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Journal articles on the topic 'Incentives and motivation'
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Кибанов and Ardalon Kibanov. "Methodology of Motivation and Stimulation of Organization’s Personnel." Management of the Personnel and Intellectual Resources in Russia 3, no. 1 (February 10, 2014): 5–10. http://dx.doi.org/10.12737/2619.
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Theoretical and methodological issues of motivation and stimulation of labor activity are discussed, including such concepts, as «motive», «incentive», «motivation » and «stimulation». The essence of interrelating and interconditioning processes of motivation and stimulation is defined along with their constituent elements. In-depth meaning of motivational core as a system of incentives and motives, driving labor activity at a given stage of the organizational life, is revealed. Motivational core, as a cohesion of interrelated incentives and motives, is characterized by the following features: several motives, affecting simultaneously the worker; different incentives corresponding to different kinds of resources being at the disposal of management system; consistent robust cause and effect relationship between motives and incentives; motivational core steadiness; can be modernized based on motives and incentives priority changes; ability to autonomous settlement of differences among motives and between incentives and motives. Major drivers of motivational core creation are discussed. The need for personnel motivational core is reasoned and key ways of motivational core managing are highlighted. Motivational core managing helps to lay down priorities and to range incentives in terms of their effect on motives. In the process certain motives are enhanced and others are weakened. Factors of motivation and stimulation effectiveness and of motivational core efficiency are characterized.
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Kiseleva, G. S. "Assessment of motivation of potential employees of an industrial enterprise." Economy in the industry 11, no. 1 (July 12, 2018): 81–86. http://dx.doi.org/10.17073/2072-1633-2018-1-81-86.
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A competently constructed incentive system ensures a high level of interest and satisfaction with the work activities of the staff, reducing costs and increasing production efficiency. The effectiveness of staff involvement largely depends on determining the motivational attitudes of candidates, identifying the dominant motivators of the applicant, which will save effort and time in dealing with many candidates, hire a specialist focused on achieving goals that do not run counter to the company’s policies. The article outlines the main aspects of assessing the motivation of potential employees. The measures on attraction of necessary quantity of the personnel from external and internal environment are offered. Research of motivational installations of candidates and employees of the industrial enterprise «Signal» Engels Design Bureau named after A.I. Glukharev Joint-Stock Company, on the basis of the data obtained, the values of candidates were determined depending on various parameters: age, position, on a territorial basis. The corporate values that are common to the employees of the enterprise and candidates in search of work are defined: decent wages, comfortable workplace, leadership professionalism, competent company policy, these factors were included in the corporate motivator map. In the area of staff incentives, knowledge of a variety of incentives is required, the ability to link incentives with motivations, and to receive evaluation information on the perception of incentives by candidates and employees to increase the efficiency of staff involvement and enrich the motivation system. The effectiveness of staff involvement can be increased by studying the motivational attitudes of candidates and selecting personnel at the initial stage, the motivational profile of which must match the company’s goals.
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Zalainé Piros, Márta. "Study of Educational Motivation among Agricultural Managers." Acta Agraria Debreceniensis, no. 9 (December 10, 2002): 161–70. http://dx.doi.org/10.34101/actaagrar/9/3577.
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It is a priority for companies to utilise human resources as much as possible. The form and effectiveness of the utilisation of labour largely depends on how much the manager of the company and the human resource management area support and encourage labour to develop individually and work more efficiently – as far as the size of the company justifies and allows. Effective incentive methods have to be set and run. Training incentives will have to play an important part in the future.There has been no major difference between training incentives between managers and subordinates. Material incentives continue to be the key factor. For managers, exchange of information is currently a primary training incentive, as is the opportunity to meet other experts and exchange their ideas. Further, performance-related payment and bonuses applied jointly are also some material incentives. In the future, material incentives will gain in importance. For subordinates, the operation of material incentives is currently highly important as a training incentive. This is not expected to change in the future either, while expectations linked to quality work will strengthen.
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Dwibedi, Lalan. "Employee Motivation in Private Schools of Birgunj Metropolitan City." Dristikon: A Multidisciplinary Journal 10, no. 1 (December 31, 2020): 157–68. http://dx.doi.org/10.3126/dristikon.v10i1.34553.
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The paper aims to find out which motivational factors can effectively increase employee motivation, to know whether the delivered incentives are sufficient or not and also to know effect of incentives in their performance. Motivation and its influence on organizational performance has always remained highly researched area and have gone through many discussions and repetitions. In this research both exploratory and descriptive research design used to explore employee motivation issues in schools of Birgunj Metropolitan city. Data was collected through Questionnaire and content analysis. It is revealed that motivating factors and motivational packages has positive impact on employee motivation in private schools. The responses of this paper were analyzed and found that monetary and non-monetary both incentives are active tools to motivate workforce. Good salary and allowances have been used as monetary motivators, while, good working environment, freedom to work and recognition as non-monetary motivator. This study has recommended that promotion system of the career development is desired to satisfy and motivate the employee. Moreover, the work appreciation should craft the feeling that they are value for the organization.
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Митрофанова, Александра, and Aleksandra Mitrofanova. "Incentive System as an Instrument of Personnel Motivation." Management of the Personnel and Intellectual Resources in Russia 7, no. 6 (December 26, 2018): 24–28. http://dx.doi.org/10.12737/article_5c1764453df656.31079412.
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Modern development of management theory and practice pays special attention to staff incentives, which, often, takes the main place in a personnel management system of the organizations in various branches. In modern conditions inefficient incentive system is the widespread phenomenon on what directly and indirectly specify data on supply balance and demand in labor market, personnel fluidity in the organizations, unsatisfactory professional level of personnel and others. In this regard, researches in the field of staff incentive acquire special relevance. The author proves a work incentives role in the system of the social and labor relations in the organization, shows change of relationship between the employer and the hired worker on the basis of the effective system of work incentives. Also the author defines policy and represents structure of incentive system. Requirements, the principles and the purposes of staff incentives are submitted. The algorithm of incentives system formation in the organization is described.
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Soherwardy, Aalia, and Elizabeth Crouch. "Assessing Initiatives for Rural Health Practices in South Carolina." American Journal of Undergraduate Research 17, no. 3 (December 30, 2020): 61–72. http://dx.doi.org/10.33697/jur.2020.028.
