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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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Linz, Susan, Linda K. Good, and Michael Busch. "Promoting worker loyalty: an empirical analysis." International Journal of Manpower 36, no. 2 (May 5, 2015): 169–91. http://dx.doi.org/10.1108/ijm-06-2013-0129.
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Purpose – The purpose of this paper is to empirically assess the link between worker loyalty and expected rewards, with special attention to reward desirability. Design/methodology/approach – Using employee-employer matched data collected from over 10,880 employees in nearly 670 workplaces in six culturally and economically diverse former socialist countries, the authors investigate the link between worker loyalty and expected rewards, taking into account reward desirability. Worker loyalty is measured using a composite of four variables related to participant’s commitment to staying at his/her organization. The authors employ both OLS and fractional logit regression analysis, clustering at the firm level, and restricting the pooled sample to include only those participants who responded to all questions used in this analysis. In the basic model, the authors include expected rewards, with an extensive set of worker and workplace controls; in the extended model, the authors add reward desirability and the corresponding interaction variables. Findings – Using pooled data, the authors find that loyalty is positively correlated with expected rewards, and most strongly linked to the intrinsic reward chance to accomplish something worthwhile. When reward desirability is taken into account, consequences of unmet expectations emerge, and the relative importance of respectful and friendly co-workers diminishes. Neither generational nor life-cycle differences in loyalty are evident. Research limitations/implications – Due to financial constraints, country samples included in the pooled data are not nationally representative; nor are workplace samples representative. Personal contacts of local project coordinators and the snowballing technique used to expand the number of participating workplaces, as well as the requirement that participants be able to read the survey instrument, may contribute to selection bias. As such, the findings should be viewed as taking a preliminary or exploratory step toward developing a more global perspective of factors influencing worker loyalty and performance until longitudinal and nationally representative data become available. Practical implications – The findings indicate a positive link between loyalty and expected rewards, and when reward desirability is included, the loyalty consequences associated with unmet expectations. While rewards identified as highly desired (bonus, job security, friendly co-workers) are positively linked to loyalty, the strongest link is associated with chance to accomplish something worthwhile. Promoting worker loyalty is linked to offering programs to develop more skills and more job autonomy among those employees who desire it, as well as meeting expectations related to promotion. Originality/value – Unlike existing studies, the authors pool data from multiple countries and control for a wide variety of worker and workplace characteristics in the analysis of the loyalty-reward structure link.
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Makambe, Ushe, and Victor Charles. "Organisational Culture and Employee Motivation in a Selected Telecommunications Firm in Botswana: The Moderating Effect of The Reward System." East African Journal of Business and Economics 2, no. 1 (December 12, 2020): 95–109. http://dx.doi.org/10.37284/eajbe.2.1.254.
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An organisation’s reward system is arguably one of the most critical elements of organisational culture with an enormous bearing on employee motivation. The resolve of this study was to debunk the nexus between the reward system and employee motivation in a selected organisation. A discussion of extant literature on the nexus between reward as a critical component of organisational culture and employee motivation was conducted. An empirical investigation of the relationship between the dependent and the independent variables was pursued using a positivist research paradigm whence a quantitative methodology was used to gather data through a structured self-administered questionnaire hence a survey research design. The results of the study confirmed the hypothesised relationship between the selected firm’s reward system and employee motivation. The inadequacies of the organisation’s reward structure against the requirements of effective employee motivation were exposed. For instance, the rewards offered by the organisation did not meet employee needs and expectations and were not proportionate to the quality of employee output. There was a preference for monetary compensation in place of non-monetary rewards thus promoting extrinsic rather than intrinsic motivation. This study unravelled the positive and negative effects of an organisation’s reward system on employee motivation. An organisational culture that is premised on an effective reward system is the panacea to effective human resources management. To enhance employee motivation through the reward system, management of the selected firm should facilitate the development of a well-articulated psycho-social contract that is agreed upon between top management and employees which should explicitly spell-out the expectations of both parties that must be fulfilled at all times.
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Zhang, Zhen, Lianying Zhang, and Aibin Li. "Investigating the Effects of Reward Interdependence and Nonfinancial Incentives on NPD Collaboration in Diverse Project Teams." Project Management Journal 50, no. 6 (May 16, 2019): 641–56. http://dx.doi.org/10.1177/8756972819847049.
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New product development (NPD) collaboration is an essential trigger for new product success. Many scholars have emphasized the reward system as an effective tool to manage NPD collaboration. Yet, our understanding about what types of rewards should be used for NPD collaboration is still unclear. This research examines the effects of reward interdependence and nonfinancial incentives on NPD collaboration, as well as the moderating roles of team size and deep-level heterogeneity. Findings from a field study involving 83 NPD project teams in China showed that both nonfinancial incentives and reward interdependence promoted NPD collaboration. Specifically, team size negatively moderated the relationships between incentive mechanisms and NPD collaboration. The reward interdependence–NPD collaboration relationship was negatively moderated by deep-level heterogeneity. Finally, suggestions for further research and project management practices are discussed.
