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Journal articles on the topic 'Material incentives'
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Akinina, Ksenia O., and Olga A. Rasskazova. "Features of Personnel Motivation and Incentivization in the Electric Power Industry." Vestnik Tomskogo gosudarstvennogo universiteta. Ekonomika, no. 55 (2021): 89–104. http://dx.doi.org/10.17223/19988648/55/6.
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The article discusses the role of human resources in the efficiency of an organization. Employees influence the result of the company’s activities and make the company competitive in the market. The authors consider incentives as part of the HR management system and analyze the relationships between an incentive scheme and labor productivity, an incentive scheme and staff turnover, an incentive scheme and competitiveness. The authors note the importance of the electric power industry in the economy of the Russian Federation, investigate the labor market in electrical engineering in St. Petersburg, and determine a range of problems. Incentives are classified into types. The incentive system of the enterprise includes material incentives and non-material incentives. Material incentives are divided into material monetary incentives and material non-monetary incentives. Material monetary incentives consist of basic wages and additional wages. Material non-monetary incentives are material benefits and rights, as well as non-monetary forms of remuneration. Features of material incentives in the industry are noted. Enterprises in the industry use a lot of material incentives. The study shows that the majority of workers in the electric power industry are satisfied with the material incentives. Non-material incentives consist of moral incentives, organizational incentives, and work time incentives. Systematic informing of staff, organization of corporate events, official recognition of achievements, and regulation of relationships in the team are moral incentives. Improving the quality of employees’ working life, managing an employee’s career, involving the team in the management process, and organizing labor competitions are organizational incentives. Provision of additional rest time, establishment of flexible working hours, and use of flexible forms of employment are work time incentives. Features of non-material incentives for personnel in the electric power industry are analyzed. Leading enterprises of the electric power industry use company websites to inform staff. Organization of corporate events is a common incentivization method at Russian enterprises. Sports activities are most effective for increasing productivity. Enterprises of the industry do not organize creative competitions, but such competitions are necessary for satisfying the need in the implementation of employees’ creative abilities. Official recognition of merit in the power industry is manifested in the placement of the best employees’ photos on the honor board and in the granting of awards. Relationships in the team are regulated by codes of corporate ethics. The results of a special assessment of jobs at enterprises of the industry demonstrate that there are no optimal working conditions in the electric power industry. Practice shows that the opportunity of career advancement depends on the scale of the enterprise: the larger the number of staff, the more ramified the management structure and the more opportunities for career advancement. Involvement of teams in the management is difficult due the large number of enterprises in the industry. Labor competitions for teams are organized, and they are very efficient for the industry. Enterprises do not give work time incentives. The authors make recommendations on how to use various incentives at enterprises of the energy industry and name the factors influencing the incentive system.
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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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Yali, A. I. "Incentive measures applied to civil servants: legislative regulation in Eastern European States." Uzhhorod National University Herald. Series: Law 3, no. 88 (2025): 112–16. https://doi.org/10.24144/2307-3322.2025.88.3.16.
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The article is devoted to the study of legislative regulation of incentive measures applied to civil servants in the countries of Eastern Europe. A comparative analysis is conducted of legislative approaches to the legal regulation of incentives for civil servants in Bulgaria, Moldova, Poland, Romania, Slovakia, Hungary, and the Czech Republic. The relevance of the research is determined by the ongoing reform of the civil service in Ukraine, aimed at enhancing its efficiency and professionalism, as well as the country’s European integration aspirations, which necessitates the study of the experience of European countries in this area. The study reveals a variety of approaches to the classification and types of incentives. Bulgaria’s legislation is limited to non-material forms of incentives (such as achievement certificates, badges of honour). In contrast, Romania and Poland prioritize material incentives (such as monetary bonuses and awards). A combined approach, incorporating both material and non-material incentives, is observed in the Czech Republic and Moldova. The legislation of Hungary and Slovakia is characterized by more general regulation: the sectoral laws of these countries merely declare the possibility of applying incentives without specifying their types or procedures for implementation. The study concludes that there is no unified approach to the legislative regulation of civil service incentives across Eastern European states. Differences are observed in terminology, classification of incentive types, and the role of material and non-material forms of incentives. In some countries, incentive measures are regulated in detail, while in others, the relevant provisions are of a general nature or not enshrined at all at the level of specialized state (civil, public) service laws. The article emphasizes the importance of taking into account the experience of Eastern European countries in the process of improving Ukraine’s legislation in the field of civil service, particularly with regard to incentives. An analysis of these approaches may contribute to the development of a more effective incentive system that reflects the specific characteristics of civil service in Ukraine.
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Ormel, Hermen, Maryse Kok, Sumit Kane, et al. "Salaried and voluntary community health workers: exploring how incentives and expectation gaps influence motivation." Human Resources for Health 17, no. 1 (2019): 59. https://doi.org/10.1186/s12960-019-0387-z.
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<strong>Background: </strong>The recent publication of the WHO guideline on support to optimise community health worker (CHW) programmes illustrates the renewed attention for the need to strengthen the performance of CHWs. Performance partly depends on motivation, which in turn is influenced by incentives. This paper aims to critically analyse the use of incentives and their link with improving CHW motivation.<strong>Methods: </strong>We undertook a comparative analysis on the linkages between incentives and motivation based on existing datasets of qualitative studies in six countries. These studies had used a conceptual framework on factors influencing CHW performance, where motivational factors were defined as financial, material, non-material and intrinsic and had undertaken semi-structured interviews and focus group discussions with CHWs, supervisors, health managers and selected community members.<strong>Results: </strong>We found that (a mix of) incentives influence motivation in a similar and sometimes different way across contexts. The mode of CHW engagement (employed vs. volunteering) influenced how various forms of incentives affect each other as well as motivation. Motivation was negatively influenced by incentive-related "expectation gaps", including lower than expected financial incentives, later than expected payments, fewer than expected material incentives and job enablers, and unequally distributed incentives across groups of CHWs. Furthermore, we found that incentives could cause friction for the interface role of CHWs between communities and the health sector.<strong>Conclusions: </strong>Whether CHWs are employed or engaged as volunteers has implications for the way incentives influence motivation. Intrinsic motivational factors are important to and experienced by both types of CHWs, yet for many salaried CHWs, they do not compensate for the demotivation derived from the perceived low level of financial reward. Overall, introducing and/or sustaining a form of financial incentive seems key towards strengthening CHW motivation. Adequate expectation management regarding financial and material incentives is essential to prevent frustration about expectation gaps or "broken promises", which negatively affect motivation. Consistently receiving the type and amount of incentives promised appears as important to sustain motivation as raising the absolute level of incentives.
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MAZORENKO, Oksana, Oleksandr BOBLOVSKYI, and Zhou WU. "NEW EXPLORATION OF TALENT INCENTIVES IN CATERING ENTERPRISES UNDER STRATEGIC MANAGEMENT PRACTICE: CASE OF GUANGZHOU RESTAURANT." Herald of Khmelnytskyi National University. Economic sciences 340, no. 2 (2025): 518–22. https://doi.org/10.31891/2307-5740-2025-340-82.