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The purpose of this study was to determine which incentives are most effective in motivating medical students to practice in rural areas of South Carolina, which can be informative for the medical practitioner rural recruitment process. Medical students attending the University of South Carolina School of Medicine located in Columbia, South Carolina were surveyed about demographic information, motivations for rural practice, and considerations for choosing a practice location (n=109). Chi-square tests and bivariate analyses were used to test for significant differences. A significant relationship was found between previous residence in a rural area and personal motivation to practice in a rural area (p<0.001). It was also found that 86.2% of students who had previously lived, worked, or served in rural areas had a personal motivation to practice medicine in a rural area, confirming previous research. Loan forgiveness options were the most appealing personal incentive for the students in this study, closely followed by guaranteed minimum incomes and tax incentives; financial incentives were more preferred than non-financial incentives like reduced on-call work and accelerated residencies. The results of this study can be utilized to craft future state-supported incentive programs or to tailor current programs to more effectively recruit students to rural practice. KEYWORDS: Rural; Recruitment; Healthcare Provider; Shortage; Incentive Programs; Medical Student; Southern United States; Loan Forgiveness
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Soherwardy, Aalia, and Elizabeth Crouch. "Assessing Initiatives for Rural Health Practices in South Carolina." American Journal of Undergraduate Research 17, no. 3 (December 30, 2020): 61–72. http://dx.doi.org/10.33697/ajur.2020.028.
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The purpose of this study was to determine which incentives are most effective in motivating medical students to practice in rural areas of South Carolina, which can be informative for the medical practitioner rural recruitment process. Medical students attending the University of South Carolina School of Medicine located in Columbia, South Carolina were surveyed about demographic information, motivations for rural practice, and considerations for choosing a practice location (n=109). Chi-square tests and bivariate analyses were used to test for significant differences. A significant relationship was found between previous residence in a rural area and personal motivation to practice in a rural area (p<0.001). It was also found that 86.2% of students who had previously lived, worked, or served in rural areas had a personal motivation to practice medicine in a rural area, confirming previous research. Loan forgiveness options were the most appealing personal incentive for the students in this study, closely followed by guaranteed minimum incomes and tax incentives; financial incentives were more preferred than non-financial incentives like reduced on-call work and accelerated residencies. The results of this study can be utilized to craft future state-supported incentive programs or to tailor current programs to more effectively recruit students to rural practice. KEYWORDS: Rural; Recruitment; Healthcare Provider; Shortage; Incentive Programs; Medical Student; Southern United States; Loan Forgiveness
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Silverman, Kenneth, Brantley P. Jarvis, Joshua Jessel, and Alexa A. Lopez. "Incentives and motivation." Translational Issues in Psychological Science 2, no. 2 (June 2016): 97–100. http://dx.doi.org/10.1037/tps0000073.
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Huang, Yundong. "Motivation exchange rate: the real value of incentives." Journal of Management Development 37, no. 4 (May 14, 2018): 353–62. http://dx.doi.org/10.1108/jmd-08-2017-0255.
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Purpose The purpose of this paper is to describe how individuals compare the value of different types of incentive. This is similar to comparison in the financial field for currency exchange. The proposed exchange rate between incentives is referred to here as motivation exchange rate (MER). Design/methodology/approach Survey-based empirical data were analyzed to test for the existence of MER, based on 330 samples collected from a number of organizations. Partial least square-based structural equation modeling was applied to test the research model, specifically examining the exchange rate between intrinsic motivation and monetary incentives. Findings Individuals place their own value on job enjoyment. The present analysis suggests that MER exists between intrinsic motivation and monetary incentive and varies among individuals. Originality/value The motivation literature has shown that individuals have their own preferences for different types of incentives. When studying employees’ working behavior, scholars have traditionally focused on preferred incentives. However, the present study reveals that these predominant incentives may change when employees are sufficiently compensated by other types of incentive; how much is “sufficient” depends on MER, as elaborated here.
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Crane, Melissa M., Deborah F. Tate, Eric A. Finkelstein, and Laura A. Linnan. "Motivation for Participating in a Weight Loss Program and Financial Incentives: An Analysis from a Randomized Trial." Journal of Obesity 2012 (2012): 1–9. http://dx.doi.org/10.1155/2012/290589.
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This analysis investigated if changes in autonomous or controlled motivation for participation in a weight loss program differed between individuals offered a financial incentive for weight loss compared to individuals not offered an incentive. Additionally, the same relationships were tested among those who lost weight and either received or did not receive an incentive. This analysis used data from a year-long randomized worksite weight loss program that randomly assigned employees in each worksite to either a low-intensity weight loss program or the same program plus small financial incentives for weight loss ($5.00 per percentage of initial weight lost). There were no differences in changes between groups on motivation during the study, however, increases in autonomous motivation were consistently associated with greater weight losses. This suggests that the small incentives used in this program did not lead to increases in controlled motivation nor did they undermine autonomous motivation. Future studies are needed to evaluate the magnitude and timing of incentives to more fully understand the relationship between incentives and motivation.
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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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Sukanta, I. Wayan, Anik Yuesti, and Putu Kepramareni. "The Influence of Financial Incentives and Non Financial Incentives to Job Performance: Motivation of Work as A Variable of Modernation in Employee Cooperation of Save Loans (Ksp) Mitra Sari Dana Denpasar Oleh." International Journal of Contemporary Research and Review 9, no. 07 (July 19, 2018): 20886–900. http://dx.doi.org/10.15520/ijcrr/2018/9/07/552.
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The purpose of this study is to analyze the influence of financial incentives on job motivation, the influence of non-financial incentives on job motivation, the influence of financial incentives on job performance, the influence of non-financial incentives on job performance, and the influence of work motivation on job performance in the Cooperative Savings and Loans (KSP) Mitra Sari Dana Denpasar. This research is a quantitative research using primary data obtained from the questionnaire and measured by using Likert scale. The population of this research is employees at Savings and Loans Cooperative (KSP) Mitra Sari Dana Denpasar. The method of selecting the sample of this study using purposive sampling. The sample of this research is all employees who work Cooperative Savings and Loans (KSP) Mitra Sari Dana Denpasar as much as 32 people. Data analysis technique used in this research is Structural Equation Modeling (SEM) based on Partial Least Square (PLS) using SmartPLS 3.0 program.The result of the research shows that (1) financial incentive has positive and significant effect to job motivation, (2) non financial incentive has positive and significant effect to job motivation, (3) financial incentive has positive and significant effect to job performance, (5) the influence of mediation of job motivation variable on indirect influence of financial incentive to job performance is partial, and (7) influence of mediation job motivation variable on the indirect effect of non-financial incentives on job performance is partial
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Schmidt, Liane, Stefano Palminteri, Gilles Lafargue, and Mathias Pessiglione. "Splitting Motivation." Psychological Science 21, no. 7 (May 28, 2010): 977–83. http://dx.doi.org/10.1177/0956797610372636.
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Motivation is generally understood to denote the strength of a person’s desire to attain a goal. Here we challenge this view of motivation as a person-level concept, in a study that targeted subliminal incentives to only one half of the human brain. Participants in the study squeezed a handgrip to win the greatest fraction possible of each subliminal incentive, which materialized as a coin image flashed in one visual hemifield. Motivation effects (i.e., more force exerted when the incentive was higher) were observed only for the hand controlled by the stimulated brain hemisphere. These results show that in the absence of conscious control, one brain hemisphere, and hence one side of the body, can be motivated independently of the other.