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Pikitda, Bulus. "Assessment of Technical and Supporting Staff Reward Systems during COVID-19 Pandemic in Jos University Teaching Hospital (JUTH), Plateau State, Nigeria." TEXILA INTERNATIONAL JOURNAL OF MANAGEMENT 7, no. 2 (August 30, 2021): 71–83. http://dx.doi.org/10.21522/tijmg.2015.07.02.art008.
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The aim of this study was to assess the reward system for technical and supporting staff in Jos University Teaching Hospital (JUTH) in Plateau State. The study was guided by two objectives and one hypothesis. The study used a descriptive design approach, while a self-developed structured questionnaire titled Covid-19 Pandemic and Reward System Questionnaire (CARS-Q). The data were analyzed using simple percentages, mean rating standard deviation, and independent t-statistics. The results revealed that covid-19 allowances, access to palliatives, provision of personal protective equipment, payment of salaries, provision of relevant information, and staff training were the types of reward systems provided to technical and supporting staff of JUTH during the covid-19 Pandemic. It was also fund that these rewards were not distributed to the staff equally. The results indicated that the technical staff were better rewarded during the Pandemic than the supporting staff. The study concluded that there were differences in the reward system provided to technical and supporting staff of JUTH during the covid-19 Pandemic. The study recommended amongst others that the government and management of JUTH should ensure that both technical and supporting staff are rewarded equally during a pandemic so as to enhance their level of efficiency in service delivery, government and management of the Hospitals should make provision for equality in the payment of covid-19 allowances, insurance benefits and overtime allowances for staff of JUTH during a pandemic and that the hospital should provide flexible working opportunities for the staff for maximum performance.
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Kuang, Di, Xiao-Fei Li, and Wen-Wen Bi. "How to Effectively Design Referral Rewards to Increase the Referral Likelihood for Green Products." Sustainability 13, no. 13 (June 25, 2021): 7177. http://dx.doi.org/10.3390/su13137177.
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Interpersonal referrals can effectively promote purchases. In view of the low sales of green products, this study introduces the referral reward program into green marketing and investigates the impact of reward type on customers’ referral likelihood for green product. Through a lab experiment with 302 participants in China involved, this study reveals the differential effects of monetary versus donation rewards on existing customers’ referral likelihood. Specifically, compared with monetary rewards, donation rewards are more effective in promoting recommendations. It is also indicated that the perceived fit between the reward and green products partially mediates the relationship between the reward type and referral likelihood. In addition, the relationship between the reward type and perceived fit is moderated by consumers’ green product knowledge. This research not only extends the literature on green marketing and referral reward programs, but also provides feasible suggestions for government and enterprises to promote green products and to improve social wellbeing.
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Beal, Brian. "Stress of underworked and overpaid." Human Resource Management International Digest 24, no. 6 (August 8, 2016): 18–20. http://dx.doi.org/10.1108/hrmid-05-2016-0075.
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Purpose Frequent absences from work can be highly disruptive, while also potentially indicating problematic working conditions that can lead to increased withdrawal behavior. The purpose of this paper is to test the predictive capability of an expanded effort-reward imbalance model on employee absenteeism within the context of policing. Design/methodology/approach Three separate reward systems are identified by the effort-reward imbalance model. In this study, the authors assessed these individual components for their contribution to officer withdrawal behavior in the form of absenteeism frequency. Data were gathered from officers within a large Australian police agency. Findings Findings indicate that there was a strong influence of social rewards, such as social support and recognition in the workplace on officer absenteeism rates. Low workload was associated with a higher frequency of absenteeism, suggesting a potential underloading effect. There were a number of significant interactions providing support for the effort-reward imbalance mechanism and the separation of the reward construct. Security rewards were particularly influential and significantly moderated the relationship between effort and absenteeism. Originality/value This paper considers an expanded model of worker strain and contributes a longitudinal assessment of the association between perceived effort and reward systems and worker absenteeism.
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Wolters, Heike M., Christian Schulze, and Karen Gedenk. "Referral Reward Size and New Customer Profitability." Marketing Science 39, no. 6 (November 2020): 1166–80. http://dx.doi.org/10.1287/mksc.2020.1242.
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Brown, Duncan, and John Purcell. "Reward Management: On the Line." Compensation & Benefits Review 39, no. 3 (June 2007): 28–34. http://dx.doi.org/10.1177/0886368707302649.