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This article deeply analyzes how catering enterprises, relying on strategic management practices, carefully carve out the talent incentive mechanism of catering enterprises, thereby revitalizing the enterprise. We not only explore the positive role of various theoretical frameworks and management strategies such as scientific management principles, economic incentive mechanisms, and team dynamics principles in talent incentives, but also through a meticulous analysis of Guangzhou Restaurant, reveal the core driving force of leadership in the incentive chain, the indispensability of teamwork in creating an atmosphere, the direct improvement of talent satisfaction by rational resource allocation, and the solid backing of risk management in ensuring the sense of security of talents. Faced with the various challenges of personnel incentives in catering enterprises, we analyze them individually and propose coping strategies. At the same time, this article emphasizes the critical role of personalized salary plans, diversified incentives, and continuous communication in stimulating talent potential and innovative vitality. Suggested recommendations are formed for the Guangzhou Restaurant. Guangzhou Restaurant cleverly integrates material incentives with non-material incentives, greatly enhancing talents' loyalty and work enthusiasm. This article focuses on the outstanding contribution of Guangzhou Restaurant's strategic management in optimizing talent incentives and improving team performance. It provides valuable references and inspiration for other catering companies in talent management and incentives, helping them to stand out in the fierce market competition and move forward steadily.
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Jin, Siyu. "A Review of Research on Employee Incentive Mechanisms and Firm Performance from the Perspective of Behavioral Economics." Transactions on Economics, Business and Management Research 12 (September 28, 2024): 94–102. http://dx.doi.org/10.62051/qf9abt26.
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This paper reviews the relationship between employee incentives and corporate performance from the perspective of behavioral economics. As the limitations of traditional material incentive theory gradually emerge, behavioral economics provides new theoretical support for the optimization of incentive mechanisms. This paper first explores the core concepts of behavioral economics, including loss aversion, intrinsic motivation, framing effects and social norms, and compares them with traditional incentive theories. By analyzing the additions and modifications of behavioral economics to incentives, it reveals how it affects incentive design, which in turn improves employee motivation and corporate performance. In addition, this paper demonstrates the successful application of behavioral economics principles in corporate incentives by combining practical cases and discusses the marginal effects and potential problems of incentives. Finally, this paper summarizes the effectiveness of the application of behavioral economics in the design of incentives and proposes directions for future research, such as personalized incentives, long-term incentive effects, cross-cultural research and technology-driven incentive design. The study shows that by scientifically designing incentive mechanisms, companies can more effectively motivate employees, improve overall performance, and achieve long-term sustainable development.
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Ivanova, Elena, and Elena Kolesnichenko. "ANALYSIS AND DIRECTIONS FOR IMPROVING THE SYSTEM OF INCENTIVES FOR EMPLOYEES IN THE CIVIL SERVICE." Actual directions of scientific researches of the XXI century: theory and practice 9, no. 2 (2021): 49–61. http://dx.doi.org/10.34220/2308-8877-2021-9-2-49-61.
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The article examines the actual problem of stimulating the work of civil servants. The authors analyzed the theoretical aspects of motivation and stimulation and concluded that the interpretations of the concepts of motivation and stimulation have significant differences, and the emphasis should be on the combination of material and non-material tools. The analysis of the motivation system for civil servants was carried out on the basis of materials from one of the departments of the regional administration. It was revealed that for certain structural divisions of the civil service, an outflow of personnel is characteristic, and the main reasons are: dissatisfaction with the level of material support; discrepancy between the level of wages and the costs of individual resources for the implementation of labor activities; lack of recognition of their merits. The authors analyzed the content of tangible and intangible instruments in the public administration system and concluded that the main principles of intangible incentives for civil servants should be: justice, equal opportunities, objectivity, consistency, transparency, awareness. Recommendations on the effective use of the system of non-material incentives are offered: ways of non-material incentives for an employee should be tangible; carry out only an objective assessment of the results of activities; the criteria should be made clear, transparent and easily verifiable; the indicators, in accordance with the achievement of which the incentive is carried out, must be achievable; control at all stages of measures for non-material incentives for employees.
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Burton, Alexandra, Stamatina Marougka, and Stefan Priebe. "Do financial incentives increase treatment adherence in people with severe mental illness? A systematic review." Epidemiologia e Psichiatria Sociale 19, no. 3 (2010): 233–42. http://dx.doi.org/10.1017/s1121189x00001160.
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SUMMARYAim – To identify whether financial or material incentives improve treatment adherence in people with severe mental illness. Method – A systematic review of studies published between 1950 and 2008 was conducted. EMBASE, MEDLINE, EBM, AMED and PsycINFO were searched. Studies were included if a financial or material incentive was offered and if the sample had a severe mental illness. Results – Fourteen articles were identified; three studies on adherence to psychiatric treatment and one on physical exercise. Ten articles used incentives for adherence to substance misuse treatment programmes. In all studies, financial incentives were associated with an increase in adherence; however the effect was not always maintained once the incentive was withdrawn. Conclusion – While existing research suggests that financial incentives may improve treatment adherence in severely mentally ill populations, very few studies focus on psychiatric treatment. Further research may address the long term effectiveness of incentives on adherence in this population.Declaration of Interest: The authors on this paper were supported by funds from the Wellcome Trust. All authors worked on a Wellcome Trust funded qualitative focus group study exploring stakeholder views on offering patients financial incentives to adhere to antipsychotic medication. Priebe is also lead applicant on a National Institute of Health Research (England) (NIHR) awarded grant to conduct a clinical trial on the use of financial incentives to achieve maintenance antipsychotic medication adherence.
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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 (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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Schneckenberg, Dirk. "Strategic Incentive Systems For Open Innovation." Journal of Applied Business Research (JABR) 30, no. 1 (2013): 65. http://dx.doi.org/10.19030/jabr.v30i1.8283.
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<p class="AbsKeyBibli">Our paper presents a cross-sectional study of incentive systems for open innovation practices. Organisations face the challenge to design and implement strategic incentive systems which reward active contributions of individuals to open innovation practices. We refer to contributions from psychology and economics to develop a framework for organisational incentive systems. We have conducted semi-structured interviews with 10 experts in Germany and the Netherlands. The experts work in firms which are both international top players and open innovation pioneers in their respective industries. The results show that all organisations in the sample develop incentives for open innovation. The key strategic function of incentive systems is to open mind-sets of the workforce and to overcome mental barriers of the 'not invented here' syndrome. Immaterial and in particular task content incentives have been judged to have a more efficient long-term impact than material incentives. While experts have emphasised the importance of aligning incentives systems to open innovation strategies, in practice many incentive approaches still remain patchwork and lack a clear strategic focus.</p>
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Dipsweta, Paul. "Effects of Monetary and Non-Monetary Incentives on Employee's Performance." Management Journal for Advanced Research 4 (February 22, 2024): 68–72. https://doi.org/10.5281/zenodo.10691486.
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This paper first focuses on the distinction between monetary and non-monetary incentives, and examine whether incentives enhance employee’s performance and identify the most effective incentive to motivate and improve employee’s performance. Before discussing the awards and perks offered to employees by companies, it is necessary to understand the importance of motivation in the workplace. Employee motivation is a major factor in organizational growth. Managers at all organizational levels concentrate on employee motivation through a variety of rewarding strategies, including monetary and non-monetary rewards. Monetary incentives are easy to understand and consist of measurable financial benefits. Non-monetary incentives may take the shape of material gifts or opportunities that may also have some monetary value. In addition, incentive programs are a key component of improving staff productivity. According to data, incentives are valuable since they can encourage up to 66% of employees to stay at their firm and boost employee performance by 44%.
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Магомедов, М. А., А. М. Агаева, and П. М. Гаджидавудова. "Staff motivation. Material, moral and social incentives." Экономика и предпринимательство, no. 5(142) (August 21, 2022): 900–903. http://dx.doi.org/10.34925/eip.2022.142.5.170.
