Relevant bibliographies by topics / Reward management

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

Academic literature on the topic 'Reward management'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 February 2022

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Journal articles on the topic "Reward management"

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Antoni, Conny H., Xavier Baeten, Stephen J. Perkins, Jason D. Shaw, and Matti Vartiainen. "Reward Management." Journal of Personnel Psychology 16, no. 2 (June 2017): 57–60. http://dx.doi.org/10.1027/1866-5888/a000187.

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Hareendrakumar V. R., Suresh Subramoniam, and Nizar Hussain M. "Redesigning Rewards for Improved Fairness Perception and Loyalty." Vision: The Journal of Business Perspective 24, no. 4 (September 29, 2020): 481–95. http://dx.doi.org/10.1177/0972262920946142.

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Human resource (HR) managers are deeply concerned with redesigning the process and changing the practices, to accommodate with the psychological changes happening in employee attitudes to tap committed contributions from them. Literature shows that employees reward fairness perception has a determinant role in shaping employee behaviour in addition to Reward satisfaction. This study has made an attempt to assess the impact of rewards and its contributing factors on improving employee loyalty directly and through the mediating variable of reward fairness perception, indirectly. The study adapted the Total Reward Model of ‘Worldat work’ to test the assumptions related with total rewards and employee loyalty. The data collected from the sample is analysed using structural equation modelling (SEM). The analysis revealed the explaining power and mediating effect of reward fairness perception in the relationship between total rewards and employee loyalty. The results show that enhancement of employee loyalty is possible by properly addressing employee’s reward fairness perception which is achieved through improved reward satisfaction. The results give clear indication to the HR managers about the need of redesigning the reward practice by incorporating employee reward fairness perception to optimize employee loyalty.
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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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Wei Shi, Savannah. "Crowdfunding: Designing an effective reward structure." International Journal of Market Research 60, no. 3 (January 12, 2018): 288–303. http://dx.doi.org/10.1177/1470785317744113.

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Many crowdfunding platforms allow developers maximum flexibility in terms of the number and types of rewards offered in a project. However, designing an effective reward structure continues to be a major challenge. This article empirically examines consumers’ responsiveness to different factors related to reward structures on crowdfunding platforms. We collected data from 2,262 rewards programs across 219 projects and applied a mixed Tweedie model to investigate the impact of various reward structures on the number of backers and the revenue generated at each reward tier. The results revealed a significant effect of reward limit setting on backers’ interest, but this effect varies by reward tiers. Higher tiers attenuate price sensitivity. The reward type matters as well: material rewards are better received than symbolic ones on crowdfunding platforms, but only in lower reward tiers. These findings have direct implications for launching crowdfunding projects that will be more effective in creating buzz and reaching their fundraising goals.
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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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Gunawardena, Indunil. "Reward management in healthcare." British Journal of Healthcare Management 17, no. 11 (November 2011): 527–30. http://dx.doi.org/10.12968/bjhc.2011.17.11.527.

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Caudill, Helene L., and Constance D. Porter. "An Historical Perspective of Reward Systems: Lessons Learned from the Scientific Management Era." International Journal of Human Resource Studies 4, no. 4 (December 1, 2014): 127. http://dx.doi.org/10.5296/ijhrs.v4i4.6605.

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This paper reveals how similar the reward systems prevalent during the scientific management era are to the rewards systems in use today. Systems popular today, such as profit sharing, gain sharing, skill/knowledge-based pay, merit-based pay/pay for performance, and variable-based pay, were also advocated during the reign of scientific management. The ideas expressed by several key scientific management contributors, including Frederick W. Taylor, Henry L. Gantt, Harrington Emerson, and Frank B and Lillian M. Gilbreth, are detailed. These ideas are compared and contrasted with existing reward systems and their underlying premises. In addition, the lessons learned from the scientific management era as they relate to reward system philosophies of today are presented.
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Brosi, Prisca, Matthias Spörrle, Isabell M. Welpe, and Jason D. Shaw. "Evaluations of One’s Own and Others’ Financial Rewards." Journal of Personnel Psychology 12, no. 3 (January 2013): 105–14. http://dx.doi.org/10.1027/1866-5888/a000083.