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Brown, Duncan. "The Future of Reward Management." Compensation & Benefits Review 46, no. 3 (May 2014): 147–51. http://dx.doi.org/10.1177/0886368714549303.
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Smith, Ian G. "Reward Management: A Retrospective Assessment." Employee Relations 15, no. 3 (March 1993): 45–59. http://dx.doi.org/10.1108/01425459310038915.
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Yang, Lusi, Zhiyi Wang, and Jungpil Hahn. "Scarcity Strategy in Crowdfunding: An Empirical Exploration of Reward Limits." Information Systems Research 31, no. 4 (December 2020): 1107–31. http://dx.doi.org/10.1287/isre.2020.0934.
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Scarcity-based marketing strategy has been prevalently implemented in reward-based crowdfunding in the form of reward limits, whereby campaign creators restrict the number of backers for each reward tier. This study uncovers the effect of reward limits on eventual and concurrent funding performance. Specifically, we performed campaign-level and campaign day–level analyses on a unique data set from a dominant crowdfunding platform. At the campaign level, we determined that setting reward limits at the beginning of a campaign is beneficial, with the number of limited reward tiers exerting an inverted-U-shaped relationship with campaign performance. Further exploration of different forms of reward limits suggests that the scarcity effects largely originate from limited edition and price discount rewards. At the campaign day level, we determined that incorporating new limited edition rewards is helpful for attracting new contributions, whereas depleted price discount rewards will demotivate subsequent contributions. In addition, the goal-directed mechanism in crowdfunding plays an influential role in shaping scarcity effects. Our findings highlight the importance of considering backer-as-consumer needs in crowdfunding campaign design and the dynamics of campaign attribute changes in the fundraising process. Our findings also provide important practical implications for platform operators, campaign creators, and marketers.
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Allisey, Amanda, John Rodwell, and Andrew Noblet. "An application of an extended effort-reward imbalance model to police absenteeism behaviour." Personnel Review 45, no. 4 (June 6, 2016): 663–80. http://dx.doi.org/10.1108/pr-06-2014-0125.
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Purpose – Frequent absences from work can be highly disruptive, whilst also potentially indicating problematic working conditions that can lead to increased withdrawal behaviour. The purpose of this paper is to test the predictive capability of an expanded effort-reward imbalance model on employee absenteeism within the context of policing. Design/methodology/approach – Three separate reward systems are identified by the effort-reward imbalance model. In this study, the authors assessed these individual components for their contribution to officer withdrawal behaviour in the form of absenteeism frequency. Data were gathered from a sample of operational officers (n=553) within a large Australian police agency. Findings – Findings indicate that there was a strong influence of social rewards such as social support and recognition in the workplace on officer absenteeism rates. Low workload was associated with a higher frequency of absenteeism suggesting a potential underloading effect. There were a number of significant interactions providing support for the effort-reward imbalance mechanism and the separation of the reward construct. Security rewards were particularly influential and significantly moderated the relationship between effort and absenteeism. Research limitations/implications – Differential effects of occupational rewards were identified in the study, indicating that there are significant opportunities for expansion of the effort-reward imbalance model along with opportunities for HRM practitioners in terms of employee recognition and remuneration programmes. This research was focused on a specific sample of operational officers, therefore should be expanded to include multiple occupational groups. Originality/value – This paper considers and expanded model of worker strain and contributes a longitudinal assessment of the association between perceived effort and reward systems and worker absenteeism.
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Kolluru, Mythili. "Association between rewards and employee performance: An empirical research on Omani banks." Corporate Governance and Sustainability Review 5, no. 1 (2021): 15–21. http://dx.doi.org/10.22495/cgsrv5i1p2.
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The current paper aims to explore the association between rewards and employee performance in the Oman banking sector. This study evaluates data of 500 bank employees across 18 listed banks in the Sultanate of Oman. A theoretical framework is discussed to assess the effects of rewards on employee performance. According to this literature review, it is proven that rewards influence employee performance. Güngör’s (2011) study shows that organizations develop reward strategies to motivate and increase employee performance. Salah (2016) proves that rewards have a strong influence on employee performance, and he further states that incentives encourage employees to work with purpose and increase organizational performance. The outcomes are examined using factor analysis, structural equation modeling, and multivariate analysis of variance. The results of this study provide critical insights into how companies can adopt effective reward management to sustain and compete in the dynamic business landscape and modulate performance management in Omani banks. Overall, a statistically significant association between the rewards system and employee performance in Oman’s listed banks is established in this study. The study further underscores the need to design and evolve employee-centric policies to get optimum performance. It also offers guideposts for managers and policy planners working in the Middle East countries’ banking sector to develop holistic policies to succeed in stiff, cut-throat competition and ensure participatory management for best performance. Herein, extrinsic and intrinsic rewards are studied concerning their impact on the performance matrix. A proper insightful reward management system may lead to optimum performance, better outcomes, and a robust financial plan
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Devonish, Dwayne. "Gender, effort-reward imbalance at work, and burnout." Gender in Management: An International Journal 32, no. 6 (August 7, 2017): 441–52. http://dx.doi.org/10.1108/gm-06-2016-0128.