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Мотивация работников представляет собой сопряжение целей организации и целей персонала для достижения наиболее полного удовлетворения потребностей обеих сторон. Мотивы придают трудовой деятельности личностный смысл Задачей руководителя выступает применение средств стимулирования на основе анализа предпочтений и личностных установок работников. В данной статье рассмотрены виды социального, морального и финансового стимулирования, их преимущества и недостатки, примеры использования на крупных предприятиях. Employee motivation is a combination of the goals of the organization and the goals of the staff to achieve the fullest satisfaction of the needs of both parties. Motives give personal meaning to work activity The task of the head is the use of incentive tools based on the analysis of preferences and personal attitudes of employees. This article discusses the types of social, moral and financial incentives, their advantages and disadvantages, examples of use in large enterprises.
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Fesyanova, Oksana. "Strategic Motivation of High-Tech Industries: Incentives and Time Factor." Strategizing: Theory and Practice 5, no. 1 (2025): 106–15. https://doi.org/10.21603/2782-2435-2025-5-1-106-118.
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Material and non-material incentives are closely interconnected as part of strategic motivation systems. In high-tech industries, the time factor affects the choice of incentives and strategic motivation. Strategic motivation is one of the three functions of strategic management. As a result, it has a crucial impact at each stage of strategizing. The article introduces an algorithm for identifying and substantiating the correlation between the incentives of the strategic motivation system at high-tech enterprises, as well as the effect of the time factor on each incentive and the motivation system as a whole. The research relied on the theory of strategy and the methodology of strategizing developed by Professor V. L. Kvint. It yielded a brief and an extended scheme of incentives, as well as a block-vector strategic motivation scheme for a hi-tech enterprise with a step-by-step operating algorithm. The schemes demonstrated good application prospects for the sphere of strategizing.
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Fang, Ming, Yan Qi, Xun Liu, and Yan Wang. "A study of the Acceptance of Material Incentives and Non-Material Incentives in Agri-Business Companies." Open Journal of Social Sciences 02, no. 09 (2014): 144–49. http://dx.doi.org/10.4236/jss.2014.29025.
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Khodakova, Olga, and Yulia Senotrusova. "STUDY OF THE MOTIVATION OF HEALTHCARE WORKERS IN THE PRIMARY CARE SERVICE." Social Aspects of Population Health 71, no. 2 (2025): 19. https://doi.org/10.21045/2071-5021-2025-71-2-19.
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The significance of the study is determined by the high social significance of the problem of staffing the system of primary healthcare provision, which is the most widespread and in-demand type of medical assistance. Investigating the motivation of healthcare workers in the primary care service will help identify ways to improve the motives and incentives to attract and retain this category of specialists in medical organizations providing primary healthcare. Purpose. To determine the main factors influencing the formation of motivation among primary care physicians in the healthcare system. Materials and methods. The study was conducted among primary care physicians working in state medical organizations providing primary healthcare in 12 regions of the Russian Federation. The sample size was 1466 respondents. Research methods included sociological, statistical, and analytical approaches. Data collection was carried out using a specially developed questionnaire. Results. The motivation of primary care physicians is formed based on material and non-material motives and incentives. Analysis of the factors that determined specialists' choice to work in primary healthcare indicates a dominance of non-material motives, reflecting workers' orientation primarily towards the high social significance of their work. Material incentives were noted as advantages in the work of primary care physicians by 26.3% of respondents. The majority of surveyed physicians – about 70% – express a desire to continue working as primary care physicians. Among age groups, the lowest percentage is observed among physicians under 30 years old, with only 43,3% of respondents willing to continue working in this position. Rural areas are attractive for living and working for one-third of the physicians who participated in the study. According to respondents' answers, there is a high significance of material incentives for attracting specialists to work in rural areas. Conclusion. Further in-depth research into the motivational aspects of medical personnel's work is necessary. Special attention should be paid to the issue of retaining young specialists in primary healthcare. A promising direction is the development of non-material motivation methods that can effectively complement existing material incentives. Scope of application of the results. The results can be used by researchers in the field of public health and healthcare. Keywords: motivation; motive; incentive; staffing; primary healthcare; primary healthcare system; social support measures for healthcare workers
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Korzhova, O. S. "MODELS OF WORK INCENTIVES FOR SCIENTIFIC AND PEDAGOGICAL WORKERS." Herald of Omsk University. Series: Economics 17, no. 4 (2019): 95–101. http://dx.doi.org/10.24147/1812-3988.2019.17(4).95-101.
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The article considers the models of work incentives for scientific and pedagogical workers used in higher educational institutions. The model of work incentives is understood as a set of used approaches to stimulation, types of incentives, incentive indicators and their accounting in the practice of personnel management of the university. Approaches used to stimulate the work of scientific and pedagogical workers differ depending on the coverage of employees, the degree of flexibility, the degree of centralization of decision-making on incentives, the structure of remuneration and the duration of the employment contract with a lecturer. Types of incentives include material (monetary and non-monetary) and intangible (social, moral and creative). These types are considered in the article in relation to the activities of scientific and pedagogical workers. Considering the indicators of stimulation, we can distinguish models of incentive using a wide range of indicators and models focused on the selection of a small number of priority indicators associated with the development strategy of the university. On the basis of the considered approaches, types of incentives and incentive indicators, there were identified three models of incentives for university lecturers used in practice. Each of them has a number of features and is typical for different types of higher education institutions. Thus, it is possible to distinguish models of work incentives, typical for foreign universities, for Russian universities with a special status (national research, federal, universities-participants of the Project 5-100, regional reference universities), as well as for Russian universities that do not have a special status.
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Janjić, Teodora, and Radmila Micić. "Material and non-material motivation factors." Ekonomski pogledi 26, no. 2 (2024): 131–70. https://doi.org/10.5937/ep26-53911.
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This paper presents the level of employee motivation at ABC Proizvod from Užice, as well as the structure of material and non-material motivation factors. The aim of the paper is to determine, based on the opinions of employees at the local company in Užice, whether material or non-material motivation factors are more important to them and to determine the degree of motivation present in the mentioned company. Using survey methods, descriptive statistics and Spearman's rank correlation coefficient, it has been concluded that employees are motivated to perform their work tasks and are satisfied with their jobs. In terms of material incentives, the company offers salary increases and additional bonuses, while non-material incentives include opportunities for growth and development, and a pleasant working atmosphere to a lesser extent. Among the motivational factors, the employees appreciate increase in salary the most.
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Meiyola Krisma Agatha, Rizki Luthfi Aulia, and Hwihanus Hwihanus. "Analisis Pemberian Insentif Dalam Meningkatkan Motivasi Dan Kinerja Karyawan Studi Kasus Perusahaan Tour Travel PT. Menara Dunia Tour Travel Di Surabaya." Jurnal Mutiara Ilmu Akuntansi 2, no. 2 (2024): 318–31. http://dx.doi.org/10.55606/jumia.v2i2.2610.
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The purpose of this research is to find out: (1) Providing incentives in an effort to improve employee performance at the travel tour company PT. Menara Dunia Tour Travel which has been running, (2) How incentives should be given in an effort to improve the performance of PT. Menara Dunia Tour Travel. This research method uses a qualitative descriptive approach. Data collection techniques include direct interviews with company leaders and employees, observation and documentation. The research results show (1) The incentive system provided by the company to its employees is in the form of material and non-material incentives in the form of bonuses, social security, awards, work training and joint holidays. Meanwhile, the things that drive employee performance and motivation are employee quality, employee quantity, and employee attendance or discipline. The results of this research are that providing incentives can increase work enthusiasm in increasing achievement, increase loyalty, discipline and responsibility for the position, and most importantly can improve employee performance, (2) By looking at the results of the analysis which shows that the program The incentives implemented by PT. Menara Dunia Tour Travel For this reason, companies are expected to be able to maintain and improve their policy of providing incentives in an effort to improve employee performance.
