Ignazio Palmisano, Valeria Bavaro, and Cosimo Palmisano. "Employee Profiling in the Total Reward Management." In Lecture Notes in Computer Science, 739–44. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11875604_82.

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Kelly, Erin L. "Discrimination against Caregivers? Gendered Family Responsibilities, Employer Practices, and Work Rewards." In Handbook of Employment Discrimination Research, 353–74. New York, NY: Springer New York, 2005. http://dx.doi.org/10.1007/978-0-387-09467-0_18.

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Nelson, Bob. "You get what you reward: A research-based approach to employee recognition." In The psychologically healthy workplace: Building a win-win environment for organizations and employees., 157–79. Washington: American Psychological Association, 2016. http://dx.doi.org/10.1037/14731-008.

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Hashem, Maryam, David Gallear, and Esra Aldhaen. "Enhancing the Creativity of Employees in the Education Sector During COVID-19 Pandemic: The Role of Rewards." In Explore Business, Technology Opportunities and Challenges ‎After the Covid-19 Pandemic, 339–48. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-08954-1_31.

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Conference papers on the topic "Employee rewards"

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Alwi, Mohd Nur Ruzainy. "Gen Y: Employee Rewards, Motivation And Workplace Loyalty." In IEBMC 2017 – 8th International Economics and Business Management Conference. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.07.02.38.

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Yang, Yue, and Yuemiao Cao. "Relationship between Rewards and Employee Creativity in Advertising Agencies." In the 2019 2nd International Conference. New York, New York, USA: ACM Press, 2019. http://dx.doi.org/10.1145/3354153.3354163.

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Sethunga, Susith, and Indika Perera. "Impact of Performance Rewards on Employee Turnover in Sri Lankan IT Industry." In 2018 Moratuwa Engineering Research Conference (MERCon). IEEE, 2018. http://dx.doi.org/10.1109/mercon.2018.8421961.

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Tantyyana Pardosi, Ruri, Nur Rahmah Andayani, and Patyot Dechsiri. "The Effect of Rewards and Punishment, Job Rotation, Employee Engagement and Career Development on Employee Performance at PT XYZ." In The International Conference on Applied Economics and Social Science. SCITEPRESS - Science and Technology Publications, 2021. http://dx.doi.org/10.5220/0010934200003255.

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Asnur, Lise, and Desri Yeni. "The Effect of Rewards and Punishment on Employee Performance at Daima Hotel Padang." In Proceedings of the 1st International Conference on Education, Humanities, Health and Agriculture, ICEHHA 2021, 3-4 June 2021, Ruteng, Flores, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.3-6-2021.2310911.

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Yang, Yue, and Xinxin Ai. "An Empirical Study on Relationship between Rewards and Employee Creativity in Advertising Agencies." In ICIAI 2020: 2020 the 4th International Conference on Innovation in Artificial Intelligence. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3390557.3394323.

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Tappura, Sari. "OHS Management Skill Development and Continuing Learning." In Human Systems Engineering and Design (IHSED 2021) Future Trends and Applications. AHFE International, 2021. http://dx.doi.org/10.54941/ahfe1001140.

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Occupational Health and Safety (OHS) management focuses on employee safety and health; OHS legislation establishes the requirements for OHS management competencies. This study aims to identify measures for developing OHS management skills during a management career to support managers’ competence development and continuing learning. A qualitative multiple-case study of seven industrial companies in the energy and processing industries and industrial services was conducted. Measures for developing OHS management skills during the following stages of a management career were identified: 1) recruitment, 2) orientation, 3) competence assessment, 4) competence development, 5) performance assessment and measurement, and 6) incentives and rewards. This study suggests practical organizational measures for developing managers’ OHS competence at different career stages as general management competencies. Developing managers’ OHS competence provides them with knowledge of their responsibilities and expectations, as well as company-wide OHS objectives and practices to improve OHS and operational efficiency.
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Sunkanmi Adeyemi, Benjamen, Clinton Aigbavboa, and Wellington D Thwala. "Factors Affecting Total Quality Management Implementation in the Construction Industry." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002243.