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Purpose The purpose of this study is to examine gender as a key moderator in the relationship between effort-reward imbalance (ERI) and burnout among employees in Caribbean workplaces. Design/methodology/approach Based on a survey sample of 323 employees in a small developing country in the Caribbean, this study tested the hypothesis that the stressor–strain relationship (captured by ERI and burnout) is stronger for women than for men. Findings The results revealed that the effect of high effort-low rewards (i.e. ERI) on burnout among females was significantly larger than its effect on burnout for males. In contrast, high effort-high rewards were significantly associated with higher burnout levels for males. Research limitations/implications The study used a cross-sectional approach using self-report measures of burnout, effort and rewards. Practical implications Management in organisations should ensure that male and female employees’ efforts and contributions at work are appropriately and fairly rewarded as a means of reducing negative effects of ERIs. Originality/value The study examined how gender moderated the adverse effects of a popular work-stress model on employee health in a developing country context.
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Liu, Haixin, and Guiquan Li. "To gain or not to lose? The effect of monetary reward on motivation and knowledge contribution." Journal of Knowledge Management 21, no. 2 (April 3, 2017): 397–415. http://dx.doi.org/10.1108/jkm-03-2016-0100.
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Purpose The purpose of this paper is to investigate the effect of reward type on knowledge contribution behavior. Individual knowledge contribution, which determines the effectiveness of information systems, benefits the organization at the cost of individual advantage as knowledge is usually considered highly private or even a source of individual prestige. Therefore, organizations provide rewards to compensate for their contributors’ knowledge loss. Surprisingly, some scholars report a positive relationship between reward and knowledge contribution, while others find this relationship to be insignificant or even negative. Based on regulatory focus theory, this study proposes and tests that such inconsistencies result from disparity between reward type and knowledge contribution measures. Design/methodology/approach A between-group laboratory experiment with 144 undergraduate student is designed and hierarchical regression is applied to test the hypotheses. Findings An incremental reward (additional reward for attaining outstanding achievements) aroused individual promotion focus, leading to an increase in self-perceived knowledge contribution (self-reported) and knowledge contribution quantity (experiment observers rated), but a decrease in knowledge contribution quality (peer rated). However, a decremental reward (deducted for errors) primed individual prevention focus, leading to an increase in self-perceived knowledge contribution (self-reported) and knowledge contribution quality (peer rated), but a decrease in knowledge contribution quantity (experiment observers rated). Originality/value The findings help explain why previous empirical results on the reward-knowledge contribution relationship were inconsistent and add to extant literature by introducing a new theoretical perspective for understanding motivation in knowledge management research.
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Rahim, Ramita Abdul, Noor Azrin Mohammad Nasir, Marlita Mat Yusof, and Nor Lela Ahmad. "Reward and Employee's Creativity: Case of Manufacturing Organization." Global Journal of Business and Social Science Review (GJBSSR) Vol. 1(4) 2013 1, no. 4 (October 15, 2013): 10–17. http://dx.doi.org/10.35609/gjbssr.2013.1.4(2).
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Objective - The main objective of this study is to investigatestrategic reward systems that are intrinsic and extrinsic reward for employees. The rewards address four areas that consist of compensation, benefits, recognition and appreciation. This study discussed whether the reward system gives more benefit to the organization and employees such as improving the employee level of creativity or vice versa. Methodology/Technique - This study is a correlational study where the researchers examined the relationship between reward system and employee's creativity among administrative support personnel in the manufacturing industries. This study focused on five (5) selected manufacturing organization involved in electronic field located in Shah Alam Selangor. The total population is one hundred and sixty (160) staff. Findings - The research findings show that rewards are contributing factors to the employees' creativity or ideas among administrative support personnel in the manufacturing industries in Shah Alam. By providing employees with extrinsic rewards is relatively straightforward and usually built into performance and particularly useful in the short-term for creativity and motivating employees to work towards one specific organizational goal. Novelty - The finding of this study would enhance understanding of the issues of reward system among employers in manufacturing organizations which can influence the effectiveness of employee creativity. It also will be beneficial to the management in puttingsuch efforts to increase employees' creativity. Type of Paper - Empirical Paper Keywords : Extrinsic Reward; Intrinsic Reward; Employee Creativity; Manufacturing Organization.
