Academic literature on the topic 'Performance Reward System'
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Journal articles on the topic "Performance Reward System"
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Noorazem, Nurul Asyiqin, Sabiroh Md Sabri, and Eliy Nazira Mat Nazir. "The Effects of Reward System on Employee Performance." Jurnal Intelek 16, no. 1 (January 26, 2021): 40–51. http://dx.doi.org/10.24191/ji.v16i1.362.
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Reward system which consists of financial rewards and non-financial rewards has become essential to an organization in managing employees’ performance. Motivated employees can be a significant factor in organizational success. When employees are motivated to work at higher levels of productivity, the organization as a whole will run more efficiently and is more effective at reaching its goals. Literature review on the previous studies has proven that the reward system can motivate and subsequently increase employees’ performance. Reward system comes in many forms, for example, intrinsic rewards and extrinsic rewards. Thus, the organization must critically understand what types of reward system can motivate the employee to perform well in their job. The purpose of this research is to investigate the effects of the reward system in an organization on employee performance. The variable tested in this study includes salary, bonuses, appreciation and medical benefits. This study adopted a quantitative approach where 132 sets of questionnaires were distributed to the participants selected using convenience sampling. Data were then analyzed using SPSS software and a few analyses were carried out such as correlations analysis and regression analysis. The results show that all variables have a significant impact on employees’ performance. The results of this study can be used by the organization to improve its reward system and to ensure it could help in increasing the employees’ performance.
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Andriani, Dewi. "Reward System Analysis on Employee Performance Improvement." Eduvest - Journal of Universal Studies 2, no. 6 (June 20, 2022): 1102–7. http://dx.doi.org/10.59188/eduvest.v2i6.464.
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This research is motivated by the phenomenon of giving rewards that are not evenly distributed. The purpose of this study is to analyze the importance of the reward system in improving employee performance. This research uses a qualitative method with a literature review approach. The results of this study indicate that one form of reward is the provision of incentives. Incentives will enhance employee motivation in an effort to achieve the goal of improving performance. Motivation is an indicator that affects performance because it is an important driver that causes people to work is the need that must be met. Thus, through a reward system in the form of incentives, it can generate employee work motivation, where motivation is the main factor in improving employee performance so as to increase employee productivity and welfare.
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Momanyi, George O., Maureen A. Adoyo, Eunice M. Mwangi, and Dennis O. Mokua. "Strengthening Strategic Reward Framework in Health Systems: A Survey of Narok County, Kenya." Global Journal of Health Science 9, no. 1 (May 19, 2016): 181. http://dx.doi.org/10.5539/gjhs.v9n1p181.
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BACKGROUND: Rewards are used to strengthen good behavior among employees based on the general assumption that rewards motivate staff to improve organizational productivity. However, the extent to which rewards influence motivation among health workers (HWs) has limited information that is useful to human resources (HRs) instruments. This study assessed the influence of rewards on motivation among HWs in Narok County, Kenya. METHODS: This was a cross-sectional study done in two sub-counties of Narok County. Data on the rewards availability, rewards perceptions and influence of rewards on performance, as well as motivation level of the HWs, was collected using a self-administered questionnaire with HWs. SPSS version 21 was used to analyze descriptive statistics, and factor analysis and multivariate regression using Eigen vectors was used to assess the relationship between the reward intervention and HWs’ motivation.RESULTS: A majority of HWs 175 (73.8%) had not received a reward for good performance. Only 3 (4.8%) of the respondents who received rewards were not motivated by the reward they received. Overall, reward significantly predicted general motivation (p-value = 0.009).CONCLUSION: In Narok County, the HR’s instruments have not utilized the reward system known to motivate employees. In the study area, hard work was not acknowledged and rewarded accordingly. In addition, there were not sufficient opportunities for promotion in the county. An increased level of reward has the potential to motivate HWs to perform better. Therefore, providing rewards to employees to increase motivation is a strategy that the Narok County health system and its HR management should utilize.
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TUMER, KAGAN, and ADRIAN AGOGINO. "MULTIAGENT LEARNING FOR BLACK BOX SYSTEM REWARD FUNCTIONS." Advances in Complex Systems 12, no. 04n05 (August 2009): 475–92. http://dx.doi.org/10.1142/s0219525909002295.
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In large, distributed systems composed of adaptive and interactive components (agents), ensuring the coordination among the agents so that the system achieves certain performance objectives is a challenging proposition. The key difficulty to overcome in such systems is one of credit assignment: How to apportion credit (or blame) to a particular agent based on the performance of the entire system. In this paper, we show how this problem can be solved in general for a large class of reward functions whose analytical form may be unknown (hence "black box" reward). This method combines the salient features of global solutions (e.g. "team games") which are broadly applicable but provide poor solutions in large problems with those of local solutions (e.g. "difference rewards") which learn quickly, but can be computationally burdensome. We introduce two estimates for local rewards for a class of problems where the mapping from the agent actions to system reward functions can be decomposed into a linear combination of nonlinear functions of the agents' actions. We test our method's performance on a distributed marketing problem and an air traffic flow management problem and show a 44% performance improvement over team games and a speedup of order n for difference rewards (for an n agent system).
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Francis, Felix, Clifford Tizhe Oaya Zirra, and Mambula I. Charles J. "Reward System as a Strategy to Enhance Employees Performance in an Organization." Archives of Business Research 8, no. 6 (June 29, 2020): 156–64. http://dx.doi.org/10.14738/abr.86.8403.
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This research paper is about reward system as a strategy to enhance employee’s performance in an organization. The research means this needs of an organization and its employee, their low productivity behavior and therefore the way this behavior are often change through reward to enable their performance boost the organization needs. The research was administered through constructive analysis from different articles that base on reward system. Descriptive and exploratory research designs were used for the purpose of this research work. The study observed that there is positive relationship between rewards and employees performance, productivity and retention in an organization. However, rewards system, in an organization should be designed with a constructed strategies that need to be a neighborhood of organization‘s culture.
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Mehmood, Sufyan. "Managing Performance through Reward System." IOSR Journal Of Humanities And Social Science 15, no. 2 (2013): 64–67. http://dx.doi.org/10.9790/0837-1526467.
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Purohit, Neetu. "Reward encourages beast.....oops, best!" Emerald Emerging Markets Case Studies 8, no. 4 (October 29, 2018): 1–17. http://dx.doi.org/10.1108/eemcs-07-2017-0188.