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Prendergast, Canice. "Intrinsic Motivation and Incentives." American Economic Review 98, no. 2 (April 1, 2008): 201–5. http://dx.doi.org/10.1257/aer.98.2.201.
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Besley, Timothy, and Maitreesh Ghatak. "Prosocial Motivation and Incentives." Annual Review of Economics 10, no. 1 (August 2, 2018): 411–38. http://dx.doi.org/10.1146/annurev-economics-063016-103739.
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This review explores the role of incentives in providing goods and services that have significant social returns not captured in private returns, and where outcomes and performances are not easy to measure. We discuss how the presence of prosocial motivation among agents involved in the provision of these goods and services changes the design of incentives. The review also emphasises how heterogeneous prosocial motivation puts a premium on selection of agents in this context. We also discuss alternative theories of prosocial motivation.
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Todd Maddox, W., and Arthur B. Markman. "The Motivation–Cognition Interface in Learning and Decision Making." Current Directions in Psychological Science 19, no. 2 (April 2010): 106–10. http://dx.doi.org/10.1177/0963721410364008.
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In this article we discuss how incentive motivations and task demands affect performance. We present a three-factor framework that suggests that performance is determined from the interaction of global incentives, local incentives, and the psychological processes needed to achieve optimal task performance. We review work that examines the implications of the motivation–cognition interface in classification and choice and on phenomena such as stereotype threat and performance pressure. We show that, under some conditions, stereotype threat and pressure accentuate performance. We discuss the implications of this work for neuropsychological assessment and outline a number of challenges for future research.
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Berger, Leslie, Stephen Perreault, and James Wainberg. "Hijacking the Moral Imperative: How Financial Incentives Can Discourage Whistleblower Reporting." AUDITING: A Journal of Practice & Theory 36, no. 3 (January 1, 2017): 1–14. http://dx.doi.org/10.2308/ajpt-51663.
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SUMMARY Recently, policy makers have focused significant attention on the use of financial rewards as a means of encouraging whistleblower reporting, e.g., the Dodd-Frank Act (U.S. House of Representatives 2010). While such incentives are meant to increase the likelihood that fraud will be reported in a timely manner, the psychological theory of motivational crowding calls this proposition into question. Motivational crowding warns that the application of financial rewards (an extrinsic motivator) can unintentionally hijack a person's moral motivation to “do the right thing” (an intrinsic motivator). Applying this theory, we conducted an experiment and found that, in certain contexts, incentive programs can inhibit whistleblower reporting to a greater extent than had no incentives been offered at all. We discuss the implications of our results for auditors, audit committees, regulators, and others charged with corporate governance. Data Availability: Available from the authors upon request.
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Adamska, Hanna. "Assessment of the company’s motivation system in the employees’ perception – case study." Scientific Journal of the Military University of Land Forces 191, no. 1 (January 1, 2019): 97–106. http://dx.doi.org/10.5604/01.3001.0013.2401.
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Nowadays, organizations through the appropriate motivational activities create employee behavior. They should apply available material and non-material incentives in a sustainable manner. Therefore, it is necessary to create such a motivation system within the organization’s activity that will generate employees’ right attitudes, beneficial for them and for the entire organization as well. The purpose of the work was to determine the employees’ subjective feelings related to motivational instruments used in the company. The research object was EnergiaPro S.A. with its registered seat in Wroclaw. The basic research technique was a survey, which was carried out anonymously among the employees of the administrative division. Research has shown that the company uses methods of material and non-material motivation. Employees particularly appreciate the system of cash incentives, especially bonuses. It is the motivator for them to work more efficiently. Not without significance for them is also non-cash motivating (training, social allowances and the use of additional leave). They have positive feelings about the correctness of the motivational methods used, although their expectations regarding cash motivation, especially salaries, are higher. They expect wage increases and fair awards, recognizing that this is a major problem in the company.
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Svidruk, I. "Postindustrial transformations of administrative approaches to creative motivation." Scientific Messenger of LNU of Veterinary Medicine and Biotechnologies 20, no. 91 (November 16, 2018): 74–78. http://dx.doi.org/10.32718/nvlvet9115.
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The decisive feature of creative management is the creation of conditions for self-realization, which determines the relevance of the study of the transformational vector of creative motivation for the development of creative capabilities of staff. A significant problem of psychological management approaches to creative motivation is the awareness of the need for continuously updated material incentives for staff. A reward received as a deserved prize may cause its unjustified expectation in the future, and its absence begins to be perceived as an unfair incentive system. Monetary motivation is also not an effective tool for stimulating the creative development of staff, because its positive-motivating effect only manifests itself in the first 48 hours. The introduction of a bonus system as a short-term incentive usually indicates the desire of managers to mechanically control the motivation of employees. The use of bonuses is based on the incorrect assumption that an employee does not fully utilize his own potential, and this leads to a motivated inconsistency between the actual and the possible volume of work. Thus, the system of bonus incentives, not taking into account the complex interweaving of market factors, market conditions, prices, products, competition, can destroy the employee's responsibility for achieving the resultant results. Motivated systems that directly rely on quantitative results of work often target workers to achieve short-term success, ignoring long-term development prospects. The effect of displacement of internal motivation with external motivation is manifested: interest in remuneration displaces interest in creative work. Material incentives appear to be incapable of motivating most of them to a long-term desire for self-improvement, development and achievement of creative results. Job satisfaction, diverse activities that require dedication, self-planning goals, education and training, and participation in management are often more important than attractive wages and bonuses in the form of a bonus. The psychological danger to the head is also the use of established non-material methods of stimulating creativity, which often provoke material expectations from the staff. The newest managerial approaches to creative motivation must mutually coordinate the nonlinear combination of different directions of material and immaterial stimulation, despite their certain contradictory nature. Thus, the motivation of creativity focuses on the psychological self-regulation of the individual, integrating the intellectual, motivational, volitional and emotional components of creative activity.
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Indrawati, Renny, Parulian Hutagaol, and Joko Affandi. "Peningkatan Efektivitas Sistem Insentif Pegawai Divisi Retail Banking pada Bank XY." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 10, no. 2 (October 29, 2015): 112–22. http://dx.doi.org/10.29244/mikm.10.2.112-122.
