Relevant bibliographies by topics / Incentive of employees

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Academic literature on the topic 'Incentive of employees'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Incentive of employees"

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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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Jenkins, Kristi Rahrig, Nour Fakhoury, Caroline R. Richardson, Michelle Segar, Erin Krupka, and Jeffrey Kullgren. "Characterizing Employees’ Preferences for Incentives for Healthy Behaviors: Examples to Improve Interest in Wellness Programs." Health Promotion Practice 20, no. 6 (June 25, 2018): 880–89. http://dx.doi.org/10.1177/1524839918776642.

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Background. Many employers now incentivize employees to engage in wellness programs, yet few studies have examined differences in preferences for incentivizing participation in healthy behaviors and wellness programs. Method. We surveyed 2,436 employees of a large university about their preferences for incentivizing participation in different types of healthy behaviors and then used multivariable logistic regression to estimate associations between employees’ socioeconomic and demographic characteristics and their preferences for incentives for engaging in healthy behaviors. Results. Compared with nonunion members, union members had higher odds of wanting an incentive for eating healthily (adjusted odds ratio [AOR] = 1.60, 95% [CI; 1.21, 2.12]), managing weight (AOR = 1.53, 95% CI [1.14, 2.06]), avoiding drinking too much alcohol (AOR = 1.41, 95% CI [1.11, 1.78]), quitting tobacco (AOR = 1.37, 95% CI [1.06, 1.77]), managing stress (AOR = 1.37, 95% CI [1.08, 1.75]), and managing back pain (AOR = 1.64, 95% CI [1.28, 2.10]). Compared with staff, faculty employees reported higher odds for wanting an incentive for reducing alcohol intake (AOR = 1.34, 95% CI [1.00, 1.78]) and quitting tobacco (AOR = 1.43, 95% CI [1.04, 1.96]). Women had lower odds than men (AOR = 0.80, 95% CI [0.64, 0.99]) of wanting an incentive for managing back pain. Conclusions. Preferences for incentives to engage in different types of healthy behaviors differed by employees’ socioeconomic and demographic characteristics. Organizations may consider using survey data on employee preferences for incentives to more effectively engage higher risk populations in wellness programs.
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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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Zilincikova, Maria, and Katarina Repkova Stofkova. "Motivational Elements of Employees as a Competitive Advantage of Companies in the Conditions of Globalization." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 6, no. 5 (2020): 16–24. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.65.1002.

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The article analyzes with the analysis of the influence of incentive elements on the motivation of workers to better performance and satisfaction, across the whole active population in the context of the new economy. For specific generations, motivational incentives are diverse. The main reasons of using the award, recognition of the performance and motivation are long-term sustainable good relationships in the workplace, as well as demonstrable work successes and, last but not least, an increase in the success of the whole company. Different incentive elements also used in the Slovak Republic and other European Union countries. A majority motivation characterizes Slovakia through financial evaluation. However, recent years indicate a change of mindset of employers and employees. The population of the Slovak Republic is ageing, the retirement age is increasing, which demographically affects the development of the labour market. The age structure of the society suggests that everyone has a better performance stimulant. Motivating incentives that can offset the employee’s financial remuneration become a competitive advantage for businesses. Recently, the state has been helping businesses to stimulate employees properly through holiday vouchers. In the future, it expected that it would be just incentive elements that will attract potential employees to companies and secondly it will be the financial evaluation of the employee. Slovak society can be inspired in many ways by other European Union countries. In contrast, the Slovak Republic still has many professionals in the areas of health, education, engineering, and many others. The paper points to changes related to the demographic development of the company, the change of motivation for permanent and new employees. The aim is to anticipate the possible development of incentives and the incorporation of new elements of motivation into human resource management in companies. Autoregres prepared in MATLAB. The article deals with the prediction of the selection of individual incentives for specific age groups of employees.
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Wismantoro, Priyo, and Intan Mezeki. "ANALISIS MODEL SISTEM KOMPENSASI DALAM MOTIVASI KERJA PADA RUMAH MAKAN MINANG RAYA BOGOR." Jurnal Ilmiah Binaniaga 3, no. 01 (November 27, 2018): 35. http://dx.doi.org/10.33062/jib.v3i01.187.