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Learning outcomes: The reading and discussion on case will enable participants to appreciate importance of reward management in performance management system for both employee and organizational good; to develop insight on the effect of perceived discrimination on the motivation of employees; to internalize the effect of perceived unjust, subjective, non-communicative, non-transparent policies on the behavior and productivity of employees and overall organizational culture and climate; and to comprehend the importance of HR and OB issues with respect to performance management system for the benefit of employee morale, motivation and organizational culture. Case overview: The effectiveness of an employee is the key factor for the employer. All the profit that the company or the organization makes depends on the employees’ productiveness. The case needs to be understood in the overall context of performance management system (Ferreiraa and Otley, 2009) with focus on elements of appraisal and compensation via rewards and recognition as per objective standards. Performance management systems (PMSs) is a more general descriptor if the intention is to capture a holistic picture of the management and control of organizational performance. Performance management policies and practices refer to the processes of setting, communicating and monitoring performance targets and rewarding results with the aim of enhancing organizational effectiveness (Fee, McGrath-Champ and Yang, 2011). PMS includes both the formal mechanisms, processes, systems and networks used by organizations, and also the more subtle, yet important, informal controls that are used (Chenhall, 2003; Malmi and Brown, 2008). Otley (1999) proposed a framework which highlights five central issues which need to be considered as part of the process of developing a coherent structure for performance management systems. The five areas addressed by this framework include identification of the key organizational objectives and the processes and methods involved in assessing the level of achievement under each of these objectives, formulating and implementing strategies and plans, as well as the performance measurement and evaluation processes, process of setting performance targets and the levels at which such targets are set, rewards systems used by organizations and the implications of achieving or failing to achieve performance targets and types of information flows required to provide adequate monitoring of performance. While the case touches upon all the aspects of the PMS framework, it revolves round the reward episode and elaborates on the way it affects all stakeholders, those who got the benefit, those who felt discriminated and those were mere observers to the episode. Objective performance appraisals are needed to ensure that every employee produces the best performance and that the work performed is rewarded with reasonable increases in pay scales or special additional allowances or incentives. This system carries crucial importance as it helps managers to decide which rewards should be handed out, by what amount and to whom. Additionally, performance appraisals may increase an employee’s commitment and satisfaction (Wiese and Buckley, 1998) The case readers need to notice that when organizations fail to follow objective appraisal or reward standards, the same rewards become a cause of contention. The reward which was handed over to the employees in this case was in addition to the annual appraisal. Though the role of rewards has been well-recognized in motivating the employees to continue performing at high level and encourage others to strive for better performance, what needs to be recognized that rewards’ per say does not serve purpose. They need to be dealt within the context of performance management system. Using rewards to favor or discriminate a few employees by using subjective standards backfires and does no good as the person who is favored cannot take pride in it and is not motivated to perform better or equally well as he/she also knows that the work has no relation to the reward, it is personal favor, on the other hand, the one who is discriminated feel discouraged and demotivated to perform. Rewards have the potential to both help and harm the organization if dealt in a callous and careless manner. Use of rewards to favor or discriminate certain people due to subjective preference can be suicidal for the organization and irreparably damage the trust of the employees in the management. It has been well stated that fairness and objectivity are the core principles using an assessment of the nature and size of the job each is employed to carry out (Torrington et al., 2005). If any organization decides to include rewards as a motivating mechanism, it needs to cull out unambiguous and transparent criteria for rewarding. If employees perceive procedural or distributive injustice from the management, it is not only detrimental for the employee’ relations and teamwork, it also tarnishes the reputation of the organization and jeopardizes the culture of the organization. Reward management needs to be closely related to performance appraisals, job evaluations and overall performance management systems. The current case elaborates on one such instance where unjustified inequity in reward system not only disturbed the employees concerned but it had bred a negative image of the organization among other employees too, organizational citizenship was replaced with contempt and feeling of apathy. Complexity academic level Post graduate students and working professionals can benefit from this study. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code Human resource management.
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Pradhan, Gopal Man. "Impact of Reward Systems on Employee Performance of Service Sector Institutions in Nepal." Batuk 8, no. 2 (July 28, 2022): 1–13. http://dx.doi.org/10.3126/batuk.v8i2.47008.
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Reward management in an organization helps to motivate and retain employees at work. It is an important element of human resource management. It is the process of creating, implementing and controlling an effective reward system in the organization that helps to maintain and improve organizational performance. It emphasizes the strategic purposes of attracting, motivating and retaining employees. Human resources are said to be the human capital that can play significant role for improving competitive advantage and sustaining business activities of all the organizations including financial institutions. This study attempts to analyze the impact of reward systems on employee performance of service oriented institutions of Nepal. Opinion on rewards in terms of salary, bonus, promotion, empowerment, achievement, appreciation, and employee performance from 395 employees of service sector institutions working at managerial, officer and assistant levels are taken into account. Pearson and Spearman Rho Correlation are used to find out the correlation between reward system and employee performance where multiple regression is used to analyze the impact of reward systems on employee performance. The study concluded that reward systems have positive correlation and impact of employee performance of service sector institutions of Nepal.
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Okocha, Peter Okocha, Gospel C. Emeyazia, and Christian Osakwe. "Appraising employee performance through a reward management system in the organisation." Journal of Global Social Sciences 3, no. 11 (September 1, 2022): 211–26. http://dx.doi.org/10.31039/jgss.v3i11.75.
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The study looked at appraising employee performance using a reward management system. Two objectives are the degree to which profit sharing affects and the reward system motivating employees to improve in organizational performance. Two hypotheses were raised to guide the study. The survey research design was used with a population of 150 with a sample size of 109 using the Taro Yamani formula. Findings revealed a significant relationship. Recommendations were that both intrinsic and extrinsic rewards should be enhanced to drive commitment from employees. It was recommended that administering rewards to the employee, to achieve effective performance in the organization, should be given appropriate guidance as it can motivate each type of employee.
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Ibrar, Muhammad, and Owais Khan. "The Impact of Reward on Employee Performance (A Case Study of Malakand Private School)." International Letters of Social and Humanistic Sciences 52 (May 2015): 95–103. http://dx.doi.org/10.18052/www.scipress.com/ilshs.52.95.
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Purpose: The aim of this study is to investigate how to employee performance impact on reward in private school. The study also aims to show how to employee improve the performance has in reward system. Design/methodology/approach: Questionnaire is used as instrument and 100 questionnaires were used to check the respondent’s opinion. Findings: descriptive analysis, correlation and multiple regression tests were applied for data analysis. Conclution: Study concludes that there is positive relationship between rewards (extrinsic and intrinsic) and employee’s job performance. Most of the organizations implement rewards system to increase the job performance and job satisfaction. Originality/value: By reviewing the different finding that the reward and employee performance. the contribution of this paper is to look at how to finding the effective solution of employee performance will be in reward system inter-organisational and school. Study of paper: The study of this paper is exploratry is qualitative study of research.