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A.N, Nizamov. "Salary in the System of Material Incentives for Workers of Construction." Journal of Advanced Research in Dynamical and Control Systems 12, SP7 (2020): 1925–27. http://dx.doi.org/10.5373/jardcs/v12sp7/20202305.
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Mu, Xiyuan. "Brief Analysis of the Impact of Material Incentives and Non-Material Incentives On the Performance of Enterprise Employees." Frontiers in Business, Economics and Management 6, no. 3 (2022): 67–69. http://dx.doi.org/10.54097/fbem.v6i3.3313.
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In recent years, with the rapid development of social economy, the development of enterprises has also received more and more attention, the management of enterprise employees has become more and more scientific, and more and more attention has been paid to improving the work enthusiasm of enterprise employees, to achieve the purpose of improving the performance of enterprise employees, promoting the development of enterprises, and thus increasing corporate profits. To this end, the management has implemented a variety of incentives, which can be divided into two categories, namely material incentives, and non-material incentives. This paper intends to explore the impact of material incentives and immaterial incentives on the performance of enterprise employees in different aspects, analyze their differences and differences in depth, and put forward some personal suggestions accordingly, to provide a modest force for the benign development of enterprises and provide some lessons for academic research.
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Amalia, Magfirah. "PENGARUH INSENTIF MATERIAL DAN INSENTIF NON MATERIAL TERHADAP EFEKTIVITAS KERJA KARYAWAN PERUSAHAAN DAERAH AIR MINUM (PDAM) KOTA PAREPARE." DECISION : Jurnal Ekonomi dan Bisnis 2, no. 2 (2021): 262–68. http://dx.doi.org/10.31850/decision.v2i2.1401.
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This study aims to describe and analyze the Effect of Material Incentives and Non-Material Incentives on the Work Effectiveness of Employees of the Regional Drinking Water Company (PDAM) of Parepare City. The data collection techniques used in this study were observation and questionnaires. The sample in this study was 112 respondents. The data analysis technique in this study used multiple linear regression analysis. Based on the results of the research that has been done, it shows that: 1) Material incentives have a significant positive effect on the work effectiveness of the employees of the PDAM Parepare. 2) Non-Material Incentives have a significant positive effect on the work effectiveness of the employees of the PDAM Parepare.
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Chu, Ying, Guijie Qi, Kaiping Wang, and Feng Xu. "After Online Innovators Receive Performance-Contingent Material Rewards: A Study Based on an Open Innovation Platform." Behavioral Sciences 14, no. 8 (2024): 723. http://dx.doi.org/10.3390/bs14080723.
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In recent years, enterprises have increasingly recognized the pivotal role of external users in driving product innovation. Open innovation platforms (OIPs), which facilitate interactions between companies and external innovators, have emerged as critical conduits in this regard. However, OIP managers face the challenge of motivating innovators to sustain their contributions. While some OIPs have implemented material incentives, the impact of such rewards on users’ ongoing innovation efforts remains uncertain. This study utilized a large-scale dataset from an OIP to examine how performance-contingent material rewards influence the subsequent behaviors of online innovators. Employing a quasi-experimental design involving propensity score matching (PSM) and difference-in-differences (DID) analysis, we found that receiving performance-contingent material rewards led to a decrease in the quantity of subsequent ideas generated by innovators. However, these rewarded innovators produced ideas of higher quality. Interestingly, the novelty of ideas submitted by innovators declined following their receiving of rewards. Moreover, newly enlisted innovators exhibited a more positive response to these incentives. Our findings provide valuable insights for platform managers seeking to optimize incentive mechanisms. We suggest adopting diversified incentive approaches and refining incentive strategies to effectively motivate continuous innovation among users on OIPs.
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Al-Shammari, Muhammad, Walid Sadek, and Al-Faisal Abdul Hamid. "Financial Incentives and Their Impact on Employee Productivity: The Education Department in Hafar Al-Batin as a Model." International Journal of Financial, Administrative, and Economic Sciences 3, no. 6 (2024): 71–105. http://dx.doi.org/10.59992/ijfaes.2024.v3n6p3.
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The research problem is evident in studying: What is the impact of financial incentives on the productivity of employees in the Education Department in Hafr Al-Batin Governorate? The study aimed to examine the financial incentive system in place in institutions and their role in improving employee performance. The objective limits of the study include its focus on knowing the impact of incentives, both material and moral, and their impact on employee productivity in the Education Department in Hafar Al-Batin as an example. The application of the study was limited to employees in the Education Department in Hafr Al-Batin Governorate during the year 2023-2024. The study relied on the descriptive correlational approach to determine the level of material incentives and their impact on the productivity of employees in the Education Department in Hafr Al-Batin. The study population consists of employees of the Education Department in Hafr Al-Batin Governorate, while the target study sample consists of employees whose number ranges from (228) employees. The study found that responses are statistically distributed according to relative strength (68.70%). The study recommends that the standard for evaluating employees' performance be the standard of reward and punishment within the work environment, so that the use of incentives, whether positive or negative, against employees comes in a way that ensures achieving the goals of the incentive system.
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Dorgushaova, A. K., and T. S. Kuzina. "Formation of an effective labor incentive system to increase the efficiency of an enterprise (on the example of the Tuapse department of the Azovo-Chernomorsky basin branch)." New Technologies 16, no. 6 (2021): 89–98. http://dx.doi.org/10.47370/2072-0920-2020-16-6-89-98.
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The article discusses some approaches to the system of incentives for employees to achieve the target indicators of enterprise development. Effective labor incentive systems attract and retain highly qualified workers, which positively affects the quality of services provided. The importance of dividing the types of incentives and their impact on the wages of workers has been noted. The greatest effect of incentives for personnel is achieved when the goals of the enterprise and the needs of employees are balanced. The company expresses its gratitude and interest to an employee and evaluates his/her work using material and non-material incentives. This article substantiates the effectiveness of incentives for employees, notes the appropriateness of the forms and methods of incentives chosen by the enterprise. The factors influencing the formation of a highly professional and effective team have been identified. The object of the study is the Tuapse Department of the Azovo-Chernomorsky Basin Branch of FSUE «Rosmorport» (hereinafter – the Enterprise). The purpose of the research is to determine promising directions for the development of the labor incentive system. The article considers the main activities of the Tuapse Department of the Azovo-Chernomorsky Basin Branch of FSUE «Rosmorport» represented by the following types of services: navigation, information, pilotage, dredging, tugboat services, services for the provision of berths for anchorage of ships and provision of crew vessels. A wide range of specialized services requires professionally trained personnel of the enterprise. The qualitative indicators of the personnel of the enterprise have been analyzed according to the following characteristics: education level, suitability for the position held, level of qualifications. The ratio of employees of the enterprise depending on the functional composition has been revealed. The total number of employees of the enterprise, retraining and advanced training, dependence of incentive payments on the length of service have been considered in dynamics for 5 years. Measures to increase the efficiency of the personnel of the Tuapse Department of the FSUE «Rosmorport» Azovo-Chernomorsky Basin Branch have been developed and proposed.