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Bank XYZ is bank that already launched credit card in 2007. In their operations, Bank XYZ applying the provision of insentive for the sale of a credit card with the aim that can improve employee motivation to high performing better. Basically every company hopes to reach the target of predetermined sales. But in reality the sale of a credit card to the Bank XYZ Bogor branch has not yet reached the set target. Not achieve the target that is supposed to identify that there is a problem in the achievements of employee performance whereby the employee has not been motivated to work optimally. While Bank XYZ strategy are already making the provision of incentives for retail banking staff who performs the sale of the credit card.The purpose of this research is: 1. Indentify the influence of incentives on employee motivation retail banking division in Bank XYZ in the target of credit card sales. 2. Indentify the influence of an incentive against the employee performance retail banking division. 3. Formulate efforts to improve the effectiveness of incentive system in order to increase the employee performance retail banking division. The process of data analysis begins with some of the stage where the first stage is a test of validity and reability instrument. Descriptive statistic analysis conducted to determine how perceptions of respondents to statements in the questionnaire through analysis rataan score. Through descriptive of statistical analysis can be seen how perceptions of respondents to incentives, motivation and performance. Next after the statistical analysis descriptive done testing SEM (Structural equation model) operated through the LISREL program. The results of the analysis show that the incentive effect significantly against the major motivation of employees. Motivational variables on performance demonstrates that a significant effect on performance the motivation of employees. When compared to the value of the charge factor of motivation on performance, different values looks at factors variable charge directly on performance incentives that show the influence of the small and insignificant. This incentive has the role of small shows a factor in improving the performance of staff Bank XYZ retail banking division. This is shows that employees incentive to affect the performance of retail banking division through motivation, demonstrable of indirect influence more motivation than through direct influence on the performance.
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Yasué, Maï, and James B. Kirkpatrick. "Do financial incentives motivate conservation on private land?" Oryx 54, no. 4 (December 3, 2018): 499–510. http://dx.doi.org/10.1017/s0030605318000194.
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AbstractFinancial incentives may aid in conservation if they broaden the numbers and types of landowners who engage in protection and conservation management on private land. We examined the hypotheses that financial incentives (1) encourage participation of people with lower autonomous motivation towards conservation and lower self-transcendence (i.e. benevolence and universalism) values compared to participants in similar programmes without such incentives; (2) enable more on-ground works and activities; and (3) enhance feelings of competence and autonomy with respect to conservation actions. We surveyed 193 landowners in private land conservation programmes in Tasmania, only some of whom had received financial incentives. All of these landowners had high self-transcendence values, and autonomous motivation towards the environment. Owners of large properties and participants with higher self-enhancement values, lower self-transcendence values and lower autonomous motivation towards the environment were slightly more likely to engage in incentive programmes. However, people who received funding did not report more conservation actions than people in programmes without incentives. Owners of larger properties receiving incentives reported fewer conservation actions. Thus financial incentives probably recruited a few into nature conservation who may not have otherwise engaged, but did not result in a more intensive level of conservation management. Our results caution against the blanket-use of incentives amongst landowners who may already have values and motivations consistent with environmental action, and point to the need for further research on the socio-psychological characteristics of landowners, to examine the contextual factors that influence the effects of conservation payments.
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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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Al-Belushi, Fatma Yousuf, and Firdouse Rahman Khan. "IMPACT OF MONETARY INCENTIVES ON EMPLOYEE’S MOTIVATION: SHINAS COLLEGE OF TECHNOLOGY, OMAN - A CASE STUDY." International Journal of Management, Innovation & Entrepreneurial Research 3, no. 1 (April 30, 2017): 01. http://dx.doi.org/10.18510/ijmier.2017.311.
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PURPOSE The objective of the study is to investigate the impact of monetary incentives on the Shinas College of Technology employees’ motivation; to critically investigate the importance and the value of monetary incentives for the employees and also to critically examine which monetary incentive best suits and motivates the employees of Shinas College of Technology.METHODOLOGYThe study included samples of 130 employees from all the academic and non-academic staff of the college collected through a well-defined questionnaire. The data collection was done on a simple random sampling basis. FINDINGS The study reveals that the employees of Shinas College of Technology are motivated by salary and on duty allowance rather than the other monetary incentives/benefits.PRACTICAL IMPLICATIONS The study demonstrates that the monetary incentives have a direct impact on employees’ motivation and the attractive financial incentive will boost most of them to work hard.SOCIAL IMPLICATIONS The management of the selected college of study needs to identify the right kind of monetary incentive to their staff so that the employees will be highly motivated to put their best effort in completing their jobs which might, in turn, increase their loyalty towards the organization and their job satisfaction.ORIGINALITY/VALUE No study have examined the impact of monetary incentives and the motivational factors of the employees ever before, and it is a first-hand study of its kind.RESEARCH LIMITATIONS/IMPLICATIONS The study was restricted to the employees of the Shinaz College of Technology, Shinaz, Oman. The study could be extended to know the insight of the employees of similar institutions in Oman.
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Bylkov, Vladimir, and Valeriya Har'kina. "RESEARCH OF THE TYPES OF MOTIVATION OF EMPLOYEES AND ANALYSIS OF THE MOTIVATION SYSTEM IN THE COMPANY." Modern Technologies and Scientific and Technological Progress 1, no. 1 (May 17, 2021): 305–6. http://dx.doi.org/10.36629/2686-9896-2021-1-1-305-306.
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The article examines the main types of staff motivation, provides a comparative
analysis of labor incentive systems. The motives and incentives of the employees of the project office
are studied, and the system of personnel motivation in the company is analyzed
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Zadorova, T. V., S. A. Shigilcheva, and T. A. Bogatova. "ASSESSMENT OF THE EFFICIENCY OF THE STAFF MOTIVATION SYSTEM IN THE ORGANIZATION." Bulletin of Udmurt University. Series Economics and Law 31, no. 4 (August 12, 2021): 559–66. http://dx.doi.org/10.35634/2412-9593-2021-31-4-559-566.
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The article presents the results of assessing the system of motivation and incentives for the work of the organization's personnel. The authors analyzed the indicators of labor and wages of the joint-stock company "Cheboksary River Port", as well as suggested ways to increase the motivation of workers of the object of research in modern conditions. The coefficient of efficiency of the incentive system for the personnel of the enterprise indicates a shortage of incentive payments. Its value is typical for a system when moral encouragement is sufficient, however, on the other hand, it is regarded as a marker of tension in the near future. The motivation mechanism is based on the idea of motivation and patterns of behavior of employees in the organization, therefore the conclusion to which the authors are inclined is the following: improvement of the system of motivation and stimulation of the work of the analyzed organization can be achieved by periodically studying the needs of employees through questioning and making changes to the incentive policy, linking the labor potential of employees with the bonus system, introducing the principle of operational bonuses, expanding the list of non-material incentives for employees. In addition, in order to draw up a motivational portrait of employees, it is necessary to conduct a survey aimed at studying their needs at the selection stage in the hiring process.
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Kullgren, Jeffrey T., Geoffrey C. Williams, Kenneth Resnicow, Lawrence C. An, Amy Rothberg, Kevin G. Volpp, and Michele Heisler. "The promise of tailoring incentives for healthy behaviors." International Journal of Workplace Health Management 9, no. 1 (March 7, 2016): 2–16. http://dx.doi.org/10.1108/ijwhm-12-2014-0060.