Dissertations / Theses on the topic "Performance Reward System"
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Rybrink, Martin, and Maria Tunblad. "Employees'reactions due to a reward system : a study in a sale organisation." Thesis, Linköping University, Department of Management and Economics, 2003. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1544.
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Background: Reward systems may be used in order to encourage different behaviors and to motivate employees in accordance with a company’s intended goals and results. To be able to design a reward system that leads to desirable performances, it is of great importance to be aware of the reactions that a reward system can emanate among employees.
Purpose Statement: The purpose is to analyze and explain the reactions of employees due to a reward system that has been designed and implemented by the management.
Research Method: We have carried out interviews with 2 middle-managers, 7 employees as well as the responsible of the reward system at Telia Kundtjänst AB in Norrköping.
Result: According to our study, reactions emanating from the implementation of a reward system appear as improvements as well as deterioration of performance. Further, our study indicates that the reactions can be explained by the injustice experienced among the employees, unclear goals and a deficient communication.
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Kabourková, Lucie. "Návrh systému odměňování zaměstnanců ve vybrané firmě." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-360512.
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This thesis deals with proposed system of rewards in a specific company that will be used to increase employee motivation and subsequently their economical productivity. Multidisciplinary literary research from fields of productivity measurement, direction of human resources, psychology and positive economy, represents the theoretical level of this Thesis. Practical part then describes selected company, it introduces reader to specific department and explains jobs of employees, and later it proposes and discusses complex reward system. This particular system is designed based on literature and interviews with employees of individual departments. The Thesis analysis possibilities of salary division into fixed and variable parts, it deals with connection of variable parts to specific scales, outlines issues with bonuses as well as other non-financial motivations, such as teambuildings and promotions, that increase employee motivation.
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Isegren, Alva, and Lukas Hägglund. "Do we have a deal? : En kvalitativ studie om mäklarorganisationers belöningssystem." Thesis, Högskolan i Gävle, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-35821.
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Syfte: Syftet med denna studie är att skapa en förståelse för hur processen ser ut då organisationer rekonstruerar sina belöningssystem. Metod: Studien har utgått från en kvalitativ metod med en abduktiv ansats. Studien är baserad på fyra semistrukturerade intervjuer med franchisetagare för mäklarorganisationer i Gävle. Resultat & Slutsats: Med en utgångspunkt i det empiriska materialet och teorin som grund har en modell utformats för att besvara hur samspelet mellan ledning och medarbetare påverkar rekonstruktionen av mäklarorganisationers belöningssystem. Denna modell kan redogöra för hur ledningen gör avvägningar mellan organisationens mål och medarbetarnas åsikter för att nå målkongruens. Examensarbetets bidrag: Studien har bidragit med en förståelse för hur processen går till hos mäklarorganisationer gällande rekonstruktion av deras belöningssystem. Studien visar samspelet som finns mellan ledning och medarbetare och hur denna detta spelar en stor roll för rekonstruktionen. Studien skapar en förståelse för Principal-agentteorin och Kontingensteorins roll inom organisationer vid rekonstruktion av belöningssystem. Förslag till fortsatt forskning: På grund av att studien endast studerar en specifik bransch kan det med säkerhet inte svara på om resultatet hade varit detsamma om det applicerats inom en annan bransch. Förslag till vidare forskning är således att testa vår modell för att undersöka hur samspelet mellan ledning och medarbetare påverkar rekonstruktionen av organisationers belöningssystem inom andra branscher.Aim: The aim with this study is to examine how the process looks like when organizations reconstruct their reward systems. Method: The study applies a qualitative research method with an abductive approach. The study is based on four semi-structured interviews with franchisees for real estate organizations in Gävle. Result & conclusions: Based on the empirical material and the theoretical background a model has been reconstructed to answer how the interplay between governance and coworkers affect the reconstruct of real estate organizations reward systems. With this model we can see how the governance makes trade-offs between the goals of the organizations and the coworkers’ opinions to achieve goal congruence. Contribution of the thesis: The study has contributed with an understanding for how the process works in real estate organizations regarding their reward system. The study shows the interplay between management and employees and how this dynamic plays a major role in the reconstruction. The study provides an understanding of the Principal Agent theory and Contingency Theory’s role within organizations when they reconstruct their reward systems. Suggestions for future research: Due to the fact that this study only examines one industry we cannot with certainty know if the results would be the same if applied in another environment. A suggestion for further research is thus to test our model to examine how the interplay between governance and coworkers affect the reconstruction of an organization's reward system within another industry.
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Lundahl, Julia, and Emil Thomasson. "Högpresterande med stor plånbok : En studie om finansiella belöningars påverkan på motivation och prestation." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-65405.
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In the following study you will be presented with the research that has been done to investigate how monetary rewards affect motivation and performance. The point of the research was to understand how monetary rewards affected employees motivation and performance. We chose to reach out to four companies within four different industries which all either have or have had monetary reward systems with either bonuses or commissions. To gather all the empirical data needed we chose semistructured interviews with a total of nine respondents. Four of the respondents have or have had monetary rewards and the other five respondents have or have had positions where they are able to affect or have insight in how the reward system works. The purpose of choosing the respondents we did was to get a broader understanding for how the monetary rewards affect employees within different industries so that we could find general conclusions that can be used within other branches and companies. The result of the research shows that monetary rewards increase the level of motivation on employees, but that it does not necessarily mean that it will have a big effect on the performance. We found that monetary rewards does affect performance in the way that it makes the employees extensively will do their best at work, but that the employees still would reach their goals at work without any monetary rewards. We also researched whether group or individually based rewards were more desired and why. Our conclusion was that most people prefer a mix of the two, but that individually based rewards was more preferred than group based.I följande studie kommer du som läsare att få ta del av den forskning som genomförts för att undersöka finansiella belöningars påverkan på motivation och prestation. Syftet med studien var att kunna förstå hur finansiella belöningar i form av bonus och provision påverkar medarbetare. Vi valde att vända oss till fyra företag inom fyra olika branscher som alla har eller tidigare haft finansiell belöning i form av bonus eller provision. För insamling av empirisk data genomfördes nio semistrukturerade intervjuer. Fyra av respondenterna omfattas eller har omfattats av finansiell belöning och fem av respondenterna besitter positioner som har eller har haft en påverkan och insyn i hur de finansiella belöningssystemen fungerar. Syftet med det breda urvalet av respondenter var att kunna få en bredare uppfattning om hur finansiella belöningar påverkar medarbetare inom olika branscher och genom det kunna dra mer generella slutsater som kan användas även inom andra branscher och företag. Resultatet av studien visar på att finansiella belöningar är motiverande för medarbetare, men att det nödvändigtvis inte behöver ha en större påverkan på prestationen. Vi fann att finansiella belöningar ökar prestationer i den bemärkelsen att medarbetaren blir mer mån om att prestera sitt allra yttersta, men att medarbetarna även utan finansiella belöningar skulle genomföra sitt arbete och för att nå de mål som finns uppsatta. Vi undersökte också om grupp- eller individbaserad belöning föredras och varför. Slutsatsen blev att de flesta föredrar en blandning av grupp- och individbaserad belöning, men att medarbetarna föredrar individbaserad belöning före gruppbaserad.