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Budiarti, I., M. Maryati, and V. Lavira. "The Impact of Providing Material and Non-Material Incentives on Employee Work Motivation (Study on the Automotive Industry in West Bandung)." Proceeding of International Conference on Business, Economics, Social Sciences, and Humanities 3 (December 1, 2022): 192–98. http://dx.doi.org/10.34010/icobest.v3i.135.
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Humans are the main mover in the company and employees are the company's main wealth so they must be maintained properly. To maintain these employees, the company must provide rewards other than wages/salaries in the form of appropriate incentives to improve welfare. The purpose of this study was to determine the impact of providing incentives, both material and non-material, on employee work motivation in an automotive industry located in West Bandung. This research is empirical research that is descriptive with a quantitative approach. The types of data used are primary data and secondary data. The method used in this study is the census method of 44 employees. The research instrument uses material incentives, non-material incentives and work motivation. Data analysis includes validity test, reliability test, classical assumption test, and hypothesis test with multiple linear regression as the analysis tool using SPSS version 25 for windows. Based on the discussion of the results of this study, it was concluded that material incentives and non-material incentives had a positive influence on employee motivation
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Mantserov, K. M., M. I. Khatkevich, M. M. Khatkevich, and A. V. Shipilova. "Implementation Of The Material Incentives Mechanism In A Healthcare Organization With The Use Of HIS." Manager Zdravoochranenia, S (December 1, 2022): 34–49. http://dx.doi.org/10.21045/1811-0185-2022-s-34-49.
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The article notes the importance of the financial incentive mechanism for a healthcare organization. The mechanism should be both effective, delicate, objective, fair, transparent, stimulating professional and personal growth. The principles are proposed and the mechanism of material incentives, built at the V. A. Nasonova Research Institute of Rheumatology. The features of the implementation of the subsystem “Incentive payments” in HIS Interin PROMIS are briefly presented. In conclusion, the main results of the implementation and operation of the subsystem “Incentive payments” of HIS in the medical organization are listed.
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Budiman, Nita Andriyani, Mukhamad Nurkamid, Jaka Sriyana, and Akhsyim. "Can Tax Incentives Affect MSME Tax Compliance?" International Journal of Multidisciplinary: Applied Business and Education Research 3, no. 11 (2022): 2198–205. http://dx.doi.org/10.11594/ijmaber.03.11.06.
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The government issued a tax incentive policy for the business sector. This policy was taken to help the public and business actors to survive in the middle period of the Covid-19 outbreak. The Covid-19 pandemic has influenced the relationship between tax incentives and MSME tax compliance. This study examines how much influence tax incentives have on MSME tax compliance. MSME actors get a total income tax incentive of 0.5% as referred to PP No. 23/2018 which is created by the government, where the taxpayers of MSME do not require to make tax deposits. During the Covid-19 pandemic, the government provided tax incentives that are expected to boost MSME tax compliance. The main objective of this study was to examine the impact of tax incentives on MSME tax compliance, using the Covid-19 situation as a moderating factor. The tax incentives in this study consist of knowledge of tax incentives and the use of tax incentives. The research data was obtained from UMKM in Kudus Regency with a sampling technique using purposive sampling. Data were collected from 231 respondents using a survey method. The data was analyzed using moderated regression analysis. The study's findings indicate that knowledge of tax incentives has a positive effect on MSME tax compliance, that use of tax incentives has no impact on MSME tax compliance, and that the Covid-19 pandemic has no influence on the relationship between knowledge of tax incentives and use of tax incentives on MSME tax compliance. The expected implication in this research is to be able to contribute to providing information about the compliance level of MSME taxpayers during the Covid-19 pandemic and to be used as evaluation material for the application of related policies.
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Satybaldyev, A., S. Berdibekova, and Zh Igamberdieva. "Investigation of the Impact of Work Incentives on Employee Work Quality." Bulletin of Science and Practice 10, no. 1 (2024): 284–91. http://dx.doi.org/10.33619/2414-2948/98/34.
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The theme of article is dedicated to investigating the impact of work incentives on the quality of employees’ work. During the research, various methods and approaches to incentivization are analyzed, and their effectiveness in terms of improving labor productivity accuracy and work quality is assessed. Special attention is given to the comparative analysis of material and non-material forms of incentives and their influence on employee motivation and satisfaction. The article is based on a theoretical literature review on the topic and practical data analysis obtained from various organizations. The research aims to identify the most effective methods of work incentives, ways to adapt to different organizational conditions, and individual employee needs. As a result of the work, specific recommendations for personnel management practices are presented, and criteria for evaluating the effectiveness of various incentive methods are determined. These recommendations and criteria can be used by organizations to enhance the quality of employee work and ensure the company’s development.
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Al-Zahrani, Raed Eid Salem, and Salman Salem Al-Harbi. "impact of incentives on employee performance and job satisfaction at Madinah General Hospital." International journal of health sciences 7, S1 (2023): 1489–507. http://dx.doi.org/10.53730/ijhs.v7ns1.14370.
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The aim of this study was to identify the incentive system used by public hospitals in Saudi Arabia and its impact on employee performance and satisfaction in Medina General Hospital in particular. The study also aimed to determine the contribution of material and moral incentives provided to employees in Medina General Hospital, as well as to identify the extent to which incentives are applied in reality in the hospital and their impact on improving the performance and satisfaction of employees in Medina General Hospital. The study population included all employees in Medina General Hospital, and the study used simple random sampling. The sample size was 100 individuals. The study found a statistically significant negative correlation between incentives and job performance at 0.01, with job performance in Medina General Hospital increasing by 0.479% for every 1% increase in incentives applied. Similarly, there was a statistically significant negative correlation between incentives and job satisfaction at 0.01, with job satisfaction in Medina General Hospital increasing by 0.411% for every 1% increase in incentives applied.
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Linger, Eloise. "Combining Moral and Material Incentives in Cuba." Behavior and Social Issues 2, no. 2 (1992): 119–36. http://dx.doi.org/10.5210/bsi.v2i2.179.
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Магомедбеков, Г. У., and М. Г. Магомедбекова. "Non-material incentives for increasing employee productivity." Экономика и предпринимательство, no. 9(134) (December 17, 2021): 780–82. http://dx.doi.org/10.34925/eip.2021.134.9.143.
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В исследовании проводится анализ современных аспектов нематериального стимулирования труда работников предприятий в современных условиях. Изучаются основные понятия, а также виды нематериального стимулирования производительности труда. Кроме того, исследуются современные проблемы нематериального стимулирования производительности труда, специфики эффективного менеджмента предприятия малого бизнеса. The study analyzes the modem aspects of non-material incentives for employees of enterprises in modem conditions. The basic concepts and types of non-material stimulation of labor productivity are studied. In addition, modem problems of non-material stimulation of labor productivity are investigated.
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Hasrati, Mostafa. "Material and Credentialing Incentives as Symbolic Violence." Journal of Business and Technical Communication 27, no. 2 (2012): 154–79. http://dx.doi.org/10.1177/1050651912468886.
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Havrylova, Olena. "Staff Motivation as One of the Management Methods in Hotels." Modern Economics 38, no. 1 (2023): 22–27. http://dx.doi.org/10.31521/modecon.v38(2023)-03.