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Purpose – The purpose of this paper is to describe how tailoring financial incentives for healthy behaviors to employees’ goals, values, and aspirations might improve the efficacy of incentives. Design/methodology/approach – The authors integrate insights from self-determination theory (SDT) with principles from behavioral economics in the design of financial incentives by linking how incentives could help meet an employee’s life goals, values, or aspirations. Findings – Tailored financial incentives could be more effective than standard incentives in promoting autonomous motivation necessary to initiate healthy behaviors and sustain them after incentives are removed. Research limitations/implications – Previous efforts to improve the design of financial incentives have tested different incentive designs that vary the size, schedule, timing, and target of incentives. The strategy for tailoring incentives builds on strong evidence that difficult behavior changes are more successful when integrated with important life goals and values. The authors outline necessary research to examine the effectiveness of this approach among at-risk employees. Practical implications – Instead of offering simple financial rewards for engaging in healthy behaviors, existing programs could leverage incentives to promote employees’ autonomous motivation for sustained health improvements. Social implications – Effective application of these concepts could lead to programs more effective at improving health, potentially at lower cost. Originality/value – The approach for the first time integrates key insights from SDT, behavioral economics, and tailoring to turn an extrinsic reward for behavior change into an internalized, self-sustaining motivator for long-term engagement in risk-reducing behaviors.
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Ponomareva, O. Y., and O. U. Nikitina. "TOOLS FOR SETTING UP THE PERSONNEL LABOR MOTIVATION SYSTEM: A REVIEW OF RESEARCH BY RUSSIAN SCIENTISTS AND PRACTITIONERS." Intelligence. Innovations. Investment, no. 1 (2021): 41–53. http://dx.doi.org/10.25198/2077-7175-2021-1-41.
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This paper provides an overview of modern theoretical and practical approaches to the systems of motivation and stimulation of the work of the personnel. The main focus is on the works of Russian researchers within the last decade. The relevance of this study is due to the lack of such reviews in scientific sources, as well as the possible comparison of the achievements of theory and practice in order to create an effective system of staff labor motivation. The purpose of this study is to analyze modern approaches in theory and practice to the content of labor motivation and incentive systems, the mechanism of labor motivation and the selection of the most effective “tools for tuning” the system of labor motivation and incentives. The research methods used in this study include analysis, systematization and generalization of the published approaches of researchers and practitioners, including copyright research, for the period from 2012 to 2020, presented in academic journals and monographic sources. The results of the study were systematized by the authors in three areas of analysis: models and systems of motivation and incentives for personnel and the composition of their elements; approaches to studying mechanisms of motivation and stimulation of labor, guiding the labor behavior of employees; experience of a differentiated approach to managing labor motivation. Systematization and generalization of the approaches made it possible to single out the “tuning tools” of the system of motivation and stimulation of labor and to define the concept. Moreover, it helped to compile the list of such tools, including: monitoring the need-motivational sphere and job satisfaction, studying the dynamics of the employee’s motivational profiles for making and changing management decisions; application of a flexible incentive system, taking into account the differentiation of incentives by gender, age, length of service, job positions of personnel in the company; providing an employee with a choice of a compensation package from the enterprise’s cafeteria. These customization tools guide managers towards a targeted approach to personnel, combining the efforts of management at different levels to align labor motivation with the strategic goals of the company. The authors argue that a timely use and alternation of the tools for setting up and tuning the labor motivation system, focusing on the urgent needs of personnel, allows to change the company’s motivational strategy creating sustainable competitive advantages which are necessary in modern economic realities.
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Kocabıyıkoğlu, Ayşe, and Ioana Popescu. "Managerial Motivation Dynamics and Incentives." Management Science 53, no. 5 (May 2007): 834–48. http://dx.doi.org/10.1287/mnsc.1060.0640.
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Milne, Patricia. "Motivation, incentives and organisational culture." Journal of Knowledge Management 11, no. 6 (October 30, 2007): 28–38. http://dx.doi.org/10.1108/13673270710832145.
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Lourenço, Sofia M. "Monetary Incentives, Feedback, and Recognition—Complements or Substitutes? Evidence from a Field Experiment in a Retail Services Company." Accounting Review 91, no. 1 (May 1, 2015): 279–97. http://dx.doi.org/10.2308/accr-51148.
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ABSTRACT This study investigates the performance effects of the combined use of three reinforcers, or incentive motivators, commonly used by companies: monetary incentives, feedback, and recognition. Using a field experiment in a retail services company, I test whether these incentives, which appeal to diverse motivation mechanisms—tangible payoffs, self-regulation, and social esteem—and, hence, have different utilities, are complements or substitutes. The results of the hard performance data collected, in the form of a ratio of sales relative to goals, show that monetary incentives and recognition are substitutes, while feedback is independent of the other incentives. The negative interaction between monetary incentives and recognition is evidence of crowding out between tangible payoffs and social esteem motivations. Individually, these two incentives have a positive impact on performance of about 13 percentage points, which corresponds to a 32.5 percent performance increase. Feedback interactions and main effects are not statistically significant, which suggests that, in this setting, providing feedback in the form of knowledge of results has no impact.
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Wynter-Palmer, Jennifer E. "Is the Use of Short-Term Incentives Good Organization Strategy?" Compensation & Benefits Review 44, no. 5 (September 2012): 254–65. http://dx.doi.org/10.1177/0886368712471591.
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This article is based on research conducted on Jamaica’s hotel industry. The study sought to determine if there are any advantages to both employers and employees in use of short-term incentives in that industry. Using theories of motivation and the concepts governing incentive compensation to construct a theoretical framework, the article sought to make the link between short-term incentives, motivation and employee productivity. The debate by both academicians and human resource practitioners is about the right types as well as the right mix of workplace motivators. It is acknowledged that there are strong arguments on all sides. This article seeks to add to the academic debate by advancing that what is critical is that (a) the need for employee motivation should not be viewed as optional but must be fully appreciated, planned and implemented thoughtfully by employers; and (b) the motivational processes used will be influenced by the thinking of an organization’s leadership team as well as the culture of the organization. It is posited for this discussion that where organizations are on a quest to improve workforce productivity, their employees need to be motivated by a combination of intrinsic and extrinsic rewards. In turn, the right types and levels of motivation will lead to employees performing at the desired levels.
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Amir, Aprilianto. "Pengaruh Pemberian Insentif terhadap Motivasi Kerja Pegawai pada Kantor Lembaga Penjaminan Mutu Pendidikan (LPMP) Bandar Lampung." Business Perspective Journal 1, no. 1 (June 18, 2021): 11–30. http://dx.doi.org/10.37090/bpj.v1i1.418.
