Relevant bibliographies by topics / Reward systems

Contents

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

Academic literature on the topic 'Reward systems'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 June 2025

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Journal articles on the topic "Reward systems"

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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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Ma, Rayna. "Advantages and Disadvantages of Tangible Reward Systems." SHS Web of Conferences 180 (2023): 02007. http://dx.doi.org/10.1051/shsconf/202318002007.

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The tangible reward system is defined as the use of material and symbolic rewards to influence students’ behaviors. Tangible rewards are widely used in all education systems and have been researched from multiple aspects. However, investigations on the impact of tangible reward systems revealed controversial results. This article summarizes studies that support and oppose the ongoing debate on whether teachers should use tangible reward systems in classrooms. Previous publications on the impact of the tangible reward system on students from kindergarten to undergraduates were analyzed. The findings were compared on different conditions such as grade levels, countries and regions, and the views of parents, teachers, and students. Literatures indicated that the tangible reward system could be used by teachers to an extent for young students or unmotivated classes only as an initial guide to lead students toward adequate learning behavior and self-motivation. Several suggestions were proposed on how to effectively use tangible rewards in the classroom.
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Grohn, Jan, Urs Schüffelgen, Franz-Xaver Neubert, Alessandro Bongioanni, Lennart Verhagen, Jerome Sallet, Nils Kolling, and Matthew F. S. Rushworth. "Multiple systems in macaques for tracking prediction errors and other types of surprise." PLOS Biology 18, no. 10 (October 30, 2020): e3000899. http://dx.doi.org/10.1371/journal.pbio.3000899.

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Animals learn from the past to make predictions. These predictions are adjusted after prediction errors, i.e., after surprising events. Generally, most reward prediction errors models learn the average expected amount of reward. However, here we demonstrate the existence of distinct mechanisms for detecting other types of surprising events. Six macaques learned to respond to visual stimuli to receive varying amounts of juice rewards. Most trials ended with the delivery of either 1 or 3 juice drops so that animals learned to expect 2 juice drops on average even though instances of precisely 2 drops were rare. To encourage learning, we also included sessions during which the ratio between 1 and 3 drops changed. Additionally, in all sessions, the stimulus sometimes appeared in an unexpected location. Thus, 3 types of surprising events could occur: reward amount surprise (i.e., a scalar reward prediction error), rare reward surprise, and visuospatial surprise. Importantly, we can dissociate scalar reward prediction errors—rewards that deviated from the average reward amount expected—and rare reward events—rewards that accorded with the average reward expectation but that rarely occurred. We linked each type of surprise to a distinct pattern of neural activity using functional magnetic resonance imaging. Activity in the vicinity of the dopaminergic midbrain only reflected surprise about the amount of reward. Lateral prefrontal cortex had a more general role in detecting surprising events. Posterior lateral orbitofrontal cortex specifically detected rare reward events regardless of whether they followed average reward amount expectations, but only in learnable reward environments.
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Atalar, Baran, and Carlee Joe-Wong. "Neural Combinatorial Clustered Bandits for Recommendation Systems." Proceedings of the AAAI Conference on Artificial Intelligence 39, no. 15 (April 11, 2025): 15417–26. https://doi.org/10.1609/aaai.v39i15.33692.

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We consider the contextual combinatorial bandit setting where in each round, the learning agent, e.g., a recommender system, selects a subset of "arms,'' e.g., products, and observes rewards for both the individual base arms, which are a function of known features (called "context''), and the super arm (the subset of arms), which is a function of the base arm rewards. The agent's goal is to simultaneously learn the unknown reward functions and choose the highest-reward arms. For example, the "reward'' may represent a user's probability of clicking on one of the recommended products. Conventional bandit models, however, employ restrictive reward function models in order to obtain performance guarantees. We make use of deep neural networks to estimate and learn the unknown reward functions and propose Neural UCB Clustering (NeUClust), which adopts a clustering approach to select the super arm in every round by exploiting underlying structure in the context space. Unlike prior neural bandit works, NeUClust uses a neural network to estimate the super arm reward and select the super arm, thus eliminating the need for a known optimization oracle. We non-trivially extend prior neural combinatorial bandit works to prove that NeUClust achieves sublinear regret in the number of rounds. Experiments on real world recommendation datasets show that NeUClust achieves better regret and reward than other contextual combinatorial and neural bandit algorithms.
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Boadi, Samuel, Ayiku Emmanuel Lartey, and Richard Amoako. "The Effect of Reward Systems on Motivation and Employee Performance Among Technical Universities." International Journal of Research and Innovation in Social Science IX, no. XIV (2025): 350–64. https://doi.org/10.47772/ijriss.2025.914mg0028.