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Compensation is a reward in forms of money that was given by the head of a company to his/her employees in order the employees to maintain their high motivation to reach the company’s goal. In this research the writer would like to know to what extend the compensation analysis model can increase the motivation of employees at Rumah Makan Minang Raya Bogor. The application of suitable compensation for each employee is the most crucial problem. Therefore, the right handling of the human resource management is needed. If this were done improperly it would lead to a dissatisfaction of the employees. The nature of compensation is to give a base to decide a decision and act to the employee involved in the administration process. The compensation (incentive) for every one is given once in every 3 months by the owner of the restaurant. The incentive is not flat and is based on workload, attendance, and type of job done by employees. The incentive is roughly ranges from 6% to 38% from the monthly compensation. The difference of incentive for each employee is decided on the expertise of each employee. From the results analysis by regression model it can be concluded that there was a significant result between satisfying compensation with the employee’s work motivation as shown by t counted (8.811) is bigger than t table (2.16). This means that X coefficient is significant with the regression equation Y = 12.043 + 0.673 X, if the satisfaction score increases 1 point then the employee’s motivation will increase 0.673. The incentive awarded to the employee as a supplement is aimed at maintaining employees in the long run as an attempt to create comfortable work condition and environment so that the employees can increase their performance.
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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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Terry, Paul E. "On Voluntariness in Wellness: Considering Organizational Health Contingent Incentives." American Journal of Health Promotion 33, no. 1 (January 2019): 9–12. http://dx.doi.org/10.1177/0890117118817012.

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Some would argue that if taking an examination to receive an incentive is not mandatory, it’s voluntary no matter the size of the monetary reward. Others have concerns with how often employers use the word “required” when communicating how employees can earn an incentive. This in spite of clear rules that indicate “health contingent” incentive designs (those based on health measures rather than on completing activities) are an either/or proposition. That is, you can either earn (this amount) by (achieving a clinical standard) or by (participating in or attaining an alternative standard). This editorial examines the merits and demerits of organizational health contingent use of incentives. It is posited that employers can best satisfy a voluntariness standard in their use of financial incentives in wellness programs when the use of incentives are well integrated into a measurably robust, organizational culture that visibly values health; and when all employees are well versed in the meaning of, and opportunities for, reasonable alternatives for earning an incentive. Concerns about the administrative burden behind this idea and other potential unintended consequences of including measures of a culture of health to meet a voluntariness standard are also presented.
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Ding, Xiu-Hao, Yuanqiong He, Jiang Wu, and Chen Cheng. "Effects of positive incentive and negative incentive in knowledge transfer: carrot and stick." Chinese Management Studies 10, no. 3 (August 1, 2016): 593–614. http://dx.doi.org/10.1108/cms-01-2016-0006.

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Purpose Employees play a central role in firms’ knowledge transferal, but knowledge-sharing brings significant costs for employees. Thus, this study aims to explore the components of firms’ incentive systems and how these influence employees’ knowledge-sharing, and also to test whether employees’ knowledge-sharing intentions transform into better knowledge transfer performance at the firm level. Design/methodology/approach This study collected data in China, and 219 usable questionnaires were collected. Then, this study used a structure equation model by LISREL for hypotheses testing. Findings This study finds that positive economic incentives, positive relational incentives and negative relational incentives all increase employees’ knowledge-sharing intentions, contributing to firms’ improved knowledge-transfer performance. Thus, both positive and negative incentives and both economic and relational incentives exert influences on employees’ knowledge-sharing activities. Practical implications Because employees have both material and emotional needs and always want to approach good things and avoid bad things, firms should take measures to make their incentive systems more comprehensive. Then, employees can be motivated to share their knowledge effectively. Originality/value Existing studies have mainly explored the effects of positive economic incentives on knowledge transferal. Because individuals have both a promotion self-regulatory focus associated with an approach motivation and a prevention self-regulatory focus associated with an avoidance motivation, and because they have both material and emotional needs, this study classifies incentives into three types and confirms their effectiveness for motivating employees to share knowledge.
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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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Sutikno, Antonius Edwin. "EXPECTATION BASED REWARD SYSTEM FOR REDUCING EMPLOYEES’ TARDINESS." Jurnal Administrasi Kesehatan Indonesia 7, no. 1 (June 13, 2019): 9. http://dx.doi.org/10.20473/jaki.v7i1.2019.9-17.