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Aamir, Alamzeb, Khawaja Jehanzeb, Anwar Rasheed, and Omair Mujahid Malik. "Compensation Methods and Employees’ Motivation (With Reference to Employees of National Commercial Bank Riyadh)." International Journal of Human Resource Studies 2, no. 3 (September 29, 2012): 221. http://dx.doi.org/10.5296/ijhrs.v2i3.2474.
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The main purpose of this research work is to compare the extrinsic and intrinsic rewards which are used as the factors of motivation in the banking sector of Saudi Arabia. With a case study research design, structured interviews were conducted from the eighty (80) employees of NCB seven branched in Riyadh, KSA. The interviews responses were analysed according to Likert technique. After getting scores of ten (10) reward factors, the Pearson correlation technique was calculated to check the relationship between the extrinsic and intrinsic factors and employees motivation. The results show that the employees of NCB were motivated both by the extrinsic and intrinsic rewards, in such way that extrinsic factors were more causing motivation. The analysis result shows that reward management has an intense direct positive relationship with employee motivation level also the intrinsic factors played important role in the motivation process. This research paper stress that banks in public sector shall apply the advance and updated human resource strategy regarding extrinsic and intrinsic rewards. Key Words: Extrinsic Reward, Intrinsic Reward, Employees Satisfaction
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Akram, Shaik Vaseem, Sultan S. Alshamrani, Rajesh Singh, Mamoon Rashid, Anita Gehlot, Ahmed Saeed AlGhamdi, and Deepak Prashar. "Blockchain Enabled Automatic Reward System in Solid Waste Management." Security and Communication Networks 2021 (September 2, 2021): 1–14. http://dx.doi.org/10.1155/2021/6952121.
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Solid waste management (SWM) is a key administrative unit for managing the urban waste to deliver an eco-friendly environment to the citizens residing in urban cities. Generally, many technologies are implemented and developed by researchers for enhancing the mechanism of SWM and minimizing the waste generation. Yet, the management of waste generation is still a concern. So, here, there is requirement of technology that can involve the individuals for achieving the target reducing the waste. At present, the blockchain technology is an appropriate technology for SWM, as it provides the applications of time tracing activities, secure data transactions, and automatic reward system. In this study, a blockchain-based reward system is proposed to generate the rewards based on real-time series data such as quantity of garbage and level of waste. Furthermore, LoRa-range-based customized sensors are developed for bins to obtain real time information. Moreover, the generated information further transferred to cloud by utilizing LoRa wireless enabled gateway. By the use of flask server, a technique is proposed for integrating real-time data with blockchain via a local network application programming interface (API). A real-time implementation is evaluated on the data to the check the performance efficiency of the proposed approach, where the procedure of automatic reward system is presented in detail.
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Martin-Perez, Victor, and Natalia Martin-Cruz. "The mediating role of affective commitment in the rewards–knowledge transfer relation." Journal of Knowledge Management 19, no. 6 (October 12, 2015): 1167–85. http://dx.doi.org/10.1108/jkm-03-2015-0114.
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Purpose – The purpose of this paper is to assess the relative importance of intrinsic and extrinsic rewards as determinants of affective commitment and the influence of employees’ affective commitment on knowledge transfer in the context of a Spanish social firm. Design/methodology/approach – Using data from a sample of 227 employees working for a Spanish social firm, this study employs the partial least squares approach to test the research hypotheses. Findings – The research findings show that contrary to the findings of prior empirical studies, reward systems do not influence knowledge transfer in a direct way. Rather, reward systems act indirectly through the development of affective commitment, which is required to increase employees’ loyalty, reduce their turnover levels and improve their willingness to transfer their knowledge. Research limitations/implications – This research focuses on a Spanish social firm, and recommendations to other organizations should, therefore, be made with caution. However, this study provides interesting empirical insights, linking rewards systems and knowledge transfer by means of affective commitment in the context of a social firm. Practical implications – Besides the importance of promoting knowledge transfer through the creation of a suitable climate in the organization, the authors recommend that managers cultivate employees’ affective commitment by means of reward systems, especially intrinsic rewards. Employees with increased affective commitment are more prone to transfer the knowledge that they possess, and consequently, the potential loss of tacit knowledge for the organization is reduced if these employees leave the organization. Also, the authors suggest that managers make an effort to create a balanced reward system, so that extrinsic and intrinsic rewards can act as complementary processes to develop a high level of affective commitment among employees. Originality/value – Few empirical studies have analyzed the influence of affective commitment on knowledge transfer, especially in the context of a social firm, even though this type of firms play and increasingly important economic and social role in society.
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Prigojin, I., and Y. Gal. "QUALITY MANAGEMENT FACTORS: TRUST AND REWARD." Acta Horticulturae, no. 831 (June 2009): 139–46. http://dx.doi.org/10.17660/actahortic.2009.831.15.