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This study examines the moderating effect of reward systems on the relationship between employee motivation and performance, focusing on the impact of both monetary and non-monetary rewards. Grounded in Herzberg’s Two-Factor Theory and Reinforcement Theory, the research explores how intrinsic rewards, such as recognition and a sense of purpose, and extrinsic rewards, including bonuses and job security, interact with reward systems to influence employee performance. A cross-sectional quantitative research design was employed, drawing data from employees across diverse industries. The findings indicate a strong positive correlation between motivation and performance, with intrinsic motivators playing a more significant role in driving long-term employee engagement. Reward systems emerged as critical moderators, amplifying the effects of motivation when perceived as fair, transparent, and well-structured. Non-financial incentives, such as career development opportunities, were found to complement financial rewards in fostering employee commitment and job satisfaction. Conversely, perceived inequities in reward distribution weakened employee trust and negatively affected performance. The study provides practical insights for organizations, recommending the implementation of fair, flexible, and inclusive reward structures that cater to diverse employee needs. By aligning reward systems with both intrinsic and extrinsic motivational drivers, organizations can cultivate a highly engaged workforce and sustain competitive advantage. These findings contribute to existing literature by offering a nuanced understanding of how reward systems can optimize employee outcomes in dynamic business environments.
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Rajalingham, Rishi, Richard Greg Stacey, Georgios Tsoulfas, and Sam Musallam. "Modulation of neural activity by reward in medial intraparietal cortex is sensitive to temporal sequence of reward." Journal of Neurophysiology 112, no. 7 (October 1, 2014): 1775–89. http://dx.doi.org/10.1152/jn.00533.2012.

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To restore movements to paralyzed patients, neural prosthetic systems must accurately decode patients' intentions from neural signals. Despite significant advancements, current systems are unable to restore complex movements. Decoding reward-related signals from the medial intraparietal area (MIP) could enhance prosthetic performance. However, the dynamics of reward sensitivity in MIP is not known. Furthermore, reward-related modulation in premotor areas has been attributed to behavioral confounds. Here we investigated the stability of reward encoding in MIP by assessing the effect of reward history on reward sensitivity. We recorded from neurons in MIP while monkeys performed a delayed-reach task under two reward schedules. In the variable schedule, an equal number of small- and large-rewards trials were randomly interleaved. In the constant schedule, one reward size was delivered for a block of trials. The memory period firing rate of most neurons in response to identical rewards varied according to schedule. Using systems identification tools, we attributed the schedule sensitivity to the dependence of neural activity on the history of reward. We did not find schedule-dependent behavioral changes, suggesting that reward modulates neural activity in MIP. Neural discrimination between rewards was less in the variable than in the constant schedule, degrading our ability to decode reach target and reward simultaneously. The effect of schedule was mitigated by adding Haar wavelet coefficients to the decoding model. This raises the possibility of multiple encoding schemes at different timescales and reinforces the potential utility of reward information for prosthetic performance.
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Haryanto, Hanny, Umi Rosyidah, Acun Kardianawati, Erna Zuni Astuti, Erlin Dolphina, and Ronny Haryanto. "Fuzzy Smart Reward for Serious Game Activity Design." Scientific Journal of Informatics 10, no. 3 (July 11, 2023): 271–86. http://dx.doi.org/10.15294/sji.v10i3.44051.