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Background: Motivating employees can improve their morale and job satisfaction. Work motivation has a positive effect on work discipline and employee’s performance. Organizations provide reward to their employee to motivate improvement in performance. On the other hand, lack of motivation will result in tardiness. A monthly report of one clinic in Surabaya, for example, shows alarming level of personnel’s tardiness from July to October 2014, with the mean score of 88.85 minutes compared to the standard tolerance of tardiness 15 minutes per day.Aims: This study aims at formulating appropriate recommendations of reward system to reduce employee’s tardiness at one clinic in Surabaya.Methods: This is a quantitative analytical study with a cross-sectional design and observation method. The research samples are 17 employees of the clinic chosen using purposive samplingResults: Results show that 82.35% of employees chose additional incentives as a reward if they do come on time. The majority of employees chose a range of Rp. 51,000 to Rp. 70,000 as the typical amount of incentive. Not all employees agreed to the implementation of punishment system. The reward system is applied when the employees have good attendance record in one month.Conclusions: Extra incentive provides good motivation for employees to deliver proper healthcare in time. The application of reward system from November 2014 to January 2015 gave a positive result in terms of decreasing the number employees who come late to work. Healthcare providers should evaluate employees’ performance and implement reward system to increase the quality of human resource.Keywords: Tardiness, Punishment, Reward.
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Dissertations / Theses on the topic "Incentive of employees"

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Hirsch, Gregory S. (Gregory Seymour). "The Motivational Impact of Incentive Programs on Young Adult Employees in Corporate Casual Restaurants." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278724/.

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This study was conducted to determine which incentive programs best influence young workers in corporate casual restaurants. The server and bar staff of the Chili's division of Brinker International, Inc. were surveyed in 18 stores in the Dallas area. From the sample. 356 usable surveys were received. The study was designed to obtain feedback about existing and future incentive programs that will enhance development of a positive working environment, along with higher productivity and a lower turnover rate.
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Gunkel, Marjaana Wolff Birgitta. "Country-compatible incentive design : a comparision of employees' performance reward preferences in Germany and the USA /." Wiesbaden : Dt. Univ.-Verl, 2006. http://www.gbv.de/dms/zbw/509009921.pdf.

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Clark, David Gregory. "The effectiveness of incentive payment systems : an empirical test of individualism as a boundary condition." Thesis, London School of Economics and Political Science (University of London), 1992. http://etheses.lse.ac.uk/1340/.

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Incentive payment systems became more widely used by companies in the 1980s; their acceptance was supported by the predictions of theorists in disciplines such as economics and social psychology. These theoretical traditions have for the most part proceeded separately, but we argue, there is potential for combining these insights of different traditions to improve the predictive power of models of incentive pay. To this end, this study demonstrates the potential of an interdisciplinary approach to modelling incentive pay. Closer inspection of current models finds that they are founded on assumptions of rational economic man, including calculative individualism. In practice, however, these assumptions often do not hold. We hypothesize that explicitly specifying individualistic values among employees as a boundary condition for the successful operation of incentive pay systems can improve models' predictive power. Our hypotheses are tested by reference to a data set of the opinions of 1240 employees in 14 companies across England and Wales. An incentive pay model was found to have greater predictive power among relatively individualistic employees than among those of relatively collectivistic value sets. In addition, the incidence of an incentive pay system was associated with more effort being supplied among individualistic employees, but there was no significant difference in the effort supplied by collectivistic employees whether or not they are covered by an incentive pay system.
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Leake, Stacie. "Sales incentive program design and compensation." CSUSB ScholarWorks, 2000. https://scholarworks.lib.csusb.edu/etd-project/1707.

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"This project provides a blueprint that will allow Arrowhead Credit Union to clarify and confirm the new sales accountabilities associated with sales jobs within the organization, and to design and implement compensation plans that are successful and aligned with the company's objectives."
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Shelton, Bryan. "An evaluation of two performance pay systems on the productivity of employees in a certified public accounting firm." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4930/.

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This study examined the effects of switching from an incentive pay system solely based on productivity to a scorecard-based incentive pay system. Performance of staff and senior accountants was analyzed across three departments for a two-year baseline and a three-year intervention period. Results showed that percent of charge hour goal remained high during the study. Once the scorecard-based incentive system was implemented, performance on the other line items increased or remained at or above goal levels. Incentive payouts were generally higher under the second incentive plan than under the first for top performers. Possible explanations for data trends, weaknesses of the measures within the scorecard, measure/line item alternatives and implications for future research are also discussed.
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Gunkel, Marjaana. "Country compatible incentive design : a comparison of employees' performance reward preferences in Germany and the USA /." Wiesbaden : Dt. Univ.-Verl, 2006. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=015618335&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Gunkel, Marjaana. "Country-compatible incentive design : a comparision of employees' performance reward preferences in Germany and the USA /." Wiesbaden : Deutscher Universitäts-Verlag, 2006. http://www.gbv.de/dms/zbw/509009921.pdf.