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Human resources have a very important role in an agency, for that in order for the agency to achieve goals as expected, high employee motivation is needed. Generating a high employee motivation is not easy to implement. Therefore, employees should be given appropriate incentives so that the desired employee motivation can be achieved. The provision of incentives can be done by providing annual bonuses, employee welfare, and promotions. As for the main problem with this research is "does the provision of incentives affect the work motivation of employees at the Office of the Education Quality Assurance Institute (LPMP) Bandar Lampung?" In line with the main problem, the authors propose the hypothesis "There is a positive influence between the provision of incentives on employee motivation at the Office of the Education Quality Assurance Institution (LPMP) Bandar Lampung". In the research that the author did, the research variable was the provision of incentives as the independent variable (X) while employee motivation as the dependent variable (Y). Furthermore, the proposed sample is 26 employees which is 25% of the total population, namely 105 employees. The type of research in this writing is qualitative and quantitative research with the method used is to collect data by means of surveys or field research. While the data collection techniques by means of observation, documentation, interviews and questionnaires. Then to test the hypothesis using qualitative and quantitative analysis which is the type of this writing, with statistical formulas. Quantitative analysis using the product moment formula and obtained: rxy product moment = 0.714. Confused with the level of evenness of the 2 variables being at a high level of closeness, it means that the incentive distribution has a very high relationship with employee performance. To find out the effect of giving incentives on employees' work motivation, using a determinant coefficient with a result of 51%, while other factors 49% were not examined including leadership style, office layout, atmosphere (work climate) of employees. Keywords: incentives, work motivation, Education Quality Assurance Institute
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Ahmed Khamis Al Naqbi, Rashid, Prof Dr. Rosman Bin Md Yusoff, and Dr Fadillah Binti Ismail. "The Effect of Incentive System on Job Performance Motivation as Mediator for Public Sector Organization in Uae." International Journal of Engineering & Technology 7, no. 4.7 (September 27, 2018): 380. http://dx.doi.org/10.14419/ijet.v7i4.7.23034.
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The main purpose of this research is to study the effect of motivation and incentive system on the job performance of public sector employees in UAE. The details of this research will be provided in an attempt to validate whether incentives have a potential effect on motivating employee and enhance job performance in the public sector. The purpose of the research is also to illustrate to what extent incentives are used in the UAE’s public service sector. To fulfill the objective of the research as well as to obtain real and reliable data, a research study will be conducted at was conducted at the Economic Development Department (EDD) in Al Sharjah. This research has adopted a quantitative approach to assess the effect of the incentive system in public sector in UAE on the job performance, and to identify the mediating effect of employees’ motivation in two dimensions (intrinsic and extrinsic) on the relationship between the incentive systems (monetary and tangible and non-monetary and intangible), and employees’ performance. The research method will quantitatively analyze the structured questioner’s data using a statistical approach. On completion of the qualitative research, it is expected that the findings will concur with the consensus of the findings in the literature review. The data analysis will prove that there is a significant relation between incentives in the form of rewards and recognition and better work performance. This research study, hopes to determine whether most of the public employees in the above-mentioned organisation are motivated by the financial and non-financial incentives and are encouraged and motivated towards greater work performance.
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Kopein, Valeri, Tamara Frolova, and Elena Filimonova. "Correlation of Personnel Management, Sustainable Development of Coal Mining Region and its Financial Security." E3S Web of Conferences 278 (2021): 03005. http://dx.doi.org/10.1051/e3sconf/202127803005.
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The article examines the problems of sustainable social and economic development of the region of the mineral and raw material cluster associated with the search for the effectiveness of personnel management at the enterprise level. It is stated that under the conditions of economic turbulence, stagnation of production, sluggish growth of real income and wages, the issue of motivation and its connection with labor productivity becomes a major goal. A field study of personnel motivation was carried out and the results of an assessment of the management concept were obtained. It has been found that the main form of the motivational complex is the motivation model in which the external positive incentive of the personnel prevails over the external negative incentive which is greater than the internal motivation of the personnel. The conclusion is made that the motivation to labour exceeds the compulsion which is higher than the personal inclination to labour. In this case, the personal desire to effective work is low and subsequently it reduces labor productivity and increases staff turnover. The statement is justified that a decrease in the importance of external negative motives and (or) an increase in the importance of external positive incentives and internal incentives will lead to better motivation to work, which will contribute to an increase in labor productivity. In its turn, an enterprise with such attitude will be more resistant to external influences. It is concluded that this will stimulate the financial stability of the region in general and have a positive effect on financial security.
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Andersen, Lotte Bøgh. "What determines the behaviour and performance of health professionals? Public service motivation, professional norms and/or economic incentives." International Review of Administrative Sciences 75, no. 1 (March 2009): 79–97. http://dx.doi.org/10.1177/0020852308099507.
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Theories about professions, public service motivation (PSM) and economic incentives provide different explanations for the behaviour and performance of the producers of public services. PSM theory expects higher performance in the public sector due to the higher levels of public service motivation among public employees, whereas the economic incentive perspective expects performance and behaviour to depend on economic incentives, and the sociology of professions stresses the importance of the employees' occupation. Few have attempted to integrate these three theories, and little is known about the relative strength of the motives. This article aims to analyse the effects of PSM, professional norms and economic incentives on the behaviour and performance of health professionals. Interviews, surveys and register data are used to investigate how professional norms, public service motivation and economic incentives affect the behaviour and performance of Danish dentists, GPs and orthopaedic surgeons. The results indicate that when strong professional norms exist, economic incentives are unimportant. As this is not always the case, however, the perspectives ought to be combined. Points for practitioners The article will be of interest to practitioners working with professionals, not only healthcare professionals, but all kinds of occupations with specialized, theoretical knowledge and occupational norms. Practitioners, especially those who design incentive systems for professionals, will find the article helpful, as it shows how both economic incentives and professional norms should be taken into consideration when such systems are designed. The key finding is that the performance and behaviour of professionals with different incentives is almost similar for services governed by firm norms within the profession, whereas performance and behaviour depend on the economic incentives in the absence of professional norms. This implies that while we may depend on the professional norms to constrain some behaviour, even highly professionalized employees can be moved by selfish motives.
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Fehr, Ernst, Holger Herz, and Tom Wilkening. "The Lure of Authority: Motivation and Incentive Effects of Power." American Economic Review 103, no. 4 (June 1, 2013): 1325–59. http://dx.doi.org/10.1257/aer.103.4.1325.