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Total quality management (TQM) is an organisation idea that regularly enhances the superiority of products as well as services by concentrating on the customers’ necessities and desires to improve customer satisfaction. This paper aimed to review previous literatures on various issues affecting TQM implementation in the construction industry such as absence of benchmarking, employee confrontation to change, absence of understanding, inadequate preparation, absence of top management obligation, absence of customer focus, absence of rewards and acknowledgment, inadequate evaluation processes, insufficient fund, inefficient management, inadequate raw materials, lack of proper communication and unproductive leadership. This research source for information through recognised articles in journals, conference papers, government reports and so on. The findings from the extensive literature review form previous studies are cross-sectional. According to the previous research, it was revealed that those challenges of total quality management are vary. It is recommended that construction stakeholders should always avoid any obstacle that can affect total quality management in the construction industry.
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Noothigattu, Ritesh, Djallel Bouneffouf, Nicholas Mattei, Rachita Chandra, Piyush Madan, Kush R. Varshney, Murray Campbell, Moninder Singh, and Francesca Rossi. "Teaching AI Agents Ethical Values Using Reinforcement Learning and Policy Orchestration." In Twenty-Eighth International Joint Conference on Artificial Intelligence {IJCAI-19}. California: International Joint Conferences on Artificial Intelligence Organization, 2019. http://dx.doi.org/10.24963/ijcai.2019/891.

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Autonomous cyber-physical agents play an increasingly large role in our lives. To ensure that they behave in ways aligned with the values of society, we must develop techniques that allow these agents to not only maximize their reward in an environment, but also to learn and follow the implicit constraints of society. We detail a novel approach that uses inverse reinforcement learning to learn a set of unspecified constraints from demonstrations and reinforcement learning to learn to maximize environmental rewards. A contextual bandit-based orchestrator then picks between the two policies: constraint-based and environment reward-based. The contextual bandit orchestrator allows the agent to mix policies in novel ways, taking the best actions from either a reward-maximizing or constrained policy. In addition, the orchestrator is transparent on which policy is being employed at each time step. We test our algorithms using Pac-Man and show that the agent is able to learn to act optimally, act within the demonstrated constraints, and mix these two functions in complex ways.
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Mclarney, Carolan, and James Hansen. "INFLUENCES ON EMPLOYEE REWARD STRATEGIES IN INTERNATIONAL ORGANIZATIONS." In 21st International Academic Conference, Miami. International Institute of Social and Economic Sciences, 2016. http://dx.doi.org/10.20472/iac.2016.021.025.

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Reports on the topic "Employee rewards"

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Hoffman, Mitchell, and Steven Tadelis. People Management Skills, Employee Attrition, and Manager Rewards: An Empirical Analysis. Cambridge, MA: National Bureau of Economic Research, February 2018. http://dx.doi.org/10.3386/w24360.

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Honig, Dan. Managing for Motivation as Public Performance Improvement Strategy in Education & Far Beyond. Research on Improving Systems of Education (RISE), August 2022. http://dx.doi.org/10.35489/bsg-rise-misc_2022/04.

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People management has an important role to play in improving public agency performance. This paper argues that a ‘Route Y’ managerial approach focused on supporting the empowered exercise of employee judgment will in many circumstances prove superior to conventionalreform approaches steeped in ‘Route X’ monitoring and incentives. Returns to Route Y are greater when employees are or can become more “mission motivated” – that is, aligned with the goals of the agency in the absence of monitoring and extrinsic incentives. Returns to Route Y are also greater when monitoring is incomplete or otherwise likely to unproductively distort effort, thus lowering the returns to using performance-linked rewards and penalties. I argue that education systems are one (but far from the only) setting where Route Y is a lever worth focusing on in efforts to improve public performance in the developed and developing world alike.
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Putriastuti, Massita Ayu Cindy, Vivi Fitriyanti, and Muhammad Razin Abdullah. Leveraging the Potential of Crowdfunding for Financing Renewable Energy. Purnomo Yusgiantoro Center, June 2021. http://dx.doi.org/10.33116/br.002.

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• Renewable energy (RE) projects in Indonesia usually have IRR between 10% and 15% and PP around 6 to 30 years • Attractive return usually could be found in large scale RE projects, although there are numerous other factors involved including technology developments, capacity scale, power purchasing price agreements, project locations, as well as interest rates and applied incentives. • Crowdfunding (CF) has big potential to contribute to the financing of RE projects especially financing small scale RE projects. • P2P lending usually targeted short-term loans with high interest rates. Therefore, it cannot be employed as an alternative financing for RE projects in Indonesia. • Three types of CF that can be employed as an alternative for RE project funding in Indonesia. Namely, securities, reward, and donation-based CF. In addition, hybrid models such as securities-reward and reward-donation could also be explored according to the project profitability. • Several benefits offer by securities crowdfunding (SCF) compared to conventional banking and P2P lending, as follows: (1) issuer do not need to pledge assets as collateral; (2) do not require to pay instalment each month; (3) issuer share risks with investors with no obligation to cover the investor’s loss; (4) applicable for micro, small, medium, enterprises (MSMEs) with no complex requirements; and (5) there is possibility to attract investors with bring specific value. • Several challenges that need to be tackled such as the uncertainty of RE regulations; (1) issuer’s inability in managing the system and business; (2) the absence of third parties in bridging between CF platform and potential issuer from RE project owner; (3) the lack of financial literacy of the potential funders; and (4) lastly the inadequacy of study regarding potential funders in escalating the RE utilisation in Indonesia.
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Lazonick, William. Investing in Innovation: A Policy Framework for Attaining Sustainable Prosperity in the United States. Institute for New Economic Thinking Working Paper Series, March 2022. http://dx.doi.org/10.36687/inetwp182.