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Rozehnalová, Magda. "Zaměstnanecké benefity ve vybrané společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241402.

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Diploma thesis focus on employee’s benefits in use. The goal is analysis of current situ-ation motivation’s system and formulate proposals for the management of the company Plastika a.s. The proposals will be used to improve satisfaction and hinger work motiva-tion of employees. For primary data collection were used questionnaires. Based on the results of the suggested changes to the current incentive system and improvement of provided employees benefits.
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Přichystalová, Šárka. "Motivace zaměstnanců ve firmě Wisconsin Engineering." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223723.

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This thesis analyzes the motivation of employees and therefore recommend proposals for the creation of a comprehensive incentive program in production company Wisconsin Engineering CZ Ltd. In the first part are the earliest summarized the current theoretical knowledge in the field of motivation. The second part focuses on business performance and analyzing the current state of motivation. The last part of the changes are designed to improve the incentive program organization.
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Jonas, Samantha. "A critical analysis of the tax efficiency of share incentive schemes in relation to employees in South Africa." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/71766.

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Thesis (MAcc)--Stellenbosch University, 2012.
ENGLISH ABSTRACT: Share incentive schemes have become an important part of the remuneration package of employees in South Africa. Employers offer share incentive schemes to employees in order to attract and retain high quality workers while aligning the interests of the employees with those of the shareholders. Employees are motivated to participate in share incentive schemes due to the opportunity to invest in their financial future, as well as the opportunity to share in the economic success and growth of the employer company. Due to the increase in the utilisation of share incentive schemes to remunerate employees, the South African Revenue Service (the SARS) increased its focus on the taxation of such schemes. Section 8C of the Income Tax Act No. 58 of 1962 (the Act) was introduced by the SARS on 24 January 2005 to govern the taxation of share incentive schemes in South Africa. Prior to the introduction of section 8C, section 8A sought to tax the gains realised by employees participating in share incentive schemes, being the difference between the market value on the exercise date and the grant price. The tax liability incurred by employees in terms of section 8A did not tax the full gain eventually realised by employees upon vesting of the shares and the SARS sought to close this loophole through the introduction of section 8C to the Act. The employer company is required by the Fourth Schedule to withhold employees’ tax amounting to the gain realised by the employee in terms of section 8C of the Act. This assignment analysed the workings of the four share incentive schemes most commonly found in the South African marketplace, namely: share option scheme, share purchase scheme, deferred delivery share scheme and phantom share scheme. The current normal income tax legislation governing share incentive schemes in relation to employees was examined by considering literature contained in the Act, amendment bills and acts, case law and other material. Based on current income tax legislation, the tax implications of each of the four selected share incentive schemes was determined and compared in order to determine which of the selected share incentive schemes are most tax efficient in relation to the employee. It was concluded that the share option scheme and the deferred delivery share scheme are the most tax efficient schemes in relation to the employee. Based on case studies conducted, along with an analysis of the current income tax legislation contained in the Act, the share option scheme and the deferred delivery share scheme resulted in the lowest overall tax liability for employees. It was further concluded that employers will be required to revisit the structuring of their current share incentive schemes in order to ensure that any dividends paid to employees in terms of the schemes will remain exempt in terms of the amended section 10(1)(k)(i)(dd). The assignment includes recommendations relating to how share incentive schemes can be structured to be more tax efficient.