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Authority and power permeate political, social, and economic life, but empirical knowledge about the motivational origins and consequences of authority is limited. We study the motivation and incentive effects of authority experimentally in an authority-delegation game. Individuals often retain authority even when its delegation is in their material interest—suggesting that authority has nonpecuniary consequences for utility. Authority also leads to overprovision of effort by the controlling parties, while a large percentage of subordinates underprovide effort despite pecuniary incentives to the contrary. Authority thus has important motivational consequences that exacerbate the inefficiencies arising from suboptimal delegation choices. (JEL C92, D23, D82)
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Shan, Wei, and Ran An. "Motives of Stock Option Incentive Design, Ownership, and Inefficient Investment." Sustainability 10, no. 10 (September 29, 2018): 3484. http://dx.doi.org/10.3390/su10103484.
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This paper analyzes the effects of stock option incentives on inefficient investment. Specifically, based on the motive of design, we divide stock option incentives into incentive-driven and welfare-driven incentives. Our research is based on the panel data of 511 Chinese listed companies that declared stock option incentives from 2010 to 2014, including both incentive-driven and welfare-driven incentives. Our research shows that different types of stock option incentives have different effects on inefficient investment. Generally, incentive-driven stock option incentives reduce inefficient investment, whereas welfare-driven stock option incentives do not reduce inefficient investment, but increase it. However, there is a weakening effect in state-owned enterprises due to two opposite factors, numerous restrictions and more self-interested managers. Additionally, the paper provides implications that some stock options are manipulated by managers in the designing stage in order to pursue self-interests, and therefore monitoring abnormal share price movement and performance hurdles is important to safeguard the wealth of shareholders and promote effective motivation for managers.
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Garzarelli, Giampaolo. "Old and New Theories of Fiscal Federalism, Organizational Design Problems, and Tiebout." Journal of Public Finance and Public Choice 22, no. 1 (April 1, 2004): 91–104. http://dx.doi.org/10.1332/251569204x15668904587133.
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Abstract This work intends to contribute to the Second Generation Theory (SGT) of fiscal federalism that studies fiscal federalism through contemporary economic and industrial organization theory. First, it establishes context by introducing the two classic motivations in support of federalism, namely, incentives and knowledge. Second, it succinctly discusses the incentive-based organizational approach of the SGT. Third, it shows that the Tiebout model already embeds an organizational approach, which instead rests on a knowledge motivation.
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Alhudhori, M., Evi Adriani, M. Zahari MS, and Albetris Albetris. "Pengaruh Gaya Kepemimpinan dan Insentif terhadap Motivasi Serta Dampaknya terhadap Kinerja Pegawai Dinas Peternakan dan Perikanan Kabupaten Bungo." Ekonomis: Journal of Economics and Business 3, no. 2 (September 19, 2019): 177. http://dx.doi.org/10.33087/ekonomis.v3i2.79.
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The performance of organization can be seen to the extent of work productivity has been produced. Generally, productivity is defined as the influence between real and physical results with actual input. This study discusses the influence of leadership style and intensive on motivation and its impact on performance in the Bungo District Livestock and Fisheries Office. Data were obtained using questionnaire and literature review methods, with 54 respondents. Then the data were analyzed using descriptive and statistical methods through path analysis. This study resulted in a leadership style, incentives, motivation and performance of the Bungo District Animal Husbandry and Fisheries Office, both for the leadership style with a score of 1930, for incentives with a score of 1438, for motivation with a score of 804 and performance at a score of 2342 in the very high category. Leadership style towards the motivation of the Bungo Regency Animal Husbandry and Fisheries Office has a direct or indirect influence with a value of 20.35%. The incentives for the motivation of the Bungo Regency Animal Husbandry and Fisheries Office have a direct or indirect influence with a value of 0.205%. The leadership style and incentives for the motivation of the Bungo Regency Animal Husbandry and Fisheries Office have a direct or indirect influence with a value of 2.86%. There is an influence of leadership style on the performance of the Bungo Regency Animal Husbandry and Fisheries Office with a value of 1.43%. There is an incentive effect on the performance of the Bungo Regency Animal Husbandry and Fisheries Office with a value of 2.65%. The leadership style and incentives for the performance of the Bungo Regency Animal Husbandry and Fisheries Office have an influence of 2.471%. The influence of motivation on the performance of the Bungo District Animal Husbandry and Fisheries Office is at 4.057%. Leadership styles and incentives through motivation on the performance of the Bungo District Animal Husbandry and Fisheries Office have an effect of 1.478%.
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Kondrat'ev, Dmitriy, Gamlet Ostaev, Guzaliya Klychova, Ayrat Valiev, and Bulat Ziganshin. "STOCHASTIC ANALYSIS AND OPTIMAL MANAGEMENT OF STAFF INCENTIVES IN A COMMERCIAL ORGANIZATION." Vestnik of Kazan State Agrarian University 16, no. 2 (August 5, 2021): 116–23. http://dx.doi.org/10.12737/2073-0462-2021-116-123.
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The article discusses the issues of research and assessment of the impact of quantitative parameters of material and social incentives for personnel on the financial results of the activities of commercial organizations, as well as issues of optimal management of these parameters. Stimulation of personnel acts as a tool that guides employees of the organization to achieve specific productive indicators of its activity that have value for the organization by strengthening the desired motives and reinforcing the required motivational structure in the team. Studying the influence of individual incentives on the motivation and performance of an organization is an important management task that provides information necessary for making decisions on improving the incentive system. Therefore, the paper substantiates the methodological tools for stochastic analysis, forecasting and programming the dependence of financial results of work on the quantitative values of individual stimulating factors based on the methods of regression and economic analysis, the index forecasting method. Also, a methodological toolkit for mathematical modeling and optimal decision-making on the prospective structure of quantitative parameters of the organization's personnel incentive system was developed on the basis of the obtained stochastic dependencies and linear programming methods. The article presents an example of mathematical formalization, practical implementation and economic interpretation of tools for stochastic analysis and optimal management of staff incentives based on the proceedings of an agricultural organization. The methods and tools for managing staff incentives described in the work can be used by business entities of various industries and spheres of activity when justifying the directions of restructuring the systems of motivation and incentives for personnel
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Liu, Yuewen, and Juan Feng. "Does Money Talk? The Impact of Monetary Incentives on User-Generated Content Contributions." Information Systems Research 32, no. 2 (June 2021): 394–409. http://dx.doi.org/10.1287/isre.2020.0971.
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Many platforms use monetary incentives to encourage user-generated content (UGC) contributions. The empirical evidence, however, is contradictory: monetary incentives are shown to either increase or decrease contribution. We make the first attempt to build a unified theoretical model to understand the complex nature of the impact of monetary incentives. We consider contributors differentiated not only by their attitudes toward monetary incentives but also by their effectiveness to attract audience. We identify two scenarios where contributors can be crowded out when monetary incentives are present: (1) when a small amount of monetary incentive is introduced, the non–money-driven contributors reduce or even stop contributing (motivation crowding out); or (2) when the monetary incentive is relatively large, the high-effectiveness contributors crowd out the low-effectiveness ones (competition crowding out). As a result, an increase in the monetary incentive can either increase or decrease contributors’ participation and the total content volume contributed. Our results offer guidelines for different UGC platforms to design monetary incentive mechanisms.