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Nguyen, Thi Thu. "Transformational Leadership Style, Reward Systems, Management Accounting System Information and Managerial Performance: The Impact of Ownership Type in Vietnamese Enterprises." Thesis, Griffith University, 2014. http://hdl.handle.net/10072/366939.
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In a competitive business environment, managers’ need for broad scope management accounting system (MAS) information for decision making increases. This information is critical for facilitating managers to gain a better understanding of a competitive environment and to respond to uncertain situations. Such understanding, in turn, helps managers to make more effective decisions, thereby improving their performance.
The extant literature suggests that several factors, such as organisational structure and external environment, may have an impact on managers’ use of broad scope MAS information (hereafter, the MAS information) and on their performance. However, the literature suggests that such an impact varies depending on contexts such as countries and cultures. In a transitional economy, as in Vietnam, studies investigating the impact of these factors on managers’ use of the MAS information and on their performance are rather scarce. Vietnam is in the process of transforming from a centrally planned economy to a market-oriented one characterised by a competitive business environment, organisations with multiple ownership types and a mix of leadership styles and reward systems. The relevant literature argues that the impact of different ownership types, leadership styles and reward systems in the transitional economy of Vietnam may differ from that found in a western country’s developed economy. However, an extensive literature review suggests that research on the impact of leadership style, reward system, and ownership type on managers’ use of the MAS information and their performance in Vietnam has yet to be conducted. The current study addresses this shortcoming.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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Kule, Eliona, and Arzo Walizai. "Prestationsfokus : En kvalitativ studie om hur prestationsfokus kan förbättras genom bra ledarskap och rätt belöningssystem." Thesis, Karlstads universitet, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-74409.
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Radebe, Patrick Qena. "The impact of a performance management system on service delivery in the City of Johannesburg Metropolitan Municipality / Patrick Qena Radebe." Thesis, North-West University, 2013. http://hdl.handle.net/10394/10125.
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Performance management is a process through which employees‟ performance is evaluated in order to reward such performance that meets the required standards, and to develop employees who fail to attain the required expectations. The overall organisational performance hinges on the effectiveness with which a performance management system is developed and implemented. The current study focuses on the extent to which performance management is effectively developed and implemented at the City of Johannesburg Metropolitan Municipality and the correlation that this has with service delivery. To achieve this objective a number of research questions and objectives were posed and formulated in chapter one. The hypotheses for the study are: a well-designed performance management system with well thought out practices and procedures can improve the delivery of services in the City of Johannesburg; and a well-designed performance management system with well thought out practices and procedures cannot improve the delivery of services in the City of Johannesburg. In order to validate the hypotheses, the structured questionnaires on the performance management system and service delivery were compiled. A questionnaire for employees consisted of close-ended questionnaire statements and open-ended questions. Another questionnaire with only close-ended questionnaire statements was issued to residents to elicit responses on service delivery by the City of Johannesburg. Frequency analysis, which lends itself to correlation analysis, of employees‟ responses and residents‟ feedback was conducted. The correlation analysis between employees‟ responses to performance management system and residents‟ responses to service delivery was conducted using the Pearson Correlation.
The findings of the study are: Growth and Development Strategy and the Integrated Development Plan (IDP) are not adhered to in the daily operations in the municipality. Managers and subordinates set objectives jointly but are, however, not participants in the evaluation of the municipality’s performance. The employees of the municipality are aware of the existence of the performance management system but it is applied only to more senior officials. Employees and managers are not involved in the evaluation of the municipality‟s performance. Training does not capacitate employees to work effectively with the Balanced Scorecard. The information technology architecture is not supportive of the implementation of the performance management system. Key performance areas were found to lack uniformity in the municipality and therefore created „silos‟ in the municipality. The key performance indicators are developed without the involvement of the communities, including employees, especially at the lower level of management. The critical success factors are understood by employees and are linked to major tasks and job responsibilities. Tax and rates accounts are issued in time. Tax and rates accounts are inaccurate. The municipality does not maintain street lights regularly. The municipality does not maintain sewage systems regularly. There is no relationship between the performance management system and service delivery. The recommendations for improving the performance management system were made and the researcher developed an appropriate model of performance that is oriented to effective service delivery.Thesis (PhD (Public Management and Governance))--North-West University, Vaal Triangle Campus, 2013
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Sedumedi, Nolita Nancy. "Guidelines for implementation of a performance management system in a level 2 public hospital / Sedumedi N.N." Thesis, North-West University, 2012. http://hdl.handle.net/10394/7566.
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INTRODUCTION
The intention of this study was to formulate guidelines for the implementation of
Performance Management System (PMS) regarding line managers (LM) and employees
(E) in a level 2 public hospital in the North–West Province. From a preliminary
evaluation it was evident that the implementation of performance management as
outlined in the NWPG policy No. 13, was not effective. The results of the research was
to provide baseline data of the current policy implementation by the line managers and
employees; an indication of the ability of the PMS to reach its goal of improved
performance between line managers and employees in the long term; and the barriers
to the policy implementation discovered over the course of the study.
RESEARCH QUESTIONS
Based on the statement of the problem, the following research questions were asked:
* How is PMS implemented from the perspective of line managers in a level 2 public
hospital?
* How is PMS implemented from the perspective of employees in a level 2 public
hospital?
* What guidelines can be formulated for line managers and employees regarding
PMS?
AIM AND OBJECTIVES OF THE STUDY
The principal aim of this study was to formulate guidelines for implementation of PMS
by line managers and employees. The objectives below of the research which are
derived from the principal aim were:
* To describe the implementation of the PMS from the perspective of line managers in
a level 2 public hospital.
* To describe the implementation of the PMS from the perspective of employees in a
level 2 public hospital.
* To formulate guidelines for line managers and employees regarding PMS?
RESEARCH DESIGN
A quantitative, explorative, descriptive, and contextual design was used in this study to
reach the overarching aim and respective objectives.