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Purpose: Serious game has been widely considered to be a potential learning tool, due to its main advantage to provide a fun experience in learning. The experience is supported mainly by in-game activities, where feedback is given in the form of rewards. However, rewards often don't work well due to various factors, for example, rewards are always the same, so they are monotonous. We use Appreciative Learning as underlying concept for activity design and fuzzy logic to create the reward behavior, called Fuzzy Smart Reward.Methods: We use Appreciative Learning as underlying concept for activity design and fuzzy logic to create the reward behavior. Appreciative Learning activities consists of Discovery, Dream, Design and Destiny. We propose fuzzy-based smart reward for those activities. The smart reward takes player achievement in each activity as input for the fuzzy inference system and give the dynamic reward as output.Result: A game prototype is developed as a test subject. The result shows that the smart reward could dynamically adjust the reward based on game conditions and player performance. Test conducted using Game Experience Questionnaire get the score 3.3 out of 4.Novelty: There aren't many studies on dynamic rewards in structured reward systems; the majority of studies remove dynamic rewards from reward systems. In our research, a "smart reward" is a dynamic reward in a structured reward system that is created using artificial intelligence and is based on activities for appreciative learning. The use of Fuzzy Logic for structured reward behavior is also very rare.
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Pooja, J., and Dr M Rajesh. "REWARD SYSTEM AND ITS IMPACT ON EMPLOYEES' PERFORMANCE IN LAURUS LABS – HYDERABAD." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 07 (July 18, 2024): 1–9. http://dx.doi.org/10.55041/ijsrem36561.

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A reward system in an organization refers to the structures and processes used to recognize and compensate employees for their performance and contributions. It encompasses both monetary and non-monetary rewards designed to motivate employees, improve job satisfaction, and enhance organizational performance. This study examines the impact of reward systems on employee performance at Laurus Labs Limited in Hyderabad. By analysing both primary and secondary data, the research explores how different types of rewards, including monetary incentives, recognition, and career development opportunities, influence employee motivation, job satisfaction, and productivity. Measurement methods for evaluating the effectiveness of reward systems are discussed, along with limitations of the study, such as sample size and potential biases. The research provides valuable insights for HR professionals and organizational leaders on designing and implementing effective reward systems that align with organizational goals and employee expectations, ultimately contributing to improved performance and organizational success. Keywords: Reward Systems, Employee Performance, Motivation, Monetary Incentive
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TIMOTHY, AUK, SEKIWU DENIS, and Dr EDORU JOHN MICHAEL. "TEACHER REWARD CHALLENGES AND STUDENT ACADEMIC PERFORMANCE IN SELECTED SECONDARY SCHOOLS IN LUWERO DISTRICT." INTERNATIONAL JOURNAL OF RESEARCH IN EDUCATION HUMANITIES AND COMMERCE 06, no. 02 (2025): 22–30. https://doi.org/10.37602/ijrehc.2025.6203.

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Poor academic performance remains a major challenge in Luwero District, mainly attributed to a disproportionality in teacher reward systems. Thus, this study was intended to explore how teacher reward challenges, affect student academic performance in selected secondary schools in Luwero District. Using the descriptive research design, data was collected from a sample of 108 participants. The findings were that the teachers and administrators enrolled, showed that teacher reward challenges like meager payment 77.3%, rewards not on merit 63.9%, no recognition 66.0%, inadequate funding for teachers reward 85.6, poor management of teacher reward systems 76.3% and salary delay 84.5% influences student academic performance. The current teacher reward systems may indicate that these challenges continues to have a significant impact on student academic performance. Interventions targeting teacher reward systems, particularly on monetary and non-monetary reward, non-delayed salaries, no meager payment, recognition aspects, are vital
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Lewis, Mark E., and Martin L. Puterman. "A note on bias optimality in controlled queueing systems." Journal of Applied Probability 37, no. 01 (March 2000): 300–305. http://dx.doi.org/10.1017/s002190020001545x.

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The use ofbias optimalityto distinguish among gain optimal policies was recently studied by Haviv and Puterman [1] and extended in Lewiset al.[2]. In [1], upon arrival to anM/M/1 queue, customers offer the gatekeeper a rewardR. If accepted, the gatekeeper immediately receives the reward, but is charged a holding cost,c(s), depending on the number of customers in the system. The gatekeeper, whose objective is to ‘maximize’ rewards, must decide whether to admit the customer. If the customer is accepted, the customer joins the queue and awaits service. Haviv and Puterman [1] showed there can be only two Markovian, stationary, deterministic gain optimal policies and that only the policy which uses thelargercontrol limit is bias optimal. This showed the usefulness of bias optimality to distinguish between gain optimal policies. In the same paper, they conjectured that if the gatekeeper receives the reward uponcompletionof a job instead of upon entry, the bias optimal policy will be the lower control limit. This note confirms that conjecture.
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Dissertations / Theses on the topic "Reward systems"

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Laundon, Melinda K. "Just rewards: Perceived fairness, transparency and employee reward systems." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/122617/1/Melinda_Laundon_Thesis.pdf.