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Catano, Victor M. "Review of Compensation: Effective reward management." Canadian Psychology/Psychologie canadienne 34, no. 2 (April 1993): 215–17. http://dx.doi.org/10.1037/h0084697.
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Biyalogorsky, Eyal, Eitan Gerstner, and Barak Libai. "Customer Referral Management: Optimal Reward Programs." Marketing Science 20, no. 1 (February 2001): 82–95. http://dx.doi.org/10.1287/mksc.20.1.82.10195.
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Gauci, Donald. "Management: Information Security: Risk and Reward." Journal of Petroleum Technology 59, no. 05 (May 1, 2007): 36–39. http://dx.doi.org/10.2118/0507-0036-jpt.
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Sungatullina, L. B., and E. I. Kadochnikova. "Analyzing the efficiency of rewards through the principal component method." International Accounting 23, no. 8 (August 14, 2020): 864–82. http://dx.doi.org/10.24891/ia.23.8.864.
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Subject. As economic processes get digitalized, management needs to address issues with new approaches to raising the efficiency of financial resources allocated for remuneration. Thus, the correlation of rewards and ultimate results of entities become a priority. Therefore, factors influencing the motivation and incentives of the staff and its performance underlie the reward system and the effectiveness of the entity. It is important for the management to measure the effect of the factors on the return on financial resources used for remuneration in order to attain goals and operate in the business environment effectively. Objectives. The study is to model the efficiency of rewards with reference to factors influencing the ratio of output to rewards, expertise and qualification of the staff. We use a linear model of multivariate regression on the basis of the Principal Component Analysis (PCA). Methods. The study relies upon the ordinary least squares methods and PCA, and general methods of research, such as an analysis, synthesis, induction, and deduction. Results. Conducting the managerial analysis of reward efficiency with reference of some determinants and their correlation (the output to reward ratio, staff's expertise and incentives), we evaluate internal corporate factors while handling new issues and outline future actions to set up the comprehensive reward system. The information helps improve the corporate performance and ensure the unbiased remuneration with reference to the employee’s contribution to the accomplishment of business goals. Conclusions and Relevance. The methodological approach we propose helps determine how the factors influence the reward mechanism in order to fulfill the corporate strategy objectives. The findings can be used for operational purposes of entities in order to set up the remuneration policy and tactics harmonizing pursuits of the business and staff.
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Webb Day, Jillian, Courtney L. Holladay, Stefanie K. Johnson, and Laura G. Barron. "Organizational rewards: considering employee need in allocation." Personnel Review 43, no. 1 (January 28, 2014): 74–95. http://dx.doi.org/10.1108/pr-09-2012-0156.
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Purpose – The purpose of this study is to investigate how employee need relates to rewards and employee perceptions of fairness within an organization in the USA using a pay-for-performance system. Design/methodology/approach – To evaluate the presence of a relationship between employee need and reward allocation in a pay-for-performance system, a questionnaire was administered to a sample of 292 employees from two departments at an academic medical center. Findings – The findings highlight the positive relationship between employee need and reward allocation that remains when controlling for employee performance evaluation ratings. Findings further show that employee communication with the manager about need explains this relationship. Research limitations/implications – The findings make two important contributions to research on reward allocation and performance management. First, the results show employee need is related to the allocation of rewards in organizational settings outside of collectivistic cultures or developing countries. Second, by demonstrating the role of employee communication with managers about need within the relationship between employee need and reward allocation, the paper provides a more detailed understanding of additional factors related to compensation decisions in a pay-for-performance system. Originality/value – Little research has explored the relationship between employee need and reward decisions at an individual level in organizational settings within individualistic cultures. The findings from this study address this gap by establishing the presence of this relationship in a pay-for-performance reward-based organization with service-based values. This finding is timely due to the current economic downturn experienced by organizations, and thereby the level of employee need observed in Western individualistic cultures.
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KEYES, MARY ANNE K. "Recognition and Reward." Nursing Management (Springhouse) 25, no. 1 (January 1994): 52???55. http://dx.doi.org/10.1097/00006247-199401000-00012.
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McCOY, JANICE M. "Recognize, Reward, Retain." Nursing Management (Springhouse) 30, no. 2 (February 1999): 41???43. http://dx.doi.org/10.1097/00006247-199902000-00014.
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Indrasari, Arum, Justika Citra Apriliana Rosi, and Peni Nugraheni. "The Influence Of Total Quality Management Towards Managerial Performance With Management Accounting System, Islamic Leadership Style, And Organizational Commitment As Moderating Variables." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 10. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(10).