AFRIKAANSE OPSOMMING: Aandele-aansporingskemas het ’n belangrike deel van die vergoedingspakkette van werknemers in Suid-Afrika geword. Werkgewers bied aandele-aansporingskemas aan werknemers om sodoende hoë-kwaliteit werkers te lok en te behou terwyl die belange van die werknemers met dié van die aandeelhouers belyn word. Werknemers word gemotiveer om aan aandele-aansporingskemas deel te neem vanweë die geleentheid om in hul finansiële toekoms te belê, sowel as die geleentheid om in die ekonomiese sukses en groei van die werkgewer-maatskappy te deel. Weens die toename in die aanwending van aandele-aansporingskemas om werknemers te vergoed, het die Suid-Afrikaanse Inkomstebelastingdiens (die SAID) sy fokus op die belasting van welke skemas verskerp. Artikel 8C van die Inkomstebelastingwet Nr. 58 van 1962 (die Wet) is deur die SAID op 24 Januarie 2005 ingestel om die belasting van aandele-aansporingskemas in Suid-Afrika te beheer. Voor die instelling van artikel 8C het artikel 8A gepoog om die winste gerealiseer deur werknemers wat aan aandele-aansporingskemas deelneem, te belas, synde die verskil tussen die markwaarde op die uitoefeningsdatum en die toekenningsprys. Die belastingaanspreeklikheid aangegaan deur werknemers ingevolge artikel 8A het nie die volle wins uiteindelik gerealiseer deur werknemers ten tye van vestiging van die aandele belas nie, en die SAID het gepoog om hierdie skuiwergat te sluit deur die instelling van artikel 8C in die Wet. Daar word van die werkgewer-maatskappy verwag om werknemersbelasting ingevolge die Vierde Bylaag te weerhou ten bedrae van die wins deur die werknemer ingevolge artikel 8C van die Wet gerealiseer. Hierdie studie het die werking van die vier mees algemene aandele-aansporingskemas in die Suid-Afrikaanse mark geanaliseer, naamlik: die aandele-opsieskema, aandeleaankoopskema, uitgestelde-leweringskema, en die skyn-aandeleskema. Die huidige normale inkomstebelastingwetgewing wat aandele-aansporingskemas ten opsigte van werknemers beheer, is ondersoek deur die literatuur in die Wet, wysigingswetsontwerpe en wette, beslissings en ander materiaal in oënskou te neem. Gebaseer op huidige inkomstebelastingwetgewing is die belastingimplikasies van elk van die vier geselekteerde aandele-aansporingskemas bepaal en vergelyk om sodoende te bepaal watter van die geselekteerde aandele-aansporingskemas die mees belastingdoeltreffend ten opsigte van die werknemer is. Daar is gevind dat die aandele-opsieskema en die uitgestelde-leweringskema die mees belastingdoeltreffende skemas ten opsigte van die werknemer is. Gebaseer op gevallestudies wat uitgevoer is, tesame met ’n analise van die huidige inkomstebelastingwetgewing vervat in die Wet, het die aandele-opsieskema en die uitgestelde-leweringskema gelei tot die laagste algehele belastingaanspreeklikheid vir werknemers. Daar is verder tot die gevolgtrekking gekom dat daar van werkgewers verwag gaan word om die strukturering van hul huidige aandele-aansporingskemas te hersien om sodoende te verseker dat enige dividende wat aan werknemers in terme van die skemas betaal word, vrygestel sal bly ingevolge die aangepaste artikel 10(1)(k)(i)(dd). Die studie sluit aanbevelings in oor hoe aandele-aansporingskemas gestruktureer kan word om meer belastingdoeltreffend te wees.
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Books on the topic "Incentive of employees"

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Lloyd, Ken. 151 Quick Ideas to Recgonize and Reward Employees. Franklin Lakes: Career Press, 2010.

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Dykstra, Arthur. The exemplar employee: Rewarding & recognizing outstanding direct contact employees. Homewood, Ill: High Tide Press, 1999.

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1001 ways to reward employees. New York: Workman Pub., 2005.

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Nelson, Bob. 1001 ways to reward employees. New York: Workman Pub., 1994.

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Singh, Manjari. Career drivers of new-age employees: Implications for organisational reward and employee development systems. Ahmedabad: Indian Institute of Management, 2005.

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P, Baker George. Subjective performance measures in optimal incentive contracts. Cambridge, MA: National Bureau of Economic Research, 1993.

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Diamond, Harriet. Perfect phrases for motivating and rewarding employees: Hundreds of ready-to-use phrases for encouraging and recognizing employee excellence. 2nd ed. New York: McGraw-Hill, 2010.

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Garber, Peter R. 99 ways to keep employees happy, satisfied, motivated and productive. Old Saybrook, CT: Business & Legal Reports, 2004.