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Previous research indicates that trait positive affectivity (PA) directly and indirectly influences individuals’ evaluations of reward sizes. However, research shows conflicting results on the direction of PA’s moderating influence. Furthermore, past studies fail to differentiate evaluations of one’s own rewards versus rewards for others, which is particularly important as reward systems are designed from a third-person perspective. Our experimental design confirms PA’s direct and moderating effects on the evaluation of one’s own rewards, finding stronger positive relationship for small-to-moderate rewards but weaker positive relationship for moderate-to-large rewards. These evaluation processes further show that individuals high (low) in PA perceive their own rewards as being larger (smaller) than rewards for others. The discussion addresses the implications for designing reward systems in organizations.
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Serhan, Carole, Wissam Salloum, and Nader Abdo. "How reward systems affect team performance in banks: evidence from the Middle East and North Africa (MENA) region." Team Performance Management: An International Journal 27, no. 5/6 (August 3, 2021): 446–65. http://dx.doi.org/10.1108/tpm-03-2021-0022.

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Purpose The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment. Design/methodology/approach Data was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region. Findings The analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention. Originality/value This study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.
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Emilia James, Oyira, Regina Ella, Nkamare S.E, Felicia E. Lukpata, Sylvia Lazarus Uwa, and Partric Awok Mbum. "Effect of reward system among health care workers performance: a case study of university of Calabar teaching hospital Calabar, Nigeria." Journal of Hospital Administration 4, no. 3 (April 13, 2015): 45. http://dx.doi.org/10.5430/jha.v4n3p45.

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The study investigated the effect of reward system on health care workers performance in Teaching Hospital. It examined the relationship among monetary and non-monetary rewards and employees’ performance in University of Calabar Teaching Hospital (UCTH). Desk survey was used in gathering relevant information. Primary sources were questionnaire, observation and interview, while secondary data were gathered from internet, textbooks, journals and libraries. Chi-square statistical tool was used and the findings revealed the monetary reward had a positive impact on employees’ performance while non-monetary rewards had a negative effect on employees’ performance. The study recommended that management of UCTH should boost the morale of their employees through fair and equitable reward system. The study further recommended that management should be effective with monetary rewards like bonuses and fringe benefits to encourage the workers improve performance.
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Dissertations / Theses on the topic "Reward management"

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Novotný, Lukáš. "Reward management in a small IT business." Master's thesis, Vysoká škola ekonomická v Praze, 2016. http://www.nusl.cz/ntk/nusl-262040.

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The topic of this thesis is reward management and its application in a small-sized IT enterprise. Its goals are to properly document and describe current reward system in the company, evaluate the system and recommend improvements for the system. The first two goals are reached via thorough research of the company through semi-structured interviews, employee satisfaction survey, participant observation and document examination and the last one by applying principles from the current literature and education to the results of the two previous goals. The findings are that the reward system, despite growing organically instead of designed, is relatively effective in some areas, but needs improvement in other areas. The main improvement areas are motivation by contingent pay, communication management and performance management. Relatively well working rewards are especially non-financial reward connected to the work environment and work itself.
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Brown, Duncan. "Reward strategy : defining, researching and practicing the concept of reward strategy in the UK." Thesis, Kingston University, 2015. http://eprints.kingston.ac.uk/34751/.

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This submission provides more than 25 years of historical context to the concept of reward strategy and its evolution in the UK context, isolating and describing my own part in it, supported by my 16 publications referenced on this subject. As well as researching and re-conceptualising ideas of reward strategy and their importance in the UK context, three other key dimensions which my research has highlighted, have been about: focusing more on reward strategy application and securing line manager and employee engagement; the importance of researching and assessing the effectiveness of reward policies and how this can be done; and the need to adopt an organisation-specific, total rewards perspective on reward strategy. I have adapted the concept and my research in response to economic, social and political developments over that period and, uniquely, integrated academic and practitioner perspectives on this area to promote both the creation and application of new knowledge and evidence-based practice. As I have worked on the cusp of academic enquiry and professional practice, a PhD by Publication is a particularly relevant format in which to submit my work. I have in the process created new knowledge at the forefront of the discipline, for example in redefining the concepts of reward strategy and total rewards in an innovative and more effective manner; demonstrated the acquisition and understanding of knowledge in the field, for example in summarising and relating research literature in the formerly relatively distinct areas of reward management and employee engagement; conceptualised and run major research projects, for example investigating reward effectiveness; and displayed a full range of research methods in my work, including quantitative, qualitative, cross-sectional and longitudinal studies. Collectively, my work through the publications listed has offered a detailed exploration of the concept and application of reward strategy in the UK context, bringing together academic and practitioner perspectives and informed by and influencing leading academics and practitioners in the field. This sustained and coherent body of work makes a significant and original contribution to the present state of knowledge on reward thinking and practice and in related HR and management areas.
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Jenkins, Glenville. "The rise of human resource management : responsibility and reward." Thesis, University of South Wales, 2000. https://pure.southwales.ac.uk/en/studentthesis/the-rise-of-human-resource-management(c17b5757-dbf0-43bb-883e-31677b5ff705).html.