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In this thesis by published papers, the dimensions of a reward system in a large Australian financial and insurance services organisation are examined. Across four studies, insights relevant to employees, managers and organisations are provided about how the design and management of reward systems influence the fairness perceptions of employees at different levels.
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Erturk, Alper. "An expert system for reward systems design." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2000. http://handle.dtic.mil/100.2/ADA383532.

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Thesis (M.S. in Information Technology Management and M.S. in Systems Management) Naval Postgraduate School, Sept. 2000.<br>Thesis advisor(s): Jansen, Erik; Nissen, Mark E. Includes bibliographical references (p. 93-94). Also available online.
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Hagos, Helen, and Helena Sonnert. "Reward Systems : To set up goals, appraise and reward employees in large companies." Thesis, Linköping University, Department of Management and Economics, 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-2298.

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<p>Background and purpose: Aspects such as the character of the organization and the composition of the work force have an impact on the company’s choice of how to reward and evaluate the employee. In large companies with employees from different professions and at different levels problems connected with the evaluation and the compensation of the employee may arise. The purpose of this thesis is to examine how this type of companies evaluate and reward the employees. Further we will look into the problems that may arise connected to the evaluation and the compensation of the employee. </p><p>Results: In the process of evaluation the greatest difference between the employees from different professions and operations can be found in the goals that are set and the measures that measure the fulfilment of the goals. In regard to the evaluation of employees at different levels the greatest differencecan be found in the character of the measures. When rewarding employees companies tend to have a homogeneous policy for employees from all operations and professions. The difference is greater between employees at different levels. As the number of operations and levels of the company increases it gets harder to set goals that are relevant to each operation and individual as an increasing number of aspects related to these operations must be considered. In addition it is difficult to design rewards which are cost efficient and valued by all employees. These difficulties arise as individuals’ preferences are affected by their working environment and as different preferences are created in different operations and at different levels.</p>
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Pepper, A. A. W. "Behavioural aspects of senior executive reward systems." Thesis, University of Surrey, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.531370.

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Clark, Jeremy James. "Salt appetite and psychostimulants : interaction between reward systems/." Thesis, Connect to this title online; UW restricted, 2006. http://hdl.handle.net/1773/9071.

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Karim, Akam, and Minas Ceriacous. "What do millennials really want? : A study on how reward systems affect organizational commitment in generation Y." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-43843.

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This new economic era is characterized by organizations managing a diverse workforce across different generations. These generations have different work values, goals, and expectations on their employer, which poses various challenges for human resource managers in managing and retaining employees from different generations. The most recent generation that is currently entering the workforce is generation Y, and they are described as the younger generation with high employee turnover and reluctance to pledge long-term work commitments. Therefore, it is in the interest of organizations to tailor reward schemes that resonate with generation Yers in fostering organizational commitment. Thus, this thesis aims to examine how extrinsic and intrinsic rewards affect organizational commitment in generation Y. To answer these questions, this thesis reviews previous literature and use the self-determination theory to see how the different rewards affect the organizational commitment of generation Y. This study has been conducted through interviews with employees that are born within the age spectrum of generation Y (1980-1999) to understand how reward systems affect organizational commitment in generation Y employees. This thesis found that intrinsic rewards affect organizational commitment in a far more positive manner than extrinsic rewards. Furthermore, intrinsic rewards resonate to a greater extent with the employees from generation Y and should, therefore, be a priority for organizations. Moreover, this thesis concludes that intrinsic rewards can more easily satisfy the basic psychological needs, which are, as according to the self-determination theory, crucial to foster organizational commitment.
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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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Liberty, Chantel Karen. "The contribution of reward systems to enhance employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/18608.