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Eve, Diamond Linda, ed. Perfect phrases for motivating and rewarding employees: Hundreds of ready-to-use phrases to encourage and recognize excellence. New York: McGraw-Hill, 2005.

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Eve, Diamond Linda, ed. Perfect phrases for motivating and rewarding employees: Hundreds of ready-to-use phrases for encouraging and recognizing employee excellence. 2nd ed. New York: McGraw-Hill, 2010.

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Book chapters on the topic "Incentive of employees"

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Tarasiuk, Anna, and Bartosz Wojno. "The Notion of “Employee” in the IDD: A Harmonized Interpretation Based on the EU Law." In AIDA Europe Research Series on Insurance Law and Regulation, 139–59. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52738-9_6.

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AbstractThe issue of the interpretation of the concept of an “employee of insurance undertaking”, which was used in the Directive on insurance distribution may cause issues from the point of view of the definition of the “employee” in terms of the type of legal relationship and the scope of activities that are allowed to be performed only by such employees. The authors demonstrate that, in accordance with the previous case law of the European Court of Justice/Court of Justice of the European Union, the concepts contained in EU directives should be interpreted in accordance with EU law, taking into account its autonomy and its aim (harmonization of legal systems of Member States). This should be applied even if a simple translation of a particular term used in an EU directive into the language of a Member State may give rise to an incentive for that term to be interpreted in the context of a local legal system.
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Wilkesmann, Maximiliane. "From Demigods in White to Normal Employees: Employment Relations and New Incentive Structures in German Hospitals." In Public Accountability and Health Care Governance, 91–114. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-47299-1_5.

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Shirakawa, Keiichi, and Toshiyuki Okoshi. "Dual Agency, Commission Levels, and the Effect on Sale Price in Residential Real Estate Market: A Questionnaire Survey on Real Estate Brokers in Japan." In New Frontiers in Regional Science: Asian Perspectives, 165–80. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-15-8848-8_12.

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AbstractIn residential real estate market, agents have an incentive to steer their clients to their own listings or buyers rather than offering the best value transaction, which is derived from allowing dual agency and information asymmetry among buyers, sellers, and agents. We estimated the commission levels and sale prices of real estate brokers through a questionnaire survey and found that seven out of ten brokers are closing dual-agency deals and lowering sale prices. We could not find any effects of the number of employees, location of office, and major types of contract on dual agency.
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Rozycki, Lisa A. "Effective Employee Incentive Programs." In Bull's-Eye! The Ultimate How-To Marketing & Sales Guide for CPAs, 391–96. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2017. http://dx.doi.org/10.1002/9781119448679.ch33.

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Henley, Amy J. "Employee-Focused Incentive-Based Programs." In Organizational Behavior Management Approaches for Intellectual and Developmental Disabilities, 167–90. New York: Routledge, 2021. http://dx.doi.org/10.4324/9780429324840-13.

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Wine, Byron, and Trang Doan. "Assessing Employee Preferences for Incentives." In Organizational Behavior Management Approaches for Intellectual and Developmental Disabilities, 35–45. New York: Routledge, 2021. http://dx.doi.org/10.4324/9780429324840-5.

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Chattopadhyay, Soumi, Rahul Ghosh, Ansuman Banerjee, Avantika Gupta, and Arpit Jain. "FINESSE: Fair Incentives for Enterprise Employees." In Research Challenges in Information Science, 191–211. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-50316-1_12.

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König, Elisabeth A. "Bonuses (Incentive System; Employee for Performance)." In Encyclopedia of Corporate Social Responsibility, 198–205. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_306.

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Hadwiger, Felix. "Interests and Incentives of the Bargaining Partners." In Contracting International Employee Participation, 85–108. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-71099-0_5.

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Altonji, Joseph G., and Charles R. Pierret. "Employer Learning and the Signalling Value of Education." In Internal Labour Markets, Incentives and Employment, 159–95. London: Palgrave Macmillan UK, 1998. http://dx.doi.org/10.1057/9780230377974_8.

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Conference papers on the topic "Incentive of employees"

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Xiong Kai. "Study on the incentive strategies of knowledge employees." In 2010 2nd International Conference on Information Science and Engineering (ICISE). IEEE, 2010. http://dx.doi.org/10.1109/icise.2010.5691688.

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Jian-Chun, Ke. "On Motivation/Incentive of Knowledge Employees of Virtual Enterprises." In 2009 International Conference on Computer Technology and Development. IEEE, 2009. http://dx.doi.org/10.1109/icctd.2009.264.