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The subject matter of this submission for a PhD by publication is the rise of human resource management in the UK. It specifically examines the responsibilities of line managers and personnel specialist and the importance of rewards in identifying the nature of human resource management in the UK at the end of the twentieth century. The submission presents an overview of a number of books and papers previously published by the author concerning two areas of inquiry (1) profit sharing and share ownership schemes and (2) managers attitudes to human resource management. Chapter 1 presents a critical appraisal of previous work on human resource management that places the stimulus for the research and selected publications in context. Also, it examines the rise of human resource management and theoretical models of human resource management. Chapter 2 explores the design and methodology of the two research endeavours and places these in the context of management research. Chapter 3 reviews the outcomes of the research particularly that concerned with the external environment and competitive advantage, responsibilities of line and personnel management and the integration of rewards. It also presents the main findings of the research and reaches conclusions on the nature of management, dissemination and utilisation of the research.
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Azasu, Samuel. "Reward Management in Swedish Real Estate Firms : Five essays." Doctoral thesis, KTH, Bygg- och fastighetsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-29752.

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Black, Richard Petrus. "Total reward offerings that attract : an investigation conducted in SMEs." Master's thesis, University of Cape Town, 2015. http://hdl.handle.net/11427/15466.

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Orientation : The current global scarcity of highly skilled employees has forced employers to better understand what attracts these kinds of employees, as they are vital to ensure organisational competitiveness and for the continued success of organisations. In the so- called war for talent, small companies believe they are at a disadvantage compared to large corporates in the battle to attract talented employees given limiting or constraining factors associated with being a smaller sized organisation. Research purpose : The purpose of this study was to investigate the relative importance of various reward elements or reward factors that Small or Medium Enterprises (SMEs) can manipulate in order to compile compelling job offers that are attractive to top talent. An ideal total rewards offering for the attraction of skilled employees that capitalises on the strengths that smaller companies possess, will be proposed. Motivation for the study : Retaining highly performing employees is one of the most important factors that contribute to organisational competitiveness. Companies need to understand how they can attract scarce human resources and specifically in the South African context, understand how to attract even scarcer employees from designated demographic groups in order to meet employment equity targets. Small companies find it difficult to compete with large corporations, for example when it comes to employer branding and so feel at a disadvantage when attempting to attract from the same group of employees that corporates also endeavour to attract. Research design : A quantitative research approach was adopted. Convenience and snowball sampling approaches were employed to gather data by means of three different questionnaires. Firstly, employees that recently moved from large corporate positions to positions within SMEs were asked what was offered to them in order for them to accept the job offer at a small company (n=11). These results were used to develop the second questionnaire (i.e. to develop the attributes and levels used in the conjoint tasks). The second and third questionnaires (the conjoint task and total reward questionnaires, respectively) were distributed to working adults in South Africa (n=105). Conjoint analysis was used to identify an ideal talent attraction mix and to assess how employer branding compares to traditional reward elements in talent attraction. Data from the third questionnaire was analysed using descriptive statistics and t-tests. Main findings : The results of the conjoint analysis revealed that respondents valued the possibility of career advancement most, specifically referring to promotion opportunities or overseas assignments. Significant differences in preference between demographic groups were found when considering performance and recognition, remuneration and benefits, and work culture. Work-life balance were ranked second last by all respondents, while employer brand was consistently viewed as the least attractive factor in talent attraction. Practical and/or managerial implications : Conjoint analysis enables the unique identification of both the combination and quantum of elements that make a job attractive for various demographic groups. Companies can utilise these findings when crafting job offers in order to attract different cohorts of candidates. Contribution and/ or value-add : Limited research exists in South Africa that can assist small companies in attracting top talent. The current study succeeded in identifying that small companies can attract top talent by capitalising on strengths they possess and furthermore assist SMEs to craft compelling job offers for different cohorts of candidates.
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Mtazu, Pauline Sibusisiwe. "Evaluating remuneration and reward systems at lobels bread, Zimbabwe." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1136.