RESEARCH METHOD
The researcher firstly conducted a literature review to understand implementation of
PMS and related constructs. Thereafter the researcher used two similar structured
questionnaires for both LM and E to collect data. The questionnaires were developed to
measure the perceptions of both LM and E in the implementation of PMS in a level 2
public hospital. The questionnaires were based on the six steps (performance planning,
developing performance criteria, performance monitoring, performance review and
assessment, annual performance assessment and performance assessment outcomes)
of the current PMS policy used in a level 2 public hospital. The study is based on
transformational leadership whereby the line managers (LM) as nurse leaders with
transformational characteristics are assumed to be empowering the employees (E) and
creating enthusiasm for nursing practice. Minor adaptations were made to the
questionnaires prior to administration to the nursing personnel in a level 2 public
hospital in North West Province. An all inclusive sample was taken, representative of a
larger population and this amounted to twenty four line managers (n=24) and fifty five
employees (n=55) that participated in the study.
RESULTS
There were problems identified from both the line managers (LM) and employees (E) in
performance planning, developing performance criteria, and monitoring performance, organizing and the process of performance review and assessment and lastly the
annual performance assessment. The main two main findings are:
* The effect size of all the questions indicates a practically visible and thus
significant difference with regard to LM and E perceptions of the implementation
of PMS.
* There is statistical evidence of improper implementation of PMS from both
groups regarding some of the performance implementation items.
Based on the empirical evidence and the problems identified from the results, guidelines
for the implementation of PMS were formulated. It is suggested that these be used and
implemented to streamline the PMS in level 2 public hospitals.
Keywords: Key result areas (KRAs), Generic assessment factors (GAFs), reward, work
plan, Performance Agreement (PA), Performance Management System (PMS).Thesis (M.Cur.)--North-West University, Potchefstroom Campus, 2012.
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Hansson, Johanna, Dahl Emma Olsson, and Emelie Viberg. "Belöningssystem inom svenska modeföretag : Motivation, behov och prestation." Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-26605.
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Arbetsförhållanden blev ett aktuellt ämne efter en nyhet kring det svenska modeföretaget NA-KD uppmärksammades i december 2020. Belöningssystem består bland annat av begreppen motivation och behov som kan uppnås genom att organisationer belönar sinaanställda med hjälp av belöningssystem och belöningar i form av exempelvis lön, förmåner och uppskattning. Den här uppsatsen grundar sig i att få en bättre förståelse på hur de anställda på svenska modeföretag upplever belöningssystem inom deras organisation idag och hur organisationer kan öka de anställdas prestationer med hjälp av belöningssystem. För att undersöka olika organisationers belöningssystem utifrån de anställdas synvinkelanalyseras begreppen behov och motivation med hjälp av en analysmodell uppbyggd på hur faktorerna kan leda till höjd prestation. Studien kommer bidra med en djupgående nyanserad bild av de anställdas upplevelser från åtta djupgående intervjuer med semistrukturerade utformningar. Slutsatsen som kan dras i studien är att de anställda på svenska modeföretag i dagsläget upplever brister i organisationens belöningssystem. Samtliga respondenter belyser behovet av ett mer utvecklat belöningssystem och tydligare riktlinjer kring belöningar inom organisationen. Studien visar att de anställda har olika individuella behov på arbetsplatsen och olika faktorer motiverar de anställda på arbetsplatsen. Belöningar delas ofta in i olika kategorier som Bratton and Gold (2012) presenterar som monetära, icke-monetära och psykosociala belöningar. Det är tydligt i det empiriska materialet att svenska modebranschen är en attraktivbransch vilket organisationerna utnyttjar då de är medvetna om hur eftertraktad arbetsplatsen är och jobbar mindre med monetära belöningar, utöver en grundlön. Istället fokuserar de mer på icke-monetära i form av förmåner som till exempel rabatt på organisationens produkter. Slutligen visar studiens resultat hur de anställda upplever de befintliga belöningssystem och belöningar inom deras organisation samt om uppfyllda individuella behov och motivation leder till höjd arbetsprestation.This essay is in swedish. Working conditions became a current topic after news about the Swedish fashion company NA-KD received attention in December 2020. Reward systems includes motivation and needs that can be achieved by rewarding employees. The company can use an effective reward system and rewards such as salary, benefits and appreciation. This essay is based on gaining a better understanding into how employees in Swedish fashion companies experience reward systems within their organization today and how organizations can increase employees performance with the help of reward systems. To examine different organizations' reward systems from the point of view of employees, the concepts of need and motivation are analyzed with the help of an analysis model that is based on how the factors can lead to increased performance. The study will provide an in-depth, nuanced picture of employees experiences from eight in-depth interviews with a semi-structured design. The conclusion that can be drawn in the study is that the employees at Swedish fashion companies feel that today there are shortcomings in the organization's work with a reward system. All respondents highlight the need for a more developed reward system and clearer guidelines regarding rewards within the organization. The study shows that employees have different individual needs and that different factors motivate employees in the workplace. Rewards are often divided into different categories that Bratton and Gold (2012) present as monetary, non-monetary and psychosocial rewards. It is clear in the empirical material that the Swedish fashion industry is an attractive industry, which means that organizations take advantage of the fact that the workplace is popular by working less with monetary rewards, in addition to a basic salary. Instead, they focus more on non-monetary rewards in the form of benefits such as discounts on the organizations own products. Finally, the results of the study show how employees experience the existing reward systems and rewards within their organization and whether fulfilled individual needs and motivation lead to an increased work performance.
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Gustafsson, Anton, and Ann-Sofie Nguyen. "Monetära belöningssystem och dess effekter." Thesis, Högskolan Väst, Avd för företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-13967.