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Abstract. Introduction. The article considers motivation as one of the methods of personnel management in hotel establishments of Ukraine in the conditions of martial law, traces the positive aspects of the motivation method and the effectiveness of its application in practice at hotel enterprises. The article defines the concept of "staff motivation" and reveals that in order to enhance employee motivation, it is more efficient to combine tangible, intangible and professional incentives. The world experience of applying of employee motivation is analyzed, material, non-material and professional incentives in Japan, America, Great Britain, Sweden, Germany, France are studied. The article highlights the specifics of the use of material, nonmaterial and professional incentives for workers in wartime, examples are given. It was established that the use of material, professional and non-material incentives, including participation in socially significant projects, leads to an increase in the efficiency of the work of employees and contributes to their identification with the workplace. Such social responsibility creates a new perspective on the hospitality industry and reflects the spirit of the Ukrainian people. Purpose. Clarification of the definition of the concept of "staff motivation", the study of motivation as a method of personnel management of a hotel enterprise in the conditions of martial law in Ukraine. Result. European methods of motivation involve a combination of material, non-material and professional incentives. Compared to other countries, the motivation of hotel employees in Ukraine changes along with their needs. In comparison with other European countries, the motivation system in Ukraine is changing in accordance with the modern needs of society, and now the dominant incentive is a decent salary, followed by non-material and professional incentives. Based on this, we can conclude that Ukrainians are ready to work with any salary, just to satisfy their basic needs. Thus, the problem of staff motivation in the hospitality industry is relevant today and should be solved as soon as possible for economic and social benefits. One of the most influential means of non-material stimulation during the martial law in Ukraine is the involvement of employees in socially significant projects. Ukrainian hotel & resort association has created its map of hotels that are ready to work in blackout conditions. When forming this map, the requirements for the technical arrangement of hotels were taken into account. Conclusions. Therefore, staff motivation is a set of material, non-material and professional incentives that can ensure high-quality and efficient work, which contributes to the success and productivity of the company. The motivation of employees of hotel enterprises in Ukraine is currently created through material, professional and non-material incentives, in particular socially significant projects. Helping his people to provide pleasant emotions, a sense of need, to create and maintain a spirit of indomitability. In this way, relationships in the team are strengthened, social ties are strengthened and help is provided to those who need it. The sense of involvement in socially significant projects helps the identification of the employee with the city of work. Such social responsibility creates a new perspective on the hospitality industry and reflects the spirit of the Ukrainian people.
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Zakharova, D. S. "TWO-WAY ENGAGEMENT BETWEEN EMPLOYEE AND EMPLOYER IN CORPORATE ACTIVITIES." Juvenis Scientia, no. 4 (2019): 21–26. http://dx.doi.org/10.32415/jscientia.2019.04.05.
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The article examines the problem of motivation at the stage of corporate training and advanced training for the development of two-way engagement between employee and employer. The author points out that involvement required from two sides: on behalf of the employee to become more successful, to obtain a result that is objectively measured criteria - the level of wages or the receipt of financial incentives. Involvement on behalf of employer is searching of specific methods and tools, which together will lead to effective motivation of the employee. As the successful operation of such models in the field of material employees' remuneration the article considers foreign experience. Objective criterion - the comparison of wages of foreign countries and Russia allows to make a conclusion that Russia occupies a low position on the level of wages and material incentives is rarely used and is not flexible. In practice, the employer focused on the minimum wage, leaving the incentive part of the wages at their discretion. Thus, developing mechanisms using a model material incentives, the employer motivates employees and potential who have trained for involvement in the work and labour efficiency.
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Meckled-Garcia, Saladin. "Why Work Harder? Equality, Social Duty and the Market." Political Studies 50, no. 4 (2002): 779–93. http://dx.doi.org/10.1111/1467-9248.00007.
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The paper responds to Cohen's critical claim that for agents who sincerely accept Rawls's difference principle it is not consistent to seek material incentives towards productivity. The central argument of the paper is that productive agents in a market economy would not be as productive without material incentives unless held to be under a (controversial) duty to increase productivity. This duty is distinct from merely having a duty to contribute up to a reasonable minimum, and then equalise material benefits. The controversial duty is not derivable from the difference principle itself, nor from the background motivations for it. Therefore, if Cohen's critique is internal to Rawlsian distributive justice, it is based on a controversial version of that view of distributive justice when applied to a market system. It is the reach, and not the core insight of Cohen's critique that is attacked here. If in any way sound, that insight does not un-controversially apply to all material incentive-seeking in a market economy.
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Qi, Hao. "“Distribution According to Work”: An Historical Analysis of the Incentive System in China’s State-Owned Sector." Review of Radical Political Economics 50, no. 2 (2017): 409–26. http://dx.doi.org/10.1177/0486613416675620.
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This article analyzes the role of the incentive system in driving China’s economic transition. The reform of the incentive system during the late 1970s and early 1980s led to the abuse of material incentives. Changes in the incentive system led to recurrent inflation and squeezed profits. The state thus launched a series of reforms that commoditized labor power and divided cadres from workers, substantially weakening workers’ power and promoting China’s economic transition.
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Rayko, Maksym. "Work payment as one of the important factors of material incentives." Law and innovations, no. 1 (29) (March 31, 2020): 59–64. http://dx.doi.org/10.37772/2518-1718-2020-1(29)-9.
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Problem setting. One of the problems in our country is ensuring that every citizen has a decent salary for the amount of work he has done. The target of research is devoted to the study of wages as one of the important factors of material incentives for employees. In the current conditions of building a market economy in Ukraine, one of the first tasks of the state is to develop such a mechanism of incentives for workers, in which all elements of remuneration would play a stimulating role in the performance of the employee’s duties. Analysis of resent researches and publications. The work of such scientists as V.M. Bozhko, V.M. Veger, Yu.M. Veres, O.V. Gayeva, O.S. Galchenko, S.Yu. Golovina, V.V. Zhernakov, I.P. Zhigalkin, G.A. Kaplina, R.Z. Livshits, A.V. Moskalenko, A.Yu. Pashherstnik, S.M. Prilipko, O.I. Protsovsky, N.M. Khutoryan, G.I. Chanisheva, O.M. Yaroshenko, and etc. However, despite the considerable amount of theoretical and empirical work of scholars in the field of remuneration, not all aspects of this problem have been sufficiently developed. In particular, the realities of today require an in-depth study of pay as one of the important factors for material incentives for employees. Article’s main body. Revealing the essence of remuneration as one of the important factors of material incentives for employees, the first focus is on defining and clarifying the relation between the terms “pay” and “wages”. The essence of wages is twofold. On the one hand, it is the main source of income for workers and improving their standard of living, so its size largely characterizes the level of well-being of all members of society, on the other - the main mechanism for material stimulation of growth and productivity, and therefore directly affects the pace and scale of social -economic development of the country. It is stated that in order to increase employee motivation through a material incentive, the following principles should be followed: (a) positive promotion is more effective and constructive than negative, especially in the long run; (b) unpredictable and irregular bonuses are better than expected and projected; (c) large and frequent bonuses are usually jealous, small and frequent bonuses are satisfying. At the same time raising wages it is necessary to think carefully and skillfully about the mechanism of raising the remuneration for the work performed in order to better motivate the employee Conclusions and prospects for the development. It is concluded that in order to increase the material interest of employees in the growth of production and increase the efficiency of work of enterprises, it is necessary to improve the systems of material incentives, remuneration for the results of work, other forms of material incentives. In addition to salaries and bonuses, the system of material incentives may include retirement savings, tuition fees (employee or his children), interest-free loans for the purchase of housing, payment for food or travel of employees, payment for employee rest, various benefits, insurance.
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Devita, Reni. "Faktor-faktor yang Mempengaruhi Insentif Karyawan pada Apotek Kimia Farma Cabang Jambi." J-MAS (Jurnal Manajemen dan Sains) 4, no. 2 (2019): 423. http://dx.doi.org/10.33087/jmas.v4i2.128.