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Wu, Youjun, Beiling Li, Lijun Yin, Xinyi Zhang, and Yu Liu. "Research on Incentive Mode of Post-90s Employees in SMEs." In 2021 International Conference on Diversified Education and Social Development (DESD 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210803.060.

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Deng, Yu-Lin, and Wen-Ping Wang. "Study on Incentive Mechanism of Knowledge Employees Based on Human Capital Property Rights." In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5303355.

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Rahardjo, Setyo Sri, and Bhisma Murti. "Factors Associated with Service Performance among Community Health Center Employees in Karanganyar, Central Java." In The 7th International Conference on Public Health 2020. Masters Program in Public Health, Universitas Sebelas Maret, 2020. http://dx.doi.org/10.26911/the7thicph.04.41.

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ABSTRACT Background: Based on the strategic plan of the Karanganyar Health Office, the good accreditation and performance assessment of community health center have not yet been achieved. This is inseparable from the performance of the employee service per-formance. This study aimed to determine factors associated with service performance among community health center employees in Karanganyar, Central Java. Subjects and Method: A cross-sectional study was carried out in 21 community health centers, Karanganyar, Central Java, in October-November. A sample of 210 employees in community health worker was selected by simple random sampling. The dependent variable was service performance. The independent variables were age, edu-cation, tenure, incentive, motivation, skill, satisfaction, accreditation status of commu-nity health center, and working environment. The data were collected by question-naire. The data were analyzed by a multiple logistic regression. Results: Service performance increased with age ≥38 years (b= 1.09; 95% CI= 0.19 to 1.99; p= 0.018), education ≥diploma 3 (b= -0.40; 95% CI= -1.67 to 0.87; p= 0.535), tenure ≥3 years (b= -0.71; 95% CI= -1.79 to 0.37; p= 0.199), good incentive (b= 0.96; 95% CI= -0.28 to 2.19; p= 0.128), good motivation (b= 0.93; 95% CI= 0.09 to 1.77; p= 0.030), good skill (b= 0.97; 95% CI= 0.06 to 1.88; p= 0.037), satisfied (b= 0.92; 95% CI= 0.05 to 1.78; p= 0.037), and good working environment (b= 0.95; 95% CI= 0.11 to 1.80; p= 0.026). Conclusion: Service performance in community health center employees increases with age ≥38 years, ≥diploma, ≥3 years of service, good incentive, good motivation, good skill, satisfied, and good working environment. Keywords: service performance, employee, community health center Correspondence: Mujiran. Masters Program in Public Health, Universitas Sebelas Maret, Jl. Ir. Sutami 36 A, Surakarta 57126, Central Java, Indonesia. Email: mujiransismiharjo@gmail.-com. Mobile: +62 812-2603-915. DOI: https://doi.org/10.26911/the7thicph.04.41
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Chen, Tao, and Yun-fei Shao. "Research on the Bottom Line Employees Incentive Issues under the Everyone Involved in Innovation." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5997932.

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Osborn, Jim. "Developing and implementing a comprehensive training and incentive program for student employees in information." In the 28th annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 2000. http://dx.doi.org/10.1145/354908.354959.

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Zhang, Dabin, Ying Sun, and Zhenlei Zhong. "Simulation of the Incentive Mechanism for Knowledge Sharing between Employees Based on the Organization Design." In 2012 Fifth International Conference on Business Intelligence and Financial Engineering (BIFE). IEEE, 2012. http://dx.doi.org/10.1109/bife.2012.27.

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Yu Zhitao and Liu Fen. "Notice of Retraction: Incentive research of enterprise employees based on psychology contract duality classifies model." In Business Management and Electronic Information. 2011 International Conference on Business Management and Electronic Information (BMEI 2011). IEEE, 2011. http://dx.doi.org/10.1109/icbmei.2011.5916919.

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Li, Yi, and Tingting Wang. "Notice of Retraction: Effect of incentive pay on employees' negative behaviors: The moderating role of organizational commitment." In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5881500.

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Reports on the topic "Incentive of employees"

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Goda, Gopi Shah, Damon Jones, and Colleen Flaherty Manchester. Retirement Plan Type and Employee Mobility: The Role of Selection and Incentive Effects. Cambridge, MA: National Bureau of Economic Research, March 2013. http://dx.doi.org/10.3386/w18902.