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The purpose of this study was to examine and analyze the influence of Total Quality Management towards Managerial Performance in Islamic based private universities in Yogyakarta with Performance Measurement System, Reward System, Islamic Leadership Style, and Organizational Commitment as moderating variable. The data were distributed and collected by purposive sampling technique to the respondents. The subject of this study was Managers or someone who holds structural position at the Islamic based private universities in Yogyakarta with total respondents of 104. The data were obtained from questionnaires. The analytical method used was simple regression analysis and moderated regression analysis. The calculation using SPSS v. 15. The results show that that Total Quality Management (TQM) has a positive significant effect on Managerial Performance. Thereafter, the results of the moderated regression analysis, the Performance Measurement System, Reward System, Islamic Leadership Style, and Organizational Commitment are the moderating variable that moderate or strengthen the relationship between Total Quality Management (TQM) towards Managerial Performance. Keywords: Islamic Leadership Style, Organizational Commitment, Performance Measurement System, Rewards System, and Total Quality Management
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Ari Pramesti, Putu Nadira, and IGAM Asri Dwija Putri. "Total Quality Management, Partisipasi Anggaran, Sistem Penghargaan, Budaya Organisasi dan Kinerja Manajerial." E-Jurnal Akuntansi 31, no. 3 (March 25, 2021): 551. http://dx.doi.org/10.24843/eja.2021.v31.i03.p03.
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The purpose of this study is to analyze the research of Total Quality Management (TQM), Budget Participation, Reward System and Organizational Culture of Managerial Performance. The population in this study is the General Manager and Department Managers in 5 hotels sheltered by Grandmas Hotels Group, with a sample of 60 people. Data collection method used is a survey method with a questionnaire technique. The regression model in this study uses multiple linear regression analysis. The results in this study indicate that TQM has a positive effect on managerial performance at Grandmas Hotels Group. Budget participation is positive for managerial performance at the Grandmas Hotels Group. The Rewards System has a positive effect on managerial performance at Grandmas Hotels Group. Grandmas Hotels Group provides positive support for managerial performance towards managerial performance.
Keywords: Total Quality Management; Budget Participation; Reward System; Organizational Culture; Managerial Performance.
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Xu, Kuang, and Se-Young Yun. "Reinforcement with Fading Memories." Mathematics of Operations Research 45, no. 4 (November 2020): 1258–88. http://dx.doi.org/10.1287/moor.2019.1031.
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We study the effect of imperfect memory on decision making in the context of a stochastic sequential action-reward problem. An agent chooses a sequence of actions, which generate discrete rewards at different rates. She is allowed to make new choices at rate β, whereas past rewards disappear from her memory at rate μ. We focus on a family of decision rules where the agent makes a new choice by randomly selecting an action with a probability approximately proportional to the amount of past rewards associated with each action in her memory. We provide closed form formulas for the agent’s steady-state choice distribution in the regime where the memory span is large ([Formula: see text]) and show that the agent’s success critically depends on how quickly she updates her choices relative to the speed of memory decay. If [Formula: see text], the agent almost always chooses the best action (that is, the one with the highest reward rate). Conversely, if [Formula: see text], the agent chooses an action with a probability roughly proportional to its reward rate.
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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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Hwang, YooHee, and Anna S. Mattila. "Is It My Luck or Loyalty? The Role of Culture on Customer Preferences for Loyalty Reward Types." Journal of Travel Research 57, no. 6 (July 8, 2017): 769–78. http://dx.doi.org/10.1177/0047287517718353.
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Travel companies execute loyalty reward programs to enhance customer retention and loyalty. However, research examining customer loyalty in a cross-cultural setting is scant. To bridge that gap, this study examines the joint effects of reward type (luck-based vs. loyalty-based) and culture (Western vs. East Asian) on behavioral loyalty in the airline context. In this study, South Koreans showed significantly higher levels of behavioral loyalty when the reward was framed as a “lucky draw.” On the other hand, Americans did not differ in their behavioral loyalty across the two types of rewards. Moreover, self-construal accounts for the relationship between culture and behavioral loyalty. The findings of this study indicate that practitioners in the travel industry can leverage their target customers’ cultural orientation when designing their loyalty reward program.
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Benazir and Nadeem Iqbal. "Impact of Rewards and Leadership on the Employee Engagement in Conventional Banking Sector of Southern Punjab." International Letters of Social and Humanistic Sciences 57 (August 2015): 30–34. http://dx.doi.org/10.18052/www.scipress.com/ilshs.57.30.
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The purpose of this research is to explore the impact of rewards and leadership on the employee engagement in conventional banking sector of southern Punjab. Employee engagement is fully influenced by leadership, workplace culture, company reputation and reward practices. Satisfied workers have potential to work effectively and they always remain loyal to the organization. This research focuses to evaluate the impact of two covariates reward and leadership on the engagement of the employees. The data includes 50 employees of 5 banks selected from conventional banking sector located in southern Punjab. The results indicate positive impact of reward and leadership on employee engagement. The paper provides evidence to suggest that management focus to enhance skills of the employees through proper coaching, leadership, and motivation.