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To gain workforce support and commitment, organisations should offer remuneration and rewards that are internally and externally equitable, as inequity in remuneration is the source of employee discontent and turnover. To succeed, organisations have to communicate the total value of rewards allocated to employees. Communication is the foundation of reward management and organisational success. Communication helps employees to understand that the rewards they receive are worth having. Remuneration and rewards communicate the value that organisations place on their employees. To deliver the proper messages, remuneration objectives and strategies should be aligned with the overall business strategy of the organisation. Alignment enables organisations to deliver the right type of rewards to the right people, at the right time, and for the right reasons. The only way the organisation can deliver the correct reward and remuneration, is to implement a total reward system together with a total pay system. Effective total pay system covers base pay, skills and competency pay, variable performance pay, recognition, and benefits. Total reward system cover investment in people, development and training, performance management, and career management. To motivate and retain employees, and to improve organisation’s profitability, a right mix of total pay and total rewards should be made available to employees as employees’ needs differ. With this information, an empirical study was developed and conducted at Lobels Bread in Zimbabwe. The results of this survey indicated that Lobels Bread uses traditional base pay system and benefits as a way of motivating and retaining its employees. This pay system seems to be insufficient to motivate and retain employees. To motivate and retain employees, the company should implement a total reward system, which includes total pay system, investment in people, career enhancement, open communications, involvement, and performance management.
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Reinert, Cristina. "Successful Implementation of Grocery Store Loyalty Reward Programs." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2270.

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Consumer loyalty programs are a key marketing strategy implemented across multiple industries in the United States. A successfully implemented loyalty program can benefit both the consumer and the company. The purpose of this single case study was to explore strategies that grocery store managers use to successfully deliver consumer loyalty programs. The theory of planned behavior was used as the conceptual framework to guide the study. Semistructured interviews, guided by the theory of planned behavior, were conducted with 4 participants who had direct involvement with the delivery of the consumer loyalty program, in Ocala, Florida. Data were also gathered from loyalty program documents and from reviewing the grocery store chain website. Data were transcribed and coded via Yin's 5 phases of analysis to identify themes. Mobile technology, consumer involvement, and lack of social media applications were the prominent themes that emerged during data analysis. The study findings are of interest to grocery store managers because they provide information for use in increasing store revenue, consumer satisfaction, and cost savings for grocery store chains implementing successful loyalty reward programs. Implications for positive social change include positive community initiatives and cause-related marketing campaigns.
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Matthee, Jacques Corne. "Development of a total reward model for APL Cartons (PTY) LTD." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/6427.

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St, Claire Laura K. "Managing Organizational Reward Systems to Increase Retention| The Gender Factor." Thesis, University of Maryland University College, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3610006.

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This dissertation examines how differing goals men and women bring to the workplace affect the impact of corporate rewards intended to motivate and recognize performance and promote retention. It focuses on gender because of the changing composition of the American workforce. In 2010 women constituted 47% of the total U.S. employed workforce and 52% of the U.S. professional workforce. An emerging body of research indicates that women in professional positions increase the effectiveness of problem solving and the profitability of organizations. Unfortunately, little attention has been paid to the impact of reward systems on retention, especially for women. This dissertation explores the links among individual goals, organizational rewards, and retention. Using social cognitive theory, it examines gender differences in goals; identifies the types of rewards that are most effective for each group; and proposes a model for determining effective reward structures. The dissertation conclusions are these: (1) there are barriers to success for professional women and there is a need for organizational support; (2) flexible work arrangements are a key antecedent to reduce turnover of professional women; (3) mentoring of professional women is needed, but sponsorship is required; and (4) to be a visionary organization that creates and sustains a competitive advantage by retaining valuable human capital action has to be taken now.