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Papke, Leslie. Retirement Choices by State and Local Public Sector Employees: The Role of Eligibility and Financial Incentives. Cambridge, MA: National Bureau of Economic Research, January 2019. http://dx.doi.org/10.3386/w25436.

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Lumsdaine, Robin, James Stock, and David Wise. Retirement Incentives: The Interaction between Employer-Provided Pensions, Social Security, and Retiree Health Benefits. Cambridge, MA: National Bureau of Economic Research, January 1994. http://dx.doi.org/10.3386/w4613.

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Gruber, Jonathan, and James Poterba. Tax Incentives and the Decision to Purchase Health Insurance: Evidence from the Self-Employed. Cambridge, MA: National Bureau of Economic Research, August 1993. http://dx.doi.org/10.3386/w4435.

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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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Bano, Masooda, and Zeena Oberoi. Embedding Innovation in State Systems: Lessons from Pratham in India. Research on Improving Systems of Education (RISE), December 2020. http://dx.doi.org/10.35489/bsg-rise-wp_2020/058.

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The learning crisis in many developing countries has led to searches for innovative teaching models. Adoption of innovation, however, disrupts routine and breaks institutional inertia, requiring government employees to change their way of working. Introducing and embedding innovative methods for improving learning outcomes within state institutions is thus a major challenge. For NGO-led innovation to have largescale impact, we need to understand: (1) what factors facilitate its adoption by senior bureaucracy and political elites; and (2) how to incentivise district-level field staff and school principals and teachers, who have to change their ways of working, to implement the innovation? This paper presents an ethnographic study of Pratham, one of the most influential NGOs in the domain of education in India today, which has attracted growing attention for introducing an innovative teaching methodology— Teaching at the Right Level (TaRL) – with evidence of improved learning outcomes among primary-school students and adoption by a number of states in India. The case study suggests that while a combination of factors, including evidence of success, ease of method, the presence of a committed bureaucrat, and political opportunity are key to state adoption of an innovation, exposure to ground realities, hand holding and confidence building, informal interactions, provision of new teaching resources, and using existing lines of communication are core to ensuring the co-operation of those responsible for actual implementation. The Pratham case, however, also confirms existing concerns that even when NGO-led innovations are successfully implemented at a large scale, their replication across the state and their sustainability remain a challenge. Embedding good practice takes time; the political commitment leading to adoption of an innovation is often, however, tied to an immediate political opportunity being exploited by the political elites. Thus, when political opportunity rather than a genuine political will creates space for adoption of an innovation, state support for that innovation fades away before the new ways of working can replace the old habits. In contexts where states lack political will to improve learning outcomes, NGOs can only hope to make systematic change in state systems if, as in the case of Pratham, they operate as semi-social movements with large cadres of volunteers. The network of volunteers enables them to slow down and pick up again in response to changing political contexts, instead of quitting when state actors withdraw. Involving the community itself does not automatically lead to greater political accountability. Time-bound donor-funded NGO projects aiming to introduce innovation, however large in scale, simply cannot succeed in bringing about systematic change, because embedding change in state institutions lacking political will requires years of sustained engagement.
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The role of incentives in encouraging workplace HIV/AIDS policies and programs. Population Council, 2004. http://dx.doi.org/10.31899/hiv15.1007.

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This brief examines the role of incentives in encouraging companies in Thailand to adopt workplace policies and programs that address AIDS-related stigma and discrimination and respond to the needs of workers for information and services. The research was a collaboration between the Horizons Program, American International Assurance (AIA), the Thailand Business Coalition on AIDS (TBCA), and AusAID. After the initiative was launched (known as the AIDS-response Standard Organization), TBCA staff built relationships with company managers to explain and promote the advantages of joining. Companies agreeing to implement at least three HIV/AIDS workplace policies would receive a reduction of 5–10 percent off group life insurance premiums from AIA, Thailand’s largest insurance provider, if they were AIA clients. As the initiative evolved, TBCA introduced the additional incentive of a certificate endorsed by the government and awarded at a high-profile public ceremony. For each company agreeing to participate, TBCA offered assistance to enhance their activities, including providing educational leaflets, videos, and a mobile exhibition, as well as condoms, peer education training, counseling and referrals to support groups for HIV-positive employees, and assistance with writing company HIV/AIDS policies.
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