Full textAbstract:
Monetära belöningssystem är vanligt förekommande inom organisationer och implementeras vanligtvis för att öka motivationen hos medarbetare för att kunna påverka deras prestation, dock kan det finnas andra effekter som det inte tas någon hänsyn till. Syftet med studien är att skapa kunskap och en djupare förståelse om effekter av monetära belöningssystem i arbetslivet och hur monetära belöningssystem påverkar prestationen. Den teoretiska referensramen komponerades av tidigare studier på monetära belöningssystem och olika motivationsteorier, såsom Maslows behovshierarki och Vrooms förväntansteori. För att samla in data har semistrukturerade intervjuer utförts med åtta informanter. Valet av informanter gjordes med vissa kriterier där kriterierna var att informanten skulle arbeta vid en arbetsplats där de hade ett monetärt belöningssystem som antingen baserades på individen eller gruppen prestation eller både individen och gruppen prestation. Studiens resultat visar att uppfattningen av det monetära belöningssystemet påverkas främst av hur trygg personen känner sig ekonomiskt. Det visar att det finns positiva effekter i form av ökad motivation, men att det även finns negativa effekter i form av minskad motivation i vissa fall. Studien visar även att det monetära belöningssystemet i vissa fall även kan bidra till stress, oro, rädsla för att misslyckas och försämrad kvalité i arbetsuppgifter som inte innefattas av det monetära belöningssystemet. I vissa fall visar resultatet även att samarbetet och kommunikationen blir lidande vid användning av ett belöningssystem som är baserat på individens prestation, medan i andra fall så påverkas inte samarbetet och kommunikationen av belöningssystemet som är baserat på individens prestation. Vi har kommit fram till att monetära belöningssystem har både positiva och negativa effekter och påverkar prestationen båda positivt och negativt och att det främst beror på hur ekonomiskt trygg personen känner sig. Organisationer behöver ta hänsyn till detta vid implementeringen av ett monetärt belöningssystem så att belöningssystemet kongruerar med organisationens intresse.Monetary reward systems are common in organisations and are usually implemented to increase motivation amongst the employed. The goal is to have an impact on the performance, but there may be other effects that are not considered. The purpose of the study is to create knowledge and a deeper understanding of the effects of monetary reward systems in the working life and how monetary reward systems affect the performance. The theoretical frame of reference was composed of previous studies on monetary reward systems and various motivational theories, such as Maslow's hierarchy of needs and Vroom's expectancy theory. In order to collect data, semi-structured interviews have been conducted with eight informants. The selection was based on a few criteria where the criteria were that the informant would work at a workplace where they had a monetary reward system that either was based on the individual or group performances or both the individual and the group performances. The study's results show that the perception of the monetary reward system is affected primarily by how financially secure the person feels. It shows that there are positive effects like increased motivation, but that there are also negative effects in terms of reduced motivation in some cases. The study also shows that in some cases the monetary reward system also contributes to stress, concern, fear of failure and a deterioration in the quality of tasks that are not included in the monetary reward system. In some cases, the result also shows that the cooperation and communication suffer when using a reward system that targets the individual's performance, while in other cases the cooperation and communication of the reward system that is based on the individual's performance is not affected. We have concluded that monetary reward systems have both positive and negative effects and affect both performances positively and negatively and that it depends primarily on how financially secure the person feels. Organizations need to take this into account when implementing a monetary reward system, so that the reward system correspond with the organisation's interest
Books on the topic "Performance Reward System"
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Peck, Charles A. Variable pay: New performance rewards. New York, N.Y: Conference Board, 1990.
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SHUKLA, Shrushti BAJPAI. Performance and Reward Management System. Independently Published, 2022.
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Harrington, Jim. Pay/reward systems for improved business performance. Training Commission, 1988.
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Gomez-Mejia, Luis R. Increasing productivity: Performance appraisal and reward systems. 1990.
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Rooney, Jim, Shields John, Michelle Brown, and Sarah Kaine. Managing Employee Performance and Reward: Systems, Practices and Prospects. University of Cambridge ESOL Examinations, 2020.
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Managing Employee Performance and Reward: Systems, Practices and Prospects. University of Cambridge ESOL Examinations, 2020.
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Motivate and Reward: Performance Appraisal and Incentive Systems for Business Success. Palgrave Macmillan, 2003.
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Kressler, H. Motivate and Reward: Performance Appraisal and Incentive Systems for Business Success. Palgrave Macmillan Limited, 2003.
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Kressler, H. Motivate and Reward: Performance Appraisal and Incentive Systems for Business Success. Palgrave Macmillan Limited, 2003.
Find full textBook chapters on the topic "Performance Reward System"
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Quatmann, Tim, and Joost-Pieter Katoen. "Multi-objective Optimization of Long-run Average and Total Rewards." In Tools and Algorithms for the Construction and Analysis of Systems, 230–49. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-72016-2_13.
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AbstractThis paper presents an efficient procedure for multi-objective model checking of long-run average reward (aka: mean pay-off) and total reward objectives as well as their combination. We consider this for Markov automata, a compositional model that captures both traditional Markov decision processes (MDPs) as well as a continuous-time variant thereof. The crux of our procedure is a generalization of Forejt et al.’s approach for total rewards on MDPs to arbitrary combinations of long-run and total reward objectives on Markov automata. Experiments with a prototypical implementation on top of the Storm model checker show encouraging results for both model types and indicate a substantial improved performance over existing multi-objective long-run MDP model checking based on linear programming.
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Jin, Peng, Jiaxu Tian, Dapeng Zhi, Xuejun Wen, and Min Zhang. "Trainify: A CEGAR-Driven Training and Verification Framework for Safe Deep Reinforcement Learning." In Computer Aided Verification, 193–218. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-13185-1_10.
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AbstractDeep Reinforcement Learning (DRL) has demonstrated its strength in developing intelligent systems. These systems shall be formally guaranteed to be trustworthy when applied to safety-critical domains, which is typically achieved by formal verification performed after training. This train-then-verify process has two limits: (i) trained systems are difficult to formally verify due to their continuous and infinite state space and inexplicable AI components (i.e., deep neural networks), and (ii) the ex post facto detection of bugs increases both the time- and money-wise cost of training and deployment. In this paper, we propose a novel verification-in-the-loop training framework called Trainify for developing safe DRL systems driven by counterexample-guided abstraction and refinement. Specifically, Trainify trains a DRL system on a finite set of coarsely abstracted but efficiently verifiable state spaces. When verification fails, we refine the abstraction based on returned counterexamples and train again on the finer abstract states. The process is iterated until all predefined properties are verified against the trained system. We demonstrate the effectiveness of our framework on six classic control systems. The experimental results show that our framework yields more reliable DRL systems with provable guarantees without sacrificing system performance such as cumulative reward and robustness than conventional DRL approaches.
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Thierry, Henk. "Enhancing Performance through Pay and Reward Systems." In Psychological Management of Individual Performance, 325–47. Chichester, UK: John Wiley & Sons, Ltd, 2005. http://dx.doi.org/10.1002/0470013419.ch16.
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Frumkin, Jessica Jean. "Rewards, Positive Reinforcement, and Incentive Systems." In Handbook of Improving Performance in the Workplace: Selecting and Implementing Performance Interventions, 465–81. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470587102.ch19.
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Piepenbrock, Jelle, Tom Heskes, Mikoláš Janota, and Josef Urban. "Guiding an Automated Theorem Prover with Neural Rewriting." In Automated Reasoning, 597–617. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-10769-6_35.