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Öztoprak, Tugba, and Richard Lundmark. "Reward & Recognition Strategies : A case study of GE Healthcare in Umeå." Thesis, Umeå University, Umeå School of Business, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1115.

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In a world characterized by increased global competition, and a rapidly changing business environment, companies and organization are forced to continuously reevaluate how they work. Since the first systematic studies of manual labor began during the last century, the focus have changed from a strict control of employees toward looser organizations, increased globalization, and the emergence of HRM-Human Resource Management during the 80’s. Research shows that employee compensation can account for as much as 70-80 percent of companies cost,but also show that the value of a company’s human capital can significantly affect the market value of the company. Studies also show that managers see non-monetary reward and recognition systems as very effective in reaching eight out of ten organizational objectives.

Another problem facing international companies is establishing themselves in cultures vastly different from their own, in regards to organizational as well as national cultures being different. A company that has been highly regarded and are among the most valued companies in the world is General Electric, which established themselves in Sweden and Umeå when Amersham became GE Healthcare n 2004.

This background led us to our problem formulation:

How does GE Healthcare in Umeå use Reward and Recognition strategies and how do their co-workers perceive these strategies with a focus on motivation and jobsatisfaction?

And our purpose:

We want to examine potential gaps between evidence and practice on Reward and Recognition Strategies. Furthermore we want to develop and understanding of how co-workers perceive these strategies.

We have chosen to use a case study to examine GE Healthcare Umeå, and we have interviewed twelve respondents, both managers, white-collar and blue-collar workers. We are using a hermeneutic stance, and our interviews are semi-structured and qualitative in approach. Furthermore we are using an abductive research process in performing our case study. We have chosen to use a theoretical framework based on soft and hard HRM, reward and recognition strategies, and motivation and job satisfaction. We found that GE is highly focused on individual reward and recognition systems, but that they have to some extent adapted to the Swedish collective working culture. GE Healthcare is still in a transition phase in Umeå, and we found that there are some dissatisfaction primarily amongst blue-collar workers with the new organizational structure and culture. Feedback and communication was seen as the most important factor in affecting motivation and job satisfaction, and this was seen as lacking, especially amongst blue-collar workers. We think that this will most likely change over time, as GE’s Session C and EMS systems are implemented throughout the organization and the communication has been further developed. Taking into consideration the loss of perspectives that our anonymity entails and the interest of the topic as such, we think that it would be interesting to conduct a more extensive study of GE Healthcare, two to three years from now.

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Books on the topic "Reward management"

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Murlis, Helen. Reward management strategies. Paris: OECD, 1992.

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1960-, Brown Duncan, ed. Strategic reward: Implementing more effective reward management. London: Kogan Page, 2009.

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Kanungo, Rabindra Nath. Compensation: Effective reward management. Toronto: Butterworths, 1992.

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Kanungo, Rabindra Nath. Compensation, effective reward management. Toronto: Butterworths, 1992.

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

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Strategic Reward. London: Kogan Page Publishers, 2010.

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Armstrong, Michael. Armstrong's handbook of reward management practice: Improving performance through reward. 3rd ed. London: Kogan Page, 2010.

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Armstrong's handbook of reward management practice: Improving performance through reward. 4th ed. London: Kogan Page, 2012.

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Armstrong's handbook of reward management practice: Improving performance through reward. 3rd ed. London: Kogan Page, 2010.

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Armstrong, Michael. Armstrong's handbook of reward management practice: Improving performance through reward. 3rd ed. London: Kogan Page, 2010.

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Book chapters on the topic "Reward management"

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Shields, John, and Jim Rooney. "Reward Management." In Human Resource Management, 213–50. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-52163-7_10.

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Shields, John. "Reward management." In Human Resource Management in a Global Context, 243–84. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-35885-0_11.

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Richbell, Suzanne, and Geoffrey T. Wood. "Reward management." In Human Resource Management, 280–94. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315299556-14.

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White, Geoffrey. "Reward Management." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–7. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2543-1.

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Bratton, John. "Reward management." In Human Resource Management, 237–72. London: Macmillan Education UK, 1999. http://dx.doi.org/10.1007/978-1-349-27325-6_9.