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Lukashevskaya, D. A. "DIFFERENCES BETWEEN MOTIVATION AND STAFF INCENTIVES." Vestnik Universiteta, no. 1 (March 23, 2020): 156–63. http://dx.doi.org/10.26425/1816-4277-2020-1-156-163.
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The article has been devoted to the analysis of definitions between two relevant concepts of modern professional management – staff motivation and stimulation. An explanation has been given for the desire to go to a particular goal. It has been studied, how does motivation differ from stimulation, and what is the relationship between them, why it is so easy to get confused in the meaning of these concepts. Based on the scientific literature, concepts of motivation and stimulation, mechanisms of their action have been revealed, examples have been given. It has been concluded about the interconnection and interdependence of motivation and stimulation, their role in the strategy of organizing the labor process, increasing its effectiveness and self-realization of the individual’s potential.
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Appleford, Gabrielle. "Community health workers – motivation and incentives." Development in Practice 23, no. 2 (April 2013): 196–204. http://dx.doi.org/10.1080/09614524.2013.772117.
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Sharma, Rajan. "Motivation Through Incentives: From FCHVs' Perspectives." Health Prospect 10 (July 22, 2018): 46–47. http://dx.doi.org/10.3126/hprospect.v10i0.5652.
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Darrington, Joel W., and Gregory A. Howell. "Motivation and incentives in relational contracts." Journal of Financial Management of Property and Construction 16, no. 1 (April 19, 2011): 42–51. http://dx.doi.org/10.1108/13664381111116070.
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Berdud, Mikel, Juan M. Cabasés, and Jorge Nieto. "Incentives and intrinsic motivation in healthcare." Gaceta Sanitaria 30, no. 6 (November 2016): 408–14. http://dx.doi.org/10.1016/j.gaceta.2016.04.013.
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Klein, Arnd Heinrich, and Armin Schmutzler. "Incentives and motivation in dynamic contests." Journal of Economic Behavior & Organization 189 (September 2021): 194–216. http://dx.doi.org/10.1016/j.jebo.2021.06.023.
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Kharitonova, Ju V. "The study of personnel stimulation methods on the way to a new system of motivation." Management and Business Administration, no. 4 (December 2019): 198–208. http://dx.doi.org/10.33983/2075-1826-2019-3-198-208.
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The article is devoted to the study of methods of motivation and stimulation of personnel to work in the conditions of modern dynamic changes in the global market. The author noted that in the current unstable conditions of functioning of domestic enterprises, the system for ensuring their development acquires such features as the need and reliability of effective work of personnel. Personnel management of enterprises is impossible without understanding the essence, content and role of the labor incentive process, which has led to the relevance of its study, that is, conducting a comprehensive study of the needs, motives and incentives of a person, clarifying the classification of these categories, which contributes to a proper understanding of the categorical apparatus and ensuring effective staff motivation and incentives. At this stage of development, the Russian economy is experiencing instability and inability to fully meet the needs of the population in the workplace. There is a staff turnover that adversely affects the quality of work of staff who understand the precariousness of their position and therefore do not have sufficient incentive to fully benefit the company for which they work. To ensure the effective use of all the professional and intellectual potential of the worker, it is necessary to find new or time-tested mechanisms to stimulate his work activity. In the course of the study, the author reviewed the theoretical foundations of the methods of motivating and stimulating labor highlighted the features of the functioning of the domestic labor market. The experience of foreign companies in relation to non-standard methods of motivation and stimulation was also studied, on the basis of which reasonable directions for the formation of a system of motivation and incentives for labor in Russia at the present stage of development of economic relations were proposed.
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Kharitonova, Ju V. "The study of personnel stimulation methods on the way to a new system of motivation." Management and Business Administration, no. 4 (December 2019): 198–208. http://dx.doi.org/10.33983/2075-1826-2019-4-198-208.
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The article is devoted to the study of methods of motivation and stimulation of personnel to work in the conditions of modern dynamic changes in the global market. The author noted that in the current unstable conditions of functioning of domestic enterprises, the system for ensuring their development acquires such features as the need and reliability of effective work of personnel. Personnel management of enterprises is impossible without understanding the essence, content and role of the labor incentive process, which has led to the relevance of its study, that is, conducting a comprehensive study of the needs, motives and incentives of a person, clarifying the classification of these categories, which contributes to a proper understanding of the categorical apparatus and ensuring effective staff motivation and incentives. At this stage of development, the Russian economy is experiencing instability and inability to fully meet the needs of the population in the workplace. There is a staff turnover that adversely affects the quality of work of staff who understand the precariousness of their position and therefore do not have sufficient incentive to fully benefit the company for which they work. To ensure the effective use of all the professional and intellectual potential of the worker, it is necessary to find new or time-tested mechanisms to stimulate his work activity. In the course of the study, the author reviewed the theoretical foundations of the methods of motivating and stimulating labor highlighted the features of the functioning of the domestic labor market. The experience of foreign companies in relation to non-standard methods of motivation and stimulation was also studied, on the basis of which reasonable directions for the formation of a system of motivation and incentives for labor in Russia at the present stage of development of economic relations were proposed.
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Sharma, Devilal. "A Study on Employee Motivation in Private School: A Case of Bethany Boarding Higher Secondary School (BHSS) Pokhara." Journal of Nepalese Business Studies 9, no. 1 (March 1, 2016): 91–101. http://dx.doi.org/10.3126/jnbs.v9i1.14599.
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Managing human resource plays a crucial role in the process of organization’s effectiveness. One of the most important functions of HRM is motivation. However, because of complex nature of human behavior, motivation is not easy to understand and use. It is represented by author such as Maslow, McClelland and Herzberg. While some motivation theories try to find out how motivation occurs. Vroom, Adams, Locke and Lantham created the most influential process. The aim of this paper is to find out which motivation factors can effectively increase employee motivation, to know the provided incentives are sufficient or not and the effect of incentives in their performance. This study has suggested that promotion system of the career development is needed to satisfy and motivate the employee. Moreover, the work recognition should create the feeling of they are worth for the organization. The information gained from this paper might be a good starting point for creating motivating systems for existing employees and for new comers. This research was conducted to find out the motivational factors and its effect on employee performance of Bethany Higher Secondary School. Researcher developed a survey questionnaire and distributed to get the view of all the employees. All the responses were analyzed and found that monetary and non-monetary incentives are used to motivate workforce. Good salary and allowances has been used as monetary motivators. While, good working environment, freedom to work and recognition conduct the plan differently and effectively as non-monetary motivator.Journal of Nepalese Business Studies Vol. 9, No. 1, 2015 pp. 91-101