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AbstractAutomated theorem provers (ATPs) are today used to attack open problems in several areas of mathematics. An ongoing project by Kinyon and Veroff uses Prover9 to search for the proof of the Abelian Inner Mapping (AIM) Conjecture, one of the top open conjectures in quasigroup theory. In this work, we improve Prover9 on a benchmark of AIM problems by neural synthesis of useful alternative formulations of the goal. In particular, we design the 3SIL (stratified shortest solution imitation learning) method. 3SIL trains a neural predictor through a reinforcement learning (RL) loop to propose correct rewrites of the conjecture that guide the search.3SIL is first developed on a simpler, Robinson arithmetic rewriting task for which the reward structure is similar to theorem proving. There we show that 3SIL outperforms other RL methods. Next we train 3SIL on the AIM benchmark and show that the final trained network, deciding what actions to take within the equational rewriting environment, proves 70.2% of problems, outperforming Waldmeister (65.5%). When we combine the rewrites suggested by the network with Prover9, we prove 8.3% more theorems than Prover9 in the same time, bringing the performance of the combined system to 90%.
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Frumkin, Jessica Jean. "Rewards, Positive Reinforcement, and Incentive Systems." In Handbook of Improving Performance in the Workplace: Volumes 1-3, 465–81. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470592663.ch38.
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Shrivastava, Shweta, and Shikha Kapoor. "Conceptual Framework of How Rewards Facilitate Business Operations in Knowledge-Intensive Organizations." In System Performance and Management Analytics, 373–85. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-7323-6_30.
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Silvia, John E. "Profits: Rewards and Incentives in an Economic System to Allocate Capital." In Financial Markets and Economic Performance, 345–69. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-76295-7_10.
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Bobbio, Andrea. "Petri Nets Generating Markov Reward Models for Performance/Reliability Analysis of Degradable Systems." In Modeling Techniques and Tools for Computer Performance Evaluation, 353–65. Boston, MA: Springer US, 1989. http://dx.doi.org/10.1007/978-1-4613-0533-0_23.
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Hazy, James K., Brian F. Tivnan, and David R. Schwandt. "Modeling Social Structure as Network Effects: Rewards for Learning Improves Performance." In Unifying Themes in Complex Systems, 144–52. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-17635-7_18.
Full textConference papers on the topic "Performance Reward System"
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Gursel Tapki, Ipek. "ALLOCATION OF BONUSES BASED ON PERFORMANCE BASED REWARD SYSTEM." In 30th International Academic Conference, Venice. International Institute of Social and Economic Sciences, 2017. http://dx.doi.org/10.20472/iac.2017.030.016.
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Balakrishnan, Avinash, Djallel Bouneffouf, Nicholas Mattei, and Francesca Rossi. "Using Contextual Bandits with Behavioral Constraints for Constrained Online Movie Recommendation." In Twenty-Seventh International Joint Conference on Artificial Intelligence {IJCAI-18}. California: International Joint Conferences on Artificial Intelligence Organization, 2018. http://dx.doi.org/10.24963/ijcai.2018/843.
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AI systems that learn through reward feedback about the actions they take are increasingly deployed in domains that have significant impact on our daily life. In many cases the rewards should not be the only guiding criteria, as there are additional constraints and/or priorities imposed by regulations, values, preferences, or ethical principles. We detail a novel online system, based on an extension of the contextual bandits framework, that learns a set of behavioral constraints by observation and uses these constraints as a guide when making decisions in an online setting while still being reactive to reward feedback. In addition, our system can highlight features of the context which are more predicted to be more rewarding and/or are in line with the behavioral constraints. We demonstrate the system by building an interactive interface for an online movie recommendation agent and show that our system is able to act within a set of behavior constraints without significantly degrading overall performance.
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Hanna, Lindsay, and Jonathan Cagan. "The Effect of Reward Interdependence of Strategies in Evolutionary Multi-Agent Systems." In ASME 2009 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2009. http://dx.doi.org/10.1115/detc2009-87225.
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This paper explores the effect of reward interdependence of strategies in a cooperative evolving team on the performance of the team. Experiments extending the Evolutionary Multi-Agent Systems (EMAS) framework to three dimensional layout are designed which examine the effect of rewarding helpful, in addition to effective strategies on the convergence of the system. Analysis of communication within the system suggests that some agents (strategies) are more effective at creating helpful solutions than creating good solutions. Despite their potential impact as enablers for other strategies, when their efforts were not rewarded, these assistant agent types were quickly removed from the population. When reward was interdependent, however, this secondary group of helpful agents remained in the population longer. As a result, effective communication channels remained open and the system converged more quickly. The results support conclusions of organizational behavior experimentation and computational modeling. The implications of this study are twofold. First, computational design teams may be made more effective by recognizing and rewarding indirect contributions of some strategies to the success of others. Secondly, EMAS may provide a platform for predicting the effectiveness of different reward structures given a set of strategies in both human and computational teams.
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Fotuhi, M., H. Shourkaei, M. Kharazi, and A. Salimi. "Reliability Assessment of Utilities Using an Enhanced Reward-Penalty Model in Performance Based Regulation System." In 2006 International Conference on Power System Technology. IEEE, 2006. http://dx.doi.org/10.1109/icpst.2006.321723.
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Biswas, Atriya, Yue Wang, and Ali Emadi. "Effect of immediate reward function on the performance of reinforcement learning-based energy management system." In 2022 IEEE/AIAA Transportation Electrification Conference and Electric Aircraft Technologies Symposium (ITEC+EATS). IEEE, 2022. http://dx.doi.org/10.1109/itec53557.2022.9814050.
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Mediyanti, Sisca, Supriyanto Supriyanto, Trie Nadilla, Zahriatul Aini, and Agustina Agustina. "The Effect of Reward System And Information Technology on Relationship Between TQM Implementation And Managerial Performance." In The 3rd International Conference on Advance & Scientific Innovation. EAI, 2020. http://dx.doi.org/10.4108/eai.20-6-2020.2300687.
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Recchia, Thomas, Jae Chung, and Kishore Pochiraju. "Combat Robot Strategy Adaptation Using Multiple Learning Agents." In ASME 2012 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/imece2012-87521.
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As robotic systems become more prevalent, it is highly desirable for them to be able to operate in highly dynamic environments. A common approach is to use reinforcement learning to allow an agent controlling the robot to learn and adapt its behavior based on a reward function. This paper presents a novel multi-agent system that cooperates to control a single robot battle tank in a melee battle scenario, with no prior knowledge of its opponents’ strategies. The agents learn through reinforcement learning, and are loosely coupled by their reward functions. Each agent controls a different aspect of the robot’s behavior. In addition, the problem of delayed reward is addressed through a time-averaged reward applied to several sequential actions at once. This system was evaluated in a simulated melee combat scenario and was shown to learn to improve its performance over time. This was accomplished by each agent learning to pick specific battle strategies for each different opponent it faced.