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White, Geoffrey. "Reward Management." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 5498–504. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2543.

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Bratton, John, and Jeff Gold. "Reward Management." In Human Resource Management, 362–97. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-00095-8_11.

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Rees, W. David, and Christine Porter. "Reward." In Skills of Management and Leadership, 142–59. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-32562-4_7.

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Barth, Anthony L., and Wiaan de Beer. "Recognition and Reward." In Performance Management Success, 77–88. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-64936-8_8.

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Dubs, Rolf. "Reward Governance Case." In Management for Professionals, 47–50. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-48606-8_9.

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Abstract:
AbstractMany members of the supervisory and managing boards get an annual bonus not depending on the financial results. Collaborators usually do not receive such a bonus. More and more people are criticizing this policy. This case presents a discussion at a board meeting, wherein board member proposes a bonus for all collaborators of this company.
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Conference papers on the topic "Reward management"

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Yiannis, Triantafyllopoulos, Seimenis Ioannis, Konstantopoulos Nikolaos, George Maroulis, and Theodore E. Simos. "Performance Management and Reward." In COMPUTATIONAL METHODS IN SCIENCE AND ENGINEERING: Advances in Computational Science: Lectures presented at the International Conference on Computational Methods in Sciences and Engineering 2008 (ICCMSE 2008). AIP, 2009. http://dx.doi.org/10.1063/1.3225466.

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Hou, Zhengxu, Bang Liu, Ruihui Zhao, Zijing Ou, Yafei Liu, Xi Chen, and Yefeng Zheng. "Imperfect also Deserves Reward: Multi-Level and Sequential Reward Modeling for Better Dialog Management." In Proceedings of the 2021 Conference of the North American Chapter of the Association for Computational Linguistics: Human Language Technologies. Stroudsburg, PA, USA: Association for Computational Linguistics, 2021. http://dx.doi.org/10.18653/v1/2021.naacl-main.238.

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Wright, Dr Angela. "Strategic Reward – A Cultural Analysis." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2013. http://dx.doi.org/10.5176/2251-2349_hrmpd13.10.

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Gisvold, K. M. "Sharing Risk and Reward: Floating Production Contractorship." In Oil and Gas Economics, Finance and Management Conference. Society of Petroleum Engineers, 1994. http://dx.doi.org/10.2118/28186-ms.

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Jin-lan, Bei. "The selection of incentive team-based reward model." In 2013 International Conference on Management Science and Engineering (ICMSE). IEEE, 2013. http://dx.doi.org/10.1109/icmse.2013.6586398.

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Guan, Lei. "A short literature review on reward-based crowdfunding." In 2016 13th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2016. http://dx.doi.org/10.1109/icsssm.2016.7538636.

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Zhang, S. J., W. Shi, X. Wang, and G. Q. Liang. "Adaptability of reward system for knowledge-based competition." In 2009 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2009. http://dx.doi.org/10.1109/ieem.2009.5373176.

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Kellas, G. K., and S. G. Hodgshon. "Risk and Reward: The Relationship Between Prospectivity and Fiscal Regimes." In Oil and Gas Economics, Finance and Management Conference. Society of Petroleum Engineers, 1992. http://dx.doi.org/10.2118/24245-ms.

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Vahabzadeh, Massoud, Jia-Ling Lin, David H. Epstein, Mustapha Mezghanni, John Schmittner, and Kenzie L. Preston. "Computerized Contingency Management for Motivating Behavior Change: Automated Tracking and Dynamic Reward Reinforcement Management." In Twentieth IEEE International Symposium on Computer-Based Medical Systems. IEEE, 2007. http://dx.doi.org/10.1109/cbms.2007.35.

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Grefenstette, Edward. "Teaching Artificial Agents to Understand Language by Modelling Reward." In CIKM '18: The 27th ACM International Conference on Information and Knowledge Management. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3269206.3272922.

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Reports on the topic "Reward management"

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Bowman, Richard E. A Reward Model for Air Force Materiel Command Integrated Weapon System Management Teams. Fort Belvoir, VA: Defense Technical Information Center, April 1994. http://dx.doi.org/10.21236/ada288399.

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

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