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White, C. C., and W. T. Scherer. "Reward revision and the average reward markov decision process." Operations-Research-Spektrum 9, no. 4 (December 1987): 203–11. http://dx.doi.org/10.1007/bf01719829.
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Fanggidae, Rolland Epafras, Ni Putu Nursiani, and Allen Bengngu. "The Influence of Reward on Organizational Commitment towards Spirituality Workplace as a Moderating Variable." GATR Journal of Management and Marketing Review (JMMR) Vol. 4 (4) Oct-Dec 2019 4, no. 4 (December 30, 2019): 260–69. http://dx.doi.org/10.35609/jmmr.2019.4.4(5).
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Objective – Expectations for good performance from employees are inseparable from how companies determine certain systems or strategies to provide a balance between expected contributions and what has been given in the form of certain rewards or rewards to their employees. For that, the company must implement a system to improve employee performance, one of which is to implement a reward system. On the other hand, strategic changes in managing human resources leads to a holistic approach, in which organizational management not only emphasizes economic benefits or responsibilities, but also has legal, ethical, and responsibility to stakeholders. Spirituality at work has a relationship with work behavior in the form of job satisfaction, work performance, attitudes, work ethics, morals, and management. This study aims to prove the effect of Rewards on Organizational Commitment with Workplace Spirituality as a Moderating Variable. Methodology/Technique – This research was conducted on employees of the Kupang Tanaoba Lais Manekat (TLM) Credit Bank, with a total of 30 employees. Findings & Novelty – The results of the regression equation show that reward has a positive influence on organizational commitment. Where individuals include a feeling that satisfaction will be obtained if a job is successfully done through extrinsic rewards or compensation. Giving compensation is a strategic function of human resources that has a significant impact on other human resource functions. The compensation provided by the company must be felt fairly by employees. The MRA test results show that the regression coefficient of a moderate workplace spirituality variable has a negative effect, meaning that the workplace spirituality variable cannot be a moderating variable between appreciation and organizational commitment. This means that a lower spirituality workplace does not necessarily mean a lower reward for the organizational commitment of the employee. Type of Paper: Empirical. Keywords: Organizational Commitment; Reward; Compensation; Spirituality Workplace; Performance. Reference to this paper should be made as follows: Fanggidae, R.E; Nursiani, N.P; Bengngu, A. 2019. The Influence of Reward on Organizational Commitment towards Spirituality Workplace as a Moderating Variable, J. Mgt. Mkt. Review 4(4) 260 – 269. https://doi.org/10.35609/jmmr.2019.4.4(5) JEL Classification: M10, M14, M19.
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Ryu, Sunghan, Jooyoung Park, Keongtae Kim, and Young-Gul Kim. "Reward versus Altruistic Motivations in Reward-Based Crowdfunding." International Journal of Electronic Commerce 24, no. 2 (March 1, 2020): 159–83. http://dx.doi.org/10.1080/10864415.2020.1715531.
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SHAH, AHMED ULLAH, SHAHZAD KHAN DURRANI, and MUHAMMAD ISHTIAQ. "Relationship between Human Resource Management Practices and Employees Retention." International Review of Management and Business Research 10, no. 1 (March 7, 2021): 400–409. http://dx.doi.org/10.30543/10-1(2021)-35.
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The purpose of this paper is to test the relationship between HRM practices and employee’s retention. To test this relationship, data was collected from faculty members of Khyber medical college (KMC), using a convenience sampling technique. A Chi-square test was used to evaluate the aforementioned relationship. The effect of three HRM practices (reward, selection, and training) on employees’ retention were studied. The results reflect that reward and compensation is not associated with retention factors, while selection and retention are associated with each other. Similarly, training also has a significant association with employee’s retention. Results help us to conclude that KMC needs to consider reward and compensation, while selection and training should be further strengthened to enhance employee’s retention. Keywords: Retention, Turnover, HRM practices, Selection, Training, Reward.
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LAWLER, EDWARD E. "Reward Practices and Performance Management System Effectiveness." Organizational Dynamics 32, no. 4 (November 2003): 396–404. http://dx.doi.org/10.1016/j.orgdyn.2003.08.007.
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Pay Research Group, Top. "Hands on reward for hands on management." Corporate Governance: The international journal of business in society 3, no. 2 (June 2003): 58–67. http://dx.doi.org/10.1108/14720700310474064.
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Risher, Howard. "Reward Management Depends Increasingly on Procedural Justice." Compensation & Benefits Review 46, no. 3 (May 2014): 135–38. http://dx.doi.org/10.1177/0886368714553775.
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