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Based on data obtained at Kimia Farma Pharmacy, it can be seen the number of employees, and incentives at Kimia Farma Pharmacy 2012 - 2017. Incentives are motivating employees to work with optimal abilities, namely as additional income outside the salary or wage that has been determined. Kimia Farma is the first pharmaceutical industry company in Indonesia, which was founded by the Indian government in 1817. Kimia Farma Pharmacy is located in Simpang Pulai Jambi. There are two factors that affect employee incentives, including 1) Material Factors with a value of 135.3 with very high criteria. 2) Non-factors with a value of 132.3 with high criteria. and gives to have an effect on positive to incentives of employees will increase by 1,047%. Based on hypothesis that the incentives affects employees evidenced by 5885 > 2,037. This there significance between the effects incentives of employees in Kimia Farma Pharmacy. The conclusions drawn from incentives should be fostered and developed so that employees can work with more calm and comfortable, which in turn increases their . Kimia Farma Pharmacy gives incentive to employees who excel by showing a high initiative to resolve workplace issues. Thus employees will be motivated to developed ideas and initiatives that are useful in the workplace.
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Younies, Hassan, Belal Barhem, Swapna Gantasala, and Tareq Al-Tawil. "Emirati Preferences among Material and Non-material Incentives in the Workplace." Emerging Economy Studies 3, no. 1 (2017): 86–97. http://dx.doi.org/10.1177/2394901517696644.
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Alam, Anjur Perkasa, Asmawarna Sinaga, Ayu Liviana, and Dewi Indriani. "Pengaruh Budaya Organisasi terhadap Lingkungan Kerja pada PT BRI Syariah Kantor Cabang S. Parman Medan." El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam 1, no. 1 (2020): 256–64. http://dx.doi.org/10.47467/elmal.v1i1.545.
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Based on the results of observations and discussions regarding Bonus Giving and Influence on Performance of employees of PT. BRI Syariah Branch S. Parman Medan is as follows:1. Policy of PT. BRI Syariah Branch S.Parman Medan in giving bonuses to employees is to provide the type of employee motivation at PT. BRI Syariah Branch S.Parman Medan by:a. Oral giving in the form of praise given by superiors.b. The giving of materials is by raising salaries, bonuses and incentives.c. Holding competition among employeesd. Provide adequate work facilitiese. Conducting periodic coaching by atassan directly by each boss.While the factors that lead to the giving of bonuses on the employees is the work of work, achievement in work, responsibility in work, words in work, cooperation between employees and companies and leadership in work.2. The form of bonus that is given to employees of PT. BRI Syariah Branch S. Parman Medan is an annual bonus, bonus achievement, bonus retention and profit sharing.3. The effect of bonuses on the performance of employees of PT. BRI Syariah Branch S. Parman Medan is to improve employee performance, improve its standard of living with the receipt of payments outside of basic salary and improve employee motivation so as to encourage them to perform better in work.Thus, the influence of bonuses or incentives on the performance of employees of PT. BRI Syariah Branch S. Parman Medan can be explained by several factors. Based on the research results, the highest score is found in the material incentive indicator (material). PT Bank BRI Syariah Medan provides incentives to employees if employees reach the target set by the company.
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Alam, Anjur Perkasa, Asmawarna Sinaga, Ayu Liviana, and Dewi Indriani. "Pengaruh Budaya Organisasi terhadap Lingkungan Kerja pada PT BRI Syariah Kantor Cabang S. Parman Medan." El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam 1, no. 2 (2018): 256–64. http://dx.doi.org/10.47467/elmal.v1i2.545.
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Based on the results of observations and discussions regarding Bonus Giving and Influence on Performance of employees of PT. BRI Syariah Branch S. Parman Medan is as follows:1. Policy of PT. BRI Syariah Branch S.Parman Medan in giving bonuses to employees is to provide the type of employee motivation at PT. BRI Syariah Branch S.Parman Medan by:a. Oral giving in the form of praise given by superiors.b. The giving of materials is by raising salaries, bonuses and incentives.c. Holding competition among employeesd. Provide adequate work facilitiese. Conducting periodic coaching by atassan directly by each boss.While the factors that lead to the giving of bonuses on the employees is the work of work, achievement in work, responsibility in work, words in work, cooperation between employees and companies and leadership in work.2. The form of bonus that is given to employees of PT. BRI Syariah Branch S. Parman Medan is an annual bonus, bonus achievement, bonus retention and profit sharing.3. The effect of bonuses on the performance of employees of PT. BRI Syariah Branch S. Parman Medan is to improve employee performance, improve its standard of living with the receipt of payments outside of basic salary and improve employee motivation so as to encourage them to perform better in work.Thus, the influence of bonuses or incentives on the performance of employees of PT. BRI Syariah Branch S. Parman Medan can be explained by several factors. Based on the research results, the highest score is found in the material incentive indicator (material). PT Bank BRI Syariah Medan provides incentives to employees if employees reach the target set by the company.
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Potemkina, Marina. "Material Incentives for the Labor of Employees of Defense Enterprises of the Urals During the Great Patriotic War." Vestnik Volgogradskogo gosudarstvennogo universiteta. Serija 4. Istorija. Regionovedenie. Mezhdunarodnye otnoshenija 30, no. 2 (2025): 85–99. https://doi.org/10.15688/jvolsu4.2025.2.7.
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Introduction. Motivation of workers to productive labor is an important component of the economic policy of any state. In modern conditions of escalating international tensions and economic instability, the study of the historical experience of the Great Patriotic War makes it possible to identify effective levers of military modernization. The historiographical analysis allowed us to conclude that the topic of material incentives for the labor of workers of defense enterprises of the Ural home front in the period 1941–1945 has not been the subject of a special study. Methods and materials. The source base of the work is represented by the documents of the central and regional archives of the Russian Federation, most of which were introduced into scientific circulation for the first time. Theoretical concepts of mobilization economy and labor motivation were used as methodological approaches. Analysis. In the article, in relation to the period of 1941–1945, the rewards for labor, carried out in cash and in kind, as well as ways of motivation of labor, based on restrictive measures of material order, are considered. The dynamics of changes in the system of measures of material incentives for labor of workers of industrial enterprises during the war towards the growth of the share of material incentives are shown. The study reveals the problems and shortcomings that took place in the implementation of the system of material incentives for shock labor at defense enterprises in the Urals. Results. It is concluded that material incentives were mainly aimed at supporting highly qualified employees of the main production shops at defense enterprises who exceeded the plan.
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Dasgupta, Ananta M., Tammy J. Fisher, Kriston A. Hines, and Kimberly K. Larson. "Effects of Post-Hypnotic Suggestions, Academic Incentives and Compliance to Authority on Students' Efforts to Remember." Imagination, Cognition and Personality 16, no. 1 (1996): 51–61. http://dx.doi.org/10.2190/gkvq-lvy8-53fn-59e2.
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Fifty volunteer participants were exposed to three experimental conditions. One group was given post-hypnotic suggestions urging them to remember certain types of material to be presented later. The second group was offered academic incentives through extra-credit bonus points. The third group was given no suggestions or incentives but was simply told to remember the materials for experimental purposes. Three types of materials were used: an article, a videotape, and an audiotape. Results indicated that compliance to authority, either hypnotist or teacher, does not supersede the students' own spontaneous efforts to remember whenever the material has no special significance to the students' own needs. Nevertheless, audio materials were harder to remember than multi-modal materials such as reading or audiovisual materials. Confabulations were randomly present in all types of reconstructed memory regardless of experimental conditions and material types.