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Increasing competition within the freight transportation market in South Africa has intensified the need for rail industries to identify ways in which to enhance their competitiveness within this market. One of the most important challenges for organisations’ operating in this market is to deliver goods on time, while meeting the needs of customers, at the lowest possible cost. If such organisations are to remain competitive, it may be required of them to shift their focus to their employees. Research has shown that employees render organisations’ with sustainable competitive advantage, more specifically, it has shown that engaged employees surpass disengaged employees. The distinguishing factor for organisations’ in the search of competitive advantage would therefore be an engaged workforce. The primary research objective of this study was to investigate contribution of reward systems to enhanced employee engagement within Transnet Engineering (TE) in Swartkops, Port Elizabeth. A theoretical overview was conducted to evaluate different definitions, engagement theories and factors of reward systems which contribute to enhanced employee engagement. An empirical study was conducted by means of a survey with a questionnaire as data collecting tool. The purpose of the structured questionnaire was to validate the findings obtained from the theoretical overview and to assess employees’ perceptions of reward systems and engagement. Recommendations were made based on the findings of the literature and empirical study. These recommendations will assist the organisation in understanding how reward systems can be used to enhance employee engagement, so that a competitive advantage can be achieved within the freight transportation market.
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Brager, Allison Joy. "Roles of the circadian and reward systems in alcoholism." Kent State University / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=kent1306869438.

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Limbrick-Oldfield, Eve Helen. "Investigating reward systems in the human midbrain with fMRI." Thesis, Imperial College London, 2012. http://hdl.handle.net/10044/1/14511.

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Localising activity in the human midbrain with conventional functional MRI (fMRI) is challenging because the midbrain nuclei are small and located in an area that is prone to physiological artefacts. In the first section of this thesis I present a replicable and automated method to improve the detection and localisation of midbrain fMRI signals. I designed a visual fMRI task that was predicted would activate the superior colliculi bilaterally. A novel anatomical registration pathway was used to optimise the localisation of the small midbrain nuclei in stereotactic space. This pathway was compared to conventional registration pathways, and was shown to significantly improve midbrain registration. To reduce the physiological artefacts in the functional data, I estimated and removed structured noise using a modified version of a previously described physiological noise model (PNM). Whereas a conventional analysis revealed only unilateral colliculi activity, the PNM analysis revealed the predicted bilateral activity. I then used these methods to investigate the role of the midbrain dopaminergic system in reward. Midbrain dopamine neurons play central roles in positive reward prediction errors (PEs). Non-human studies now indicate that dopamine neurons also code for aversive, punishing events, and may code negative PEs. However, our understanding of how such events are coded in the human dopaminergic midbrain is limited, and has been hindered by the technical challenge of using fMRI in this region. Here I show that during a financial reward and punishment task the ventral tegmental area (VTA) codes for both positive and negative PEs. The fMRI data from the midbrain contained a significant amount of physiological noise, but once I applied the PNM responses were also observed in the substantia nigra pars compacta (SNc), with negative PE signals extending more laterally. These findings indicate that both the human VTA and SNc code for both positive and negative PEs.
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Books on the topic "Reward systems"

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1951-, Thorpe Richard, and Homan Gill, eds. Strategic reward systems. Harlow: Financial Times Prentice Hall, 2000.

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1951-, Thorpe Richard, and Homan Gill, eds. Strategic reward systems. New York: Financial Times, 1999.

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Erturk, Alper. An expert system for reward systems design. Monterey, Calif: Naval Postgraduate School, 2000.

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Jörgen, Engel, and Svenska läkaresällskapet, eds. Brain reward systems and abuse. New York: Raven Press, 1987.

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Glenn, Rifkin, ed. Reward systems: Does yours measure up? Boston, Mass: Harvard Business School Press, 2009.

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Glenn, Rifkin, ed. Reward systems: Does yours measure up? Boston, Mass: Harvard Business School Press, 2009.

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B, Wilson Thomas. Innovative reward systems for the changing workplace. New York: McGraw-Hill, 1995.

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B, Wilson Thomas. Innovative reward systems for the changing workplace. New York: McGraw-Hill, 1995.

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Flannelly, Ellen. Policy guide: Policy guide to teacher reward systems. Denver, Colo: Education Commission of the States, 1985.

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Peck, Charles A. Variable pay: Non-traditional programs for motivation and reward. New York, N.Y: Conference Board, 1993.