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Trivedi, A., J. De La Fuente Valadez, S. S. Kandala, A. Mai, R. J. Shor, and A. Vetsak. "Experimental Study for the Validation of Drilling Optimization Model for Improved Performance in Hard Rock Formations." In 56th U.S. Rock Mechanics/Geomechanics Symposium. ARMA, 2022. http://dx.doi.org/10.56952/arma-2022-2178.
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ABSTRACT: Lower Rate of Penetration (ROP) is one of the key challenges while drilling through deeper hard rock formations to access geothermal reservoirs in an advanced geothermal system (AGS). Rotary percussive drilling (RPD) becomes crucial for such systems in increasing ROP. The transferability of hammer drilling operations in deeper and harder rock formations, the mechanisms behind the improved drilling performance, and a nuanced understanding of the drilling dynamics of the method remains to be a critical challenge for a full-scale application of RPD in advanced geothermal systems. This study addresses these challenges through experimental validation of a developed bit performance index (BPI) model. The BPI model was developed using a reward function, the outcome is either rewarded or penalized. The concept of reward function usually exists in optimization and machine learning models. Using the combination of bit geometry, RPM, and hammer frequency, the function predicts optimum drilling dynamic parameters to maximize the ROP under given conditions. A series of experiments, limited to atmospheric pressure and ambient confining stress, were conducted using state-of-the-art hammer drop equipment developed in the laboratory to validate BPI, using dome-shaped diamond percussion inserts on granite rock samples. Efficiency estimates and volume removed by impacting the rock surface at different locations while moving away from the center of the crater were determined through these experiments. The results followed the BPI model – maximum efficiency and volume removal at the edge of the crater as compared with impacts at the center and center-edge. This study provides a novel approach to the characterization of drilling performance using RPD and gives a pathway for improved drilling performance through optimization of drillstring dynamics in deeper, harder rock formations for geothermal well drilling. 1. Introduction Rotary Percussion Drilling (RPD) had been widely used in the industry, before the introduction of rotary rigs in the mid-1930s, for its potential to drill faster in hard formations like granites. In RPD, a down-the-hole hammer is driven by either air or fluid (water) through drill pipes, which also acts as a cleaning mechanism for downhole cuttings.
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Somu, Hemalatha, Hafinas Halid, Aizzat Mohd Nasurdin, Yu Yin Lim, and Cheng Ling Tan. "Human Resource Management Practices (Training and Development, Performance Appraisal, and Reward System) as Latent Predictors of Job Performance: A Technology-Based Model Development." In First ASEAN Business, Environment, and Technology Symposium (ABEATS 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200514.010.
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Rhoadarmer, Troy A., and Brent L. Ellerbroek. "Optimization of Closed-Loop Adaptive Optics Wavefront Reconstruction Algorithms Using Experimentally Measured Performance Data: Experimental Results." In Adaptive Optics. Washington, D.C.: Optica Publishing Group, 1995. http://dx.doi.org/10.1364/adop.1995.fa7.
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Experiments have shown the reward adaptive optics provides in improving the resolution of ground-based astronomical telescopes.1-2 A critical contributor to adaptive optics system performance is the reconstruction algorithm that converts wavefront sensor (WFS) measurements into the deformable mirror (DM) actuator commands.3-4 Minimum variance reconstruction algorithms have been developed extensively to optimize the performance of adaptive optics systems given specific atmospheric conditions.5-7 These algorithms depend on atmospheric parameters which are seldom known exactly and are constantly fluctuating. This is especially true for systems incorporating multiple WFS beacons that require knowledge of the wind speed profile, the vertical distribution of atmospheric turbulence, and the intensity of the wavefront sensing beacons to calculate the optimal reconstructor.7 This uncertainty and continual changing of atmospheric conditions implies that an optimal degree of turbulence compensation cannot be achieved or maintained over long time intervals with static reconstructor coefficients. A need exists for a method of updating these coefficients in real time based on actual closed-loop performance.
Reports on the topic "Performance Reward System"
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Honig, Dan. Managing for Motivation as Public Performance Improvement Strategy in Education & Far Beyond. Research on Improving Systems of Education (RISE), August 2022. http://dx.doi.org/10.35489/bsg-rise-misc_2022/04.
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People management has an important role to play in improving public agency performance. This paper argues that a ‘Route Y’ managerial approach focused on supporting the empowered exercise of employee judgment will in many circumstances prove superior to conventionalreform approaches steeped in ‘Route X’ monitoring and incentives. Returns to Route Y are greater when employees are or can become more “mission motivated” – that is, aligned with the goals of the agency in the absence of monitoring and extrinsic incentives. Returns to Route Y are also greater when monitoring is incomplete or otherwise likely to unproductively distort effort, thus lowering the returns to using performance-linked rewards and penalties. I argue that education systems are one (but far from the only) setting where Route Y is a lever worth focusing on in efforts to improve public performance in the developed and developing world alike.
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A Decision-Making Method for Connected Autonomous Driving Based on Reinforcement Learning. SAE International, December 2020. http://dx.doi.org/10.4271/2020-01-5154.
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At present, with the development of Intelligent Vehicle Infrastructure Cooperative Systems (IVICS), the decision-making for automated vehicle based on connected environment conditions has attracted more attentions. Reliability, efficiency and generalization performance are the basic requirements for the vehicle decision-making system. Therefore, this paper proposed a decision-making method for connected autonomous driving based on Wasserstein Generative Adversarial Nets-Deep Deterministic Policy Gradient (WGAIL-DDPG) algorithm. In which, the key components for reinforcement learning (RL) model, reward function, is designed from the aspect of vehicle serviceability, such as safety, ride comfort and handling stability. To reduce the complexity of the proposed model, an imitation learning strategy is introduced to improve the RL training process. Meanwhile, the model training strategy based on cloud computing effectively solves the problem of insufficient computing resources of the vehicle-mounted system. Test results show that the proposed method can improve the efficiency for RL training process with reliable decision making performance and reveals excellent generalization capability.
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PR-309-15205-R01 Continuous Engine Performance Monitoring Technical Specification. Chantilly, Virginia: Pipeline Research Council International, Inc. (PRCI), April 2019. http://dx.doi.org/10.55274/r0011569.
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This document is intended to serve as a technical specification and best practices guide for im-plementation of a successful Continuous Engine Performance Monitoring System (CEPM). The CEPM systems are defined by weighing the required levels of compliance, remote maintenance, and monitoring equipment. This document will provide a roadmap to successfully navigating the effort and potential rewards associated with these options.