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Don, O., and I. Privarnikova. "Non-material component of group labor motivation." European Journal of Management Issues, no. 7 (December 25, 2016): 185–93. https://doi.org/10.15421/191619.
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A limitation in financial resources of enterprises to increase financial incentives, in particular real wages of employees, led to paying more attention to the non-material part of motivation. Since the motives and incentives of group motivation have not been studied sufficiently, while the approaches used for individual motivation of employees, are not always applicable for the motivation of a group, the subject of present study is relevant. The goal of present work is to characterize non-material component of labor group motivation, motivational types of workers and to define possible intangible incentives specific to motivate a group to achieve its goal. Labor motivation should be considered as a system of components that represent a set of motives of internal and external origin, stimulating drivers that induce a labor collective to work actively towards achieving both personal and enterprise goals. Highly motivated employees are interested employees and, therefore, when reaching common goals of the enterprise, they satisfy their personal needs and consciously choose a certain type of conduct. We characterized the underlying motives (needs), which encourage employees to work. It is emphasized that the motives that define human behavior in the process of work are in plenty, but it is run by only a few of them, one of which necessarily prevails. A selection of team members with regard to differences in motives provides for the prerequisites for success. We assumed that under critical conditions, motivational needs of both individual employees and groups are mostly related to the expectation of financial remuneration for the work done. Under limited financial resources, it is expedient to use intangible incentives. When choosing them, manager should take into account the fact that in order to improve results of the work, employees must be in an environment that meets their basic emotional state. The integral components of such a "healthy" environment are proper subordination, corporate etiquette, microclimate in the team, presence of an experienced manager. Motivational impact on both the individual worker and the group as a whole is realized taking into consideration the differences in needs, character features, working behavior, status, qualifications, experience, and worldview. Present article characterized motivational types of workers by these criteria and assessed their ability to work in a group by a scale of "low capability – high capability". It was concluded that for the effective motivation of work of the group during team formation, preference should be given to people who can handle household work, who, along with those of the instrumental type, meet the requirements of effective work to a large degree. Recommendations are given on using motivational incentives in the context of the "application of incentives – forming the conditions". Scientific novelty of present research is the identification of motivational type of employee most inclined to work in group by comparing their needs and incentives. Results of the study might be used to create real conditions at an enterprise to build up group labor motivation and to engage each employee for increasing labor productivity. Promising directions for further research is the assessment of effectiveness of particular proposed motivational incentives to increase effectiveness of group work in different spheres of activity.
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Kopytova, Anna, Elena Matys, Natalia Zotkina, Irina Reshetnikova, Natalia Meller, and Inna Nekrasova. "Normative regulation of material incentives for workers in the sphere of high-rise construction." E3S Web of Conferences 33 (2018): 03053. http://dx.doi.org/10.1051/e3sconf/20183303053.
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The article is devoted to the problem of normative and legal regulation of incentives for workers of the building companies. The company considered is engaged in high-rise construction. The part of the document “Regulations for the incentives of employees of the enterprise” is presented. This document is introduced into the practical activities of the Tyumen enterprise. The presented part of the document regulates the issues of material incentives for employees of the enterprise. The document “Regulations for the incentives of employees of the enterprise” is developed in accordance with the approach proposed by author. The document was developed, after the authors had carried out an analysis of the scheme of incentives at the enterprise.
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Sihag, B. S. "Kautilya on Moral and Material Incentives, and Effort." History of Political Economy 39, no. 2 (2007): 263–92. http://dx.doi.org/10.1215/00182702-2007-004.
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Goulet, Denis. "MATERIAL AND MORAL INCENTIVES AS ECONOMIC POLICY INSTRUMENTS." Humanomics 10, no. 1 (1994): 5–24. http://dx.doi.org/10.1108/eb018743.
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Phuong, Tran Thi Minh, Pham Viet Tien, Luong Ngoc Hieu, and Ha Thi Thu Phuong. "Create Motivation for Commune-Level Civil Servants by Material Stimulation." International Journal of Religion 5, no. 11 (2024): 7672–77. http://dx.doi.org/10.61707/02qzz387.
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The objective of this study is to present, analyze, and measure the motivation created for communal-level civil servants by material incentives in Hai Phong city. Based on the research overview and expert interview results, the creating motivation for communal-level civil servants by material incentives is measured by 7 attributes (components). Quantitative research method with the support of SPSS software. The author conducts descriptive statistics, analyzes the reliability of the scales through Cronbach's alpha coefficient, and EFA analysis. The research results show that the surveyed subjects evaluated the current situation of creating motivation for commune-level civil servants in Hai Phong city by material incentives at an average level of 3.99/5; the Cronbach's alpha coefficient of the component attributes is greater than 0.6; and is statistically significant. Based on the research results, the author proposes a number of recommendations to improve the creation of motivation for commune-level civil servants by material incentives in Hai Phong city.
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Drapkina, O. M., A. Sh Senenko, and R. N. Shepel. "Motivation and responsibility of employees of primary health care facilities: results of a social survey on current motivation measures." Cardiovascular Therapy and Prevention 22, no. 9S (2024): 3825. http://dx.doi.org/10.15829/1728-8800-2023-3825.
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Aim. To study the relevance of motivation measures based on the survey of medical staff.Material and methods. Medical staff of adult primary health care facilities was surveyed using an original questionnaire regarding the organization of work, the importance of financial and non-financial incentives. The survey was strictly voluntary and anonymous, and conducted electronically and on paper. In total, 35191 questionnaires were accepted for processing. Processing was carried out using the method of descriptive statistics.Results. The organization of work environment is of the greatest importance to respondents (>80%), while in second place is the presence of clear criteria for work efficiency assessment, and in third place — a clear incentive and penal scheme. Respondents rated the opportunity for contact with the administration more highly than "communicating work assessment criteria to employees". The undisputed top in financial incentives is payments for high performance criteria in all categories of personnel. Of the non-financial measures, the most popular were a letter of gratitude from the manager and permission to independently plan working hours (maximum among medical specialists (51%)).Conclusion. The results obtained make it possible to highlight the main directions for motivation system of medical staff as follows: clear evaluation criteria for all personnel categories, provision of conditions for fulfilling the developed criteria, active outreach on evaluation criteria, incentive payments and other measures of material incentives, development of targeted incentive technologies, feedback with employees on issues related to their performance, working conditions, etc., developing a system of non-financial incentives and corporate culture.
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Ellingsen, Tore, and Magnus Johannesson. "Paying Respect." Journal of Economic Perspectives 21, no. 4 (2007): 135–49. http://dx.doi.org/10.1257/jep.21.4.135.
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Why do people work? Economic theory generally, and the principal–agent model specifically, emphasize the role of material incentives. But many academics, for example, work diligently year after year for a nearly fixed real salary, continuing to work hard as they approach retirement, although financial incentives are usually absent. We will argue that while economists have been right to focus on incentives, they have been wrong to focus so exclusively on material incentives. While workers appreciate monetary rewards, they also get utility from what (they believe that) others think about them. We lay out a body of evidence that, taken as a whole, makes a strong case that respect matters in the workplace, above and beyond material rewards. We discuss evidence that workers respond to attention, symbolic rewards, and trust—and even that material incentives in some cases lead to less effort. Finally, we argue that many of these observations can be captured in a standard principal–agent model, once the principals and the agents are assumed to care about respect or esteem as well as money.