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“Sustainable prosperity” denotes an economy that generates stable and equitable growth for a large and growing middle class. From the 1940s into the 1970s, the United States appeared to be on a trajectory of sustainable prosperity, especially for white-male members of the U.S. labor force. Since the 1980s, however, an increasing proportion of the U.S labor force has experienced unstable employment and inequitable income, while growing numbers of the business firms upon which they rely for employment have generated anemic productivity growth. Stable and equitable growth requires innovative enterprise. The essence of innovative enterprise is investment in productive capabilities that can generate higher-quality, lower-cost goods and services than those previously available. The innovative enterprise tends to be a business firm—a unit of strategic control that, by selling products, must make profits over time to survive. In a modern society, however, business firms are not alone in making investments in the productive capabilities required to generate innovative goods and services. Household units and government agencies also make investments in productive capabilities upon which business firms rely for their own investment activities. When they work in a harmonious fashion, these three types of organizations—household units, government agencies, and business firms—constitute “the investment triad.” The Biden administration’s Build Back Better agenda to restore sustainable prosperity in the United States focuses on investment in productive capabilities by two of the three types of organizations in the triad: government agencies, implementing the Infrastructure Investment and Jobs Act, and household units, implementing the yet-to-be-passed American Families Act. Absent, however, is a policy agenda to encourage and enable investment in innovation by business firms. This gaping lacuna is particularly problematic because many of the largest industrial corporations in the United States place a far higher priority on distributing the contents of the corporate treasury to shareholders in the form of cash dividends and stock buybacks for the sake of higher stock yields than on investing in the productive capabilities of their workforces for the sake of innovation. Based on analyzes of the “financialization” of major U.S. business corporations, I argue that, unless Build Back Better includes an effective policy agenda to encourage and enable corporate investment in innovation, the Biden administration’s program for attaining stable and equitable growth will fail. Drawing on the experience of the U.S. economy over the past seven decades, I summarize how the United States moved toward stable and equitable growth from the late 1940s through the 1970s under a “retain-and-reinvest” resource-allocation regime at major U.S. business firms. Companies retained a substantial portion of their profits to reinvest in productive capabilities, including those of career employees. In contrast, since the early 1980s, under a “downsize-and-distribute” corporate resource-allocation regime, unstable employment, inequitable income, and sagging productivity have characterized the U.S. economy. In transition from retain-and-reinvest to downsize-and-distribute, many of the largest, most powerful corporations have adopted a “dominate-and-distribute” resource-allocation regime: Based on the innovative capabilities that they have previously developed, these companies dominate market segments of their industries but prioritize shareholders in corporate resource allocation. The practice of open-market share repurchases—aka stock buybacks—at major U.S. business corporations has been central to the dominate-and-distribute and downsize-and-distribute regimes. Since the mid-1980s, stock buybacks have become the prime mode for the legalized looting of the business corporation. I call this looting process “predatory value extraction” and contend that it is the fundamental cause of the increasing concentration of income among the richest household units and the erosion of middle-class employment opportunities for most other Americans. I conclude the paper by outlining a policy framework that could stop the looting of the business corporation and put in place social institutions that support sustainable prosperity. The agenda includes a ban on stock buybacks done as open-market repurchases, radical changes in incentives for senior corporate executives, representation of workers and taxpayers as directors on corporate boards, reform of the tax system to reward innovation and penalize financialization, and, guided by the investment-triad framework, government programs to support “collective and cumulative careers” of members of the U.S. labor force. Sustained investment in human capabilities by the investment triad, including business firms, would make it possible for an ever-increasing portion of the U.S. labor force to engage in the productive careers that underpin upward socioeconomic mobility, which would be manifested by a growing, robust, and hopeful American middle class.
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