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Book chapters on the topic "Reward systems"

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Boella, Michael J., and Steven Goss-Turner. "Reward systems." In Human Resource Management in the Hospitality Industry, 245–58. Tenth edition. | Abingdon, Oxon: Routledge, 2019. | New edition: Routledge, 2019. http://dx.doi.org/10.4324/9780429441400-14.

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Tyrer, Peter J., Mark Slifstein, Joris C. Verster, Kim Fromme, Amee B. Patel, Britta Hahn, Christer Allgulander, et al. "Brain Reward Systems." In Encyclopedia of Psychopharmacology, 250. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-540-68706-1_4100.

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Simola, Nicola, Micaela Morelli, Tooru Mizuno, Suzanne H. Mitchell, Harriet de Wit, H. Valerie Curran, Celia J. A. Morgan, et al. "Dopamine Reward Systems." In Encyclopedia of Psychopharmacology, 418. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-540-68706-1_4208.

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Maximini, Dominik. "Changing Reward Systems." In Agile Leadership in Practice, 85–94. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-15022-7_7.

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Morgan, Michael M., MacDonald J. Christie, Thomas Steckler, Ben J. Harrison, Christos Pantelis, Christof Baltes, Thomas Mueggler, et al. "Mesotelencephalic Dopamine Reward Systems." In Encyclopedia of Psychopharmacology, 755. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-540-68706-1_1124.

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Der, Ralf, and Georg Martius. "Reward-Driven Self-Organization." In Cognitive Systems Monographs, 253–59. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-20253-7_14.

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Curiel, Imma J., Giorgio Pederzoli, and Stef H. Tijs. "Reward Allocations in Production Systems." In Advances in Optimization and Control, 186–99. Berlin, Heidelberg: Springer Berlin Heidelberg, 1988. http://dx.doi.org/10.1007/978-3-642-46629-8_13.

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Liu, Brian C., Qingchen Zhang, and Emmanuel N. Pothos. "Insulin and Brain Reward Systems." In Physiological Consequences of Brain Insulin Action, 105–23. Boca Raton: CRC Press, 2022. http://dx.doi.org/10.1201/9781003079927-7.

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Quatmann, Tim, and Joost-Pieter Katoen. "Multi-objective Optimization of Long-run Average and Total Rewards." In Tools and Algorithms for the Construction and Analysis of Systems, 230–49. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-72016-2_13.

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AbstractThis paper presents an efficient procedure for multi-objective model checking of long-run average reward (aka: mean pay-off) and total reward objectives as well as their combination. We consider this for Markov automata, a compositional model that captures both traditional Markov decision processes (MDPs) as well as a continuous-time variant thereof. The crux of our procedure is a generalization of Forejt et al.’s approach for total rewards on MDPs to arbitrary combinations of long-run and total reward objectives on Markov automata. Experiments with a prototypical implementation on top of the Storm model checker show encouraging results for both model types and indicate a substantial improved performance over existing multi-objective long-run MDP model checking based on linear programming.
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Feng, Yuhao, Jiachun Feng, and Yanghui Rao. "Reward-Modulated Adversarial Topic Modeling." In Database Systems for Advanced Applications, 689–97. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-59410-7_47.

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Conference papers on the topic "Reward systems"

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V, Brindha Devi, Prabavathi R, Subha P, Mathesh S, Archana B, and Swathy S. "Smart Garbage Reward System." In 2024 International Conference on Power, Energy, Control and Transmission Systems (ICPECTS), 1–6. IEEE, 2024. https://doi.org/10.1109/icpects62210.2024.10780065.

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Ponnuru, Sudhakiran, Kovvuri N. Bhargavi, Asadullah B, Arulananth T S, Vinay R, and M. Dhinakaran. "Eco Reward Bin with User-Interface system." In 2024 10th International Conference on Electrical Energy Systems (ICEES), 1–4. IEEE, 2024. https://doi.org/10.1109/icees61253.2024.10776871.

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Luca, Sarah, Felix Wang, and Srideep Musuvathy. "A Spiking Neuromorphic Algorithm for Markov Reward Processes." In 2024 International Conference on Neuromorphic Systems (ICONS), 350–57. IEEE, 2024. https://doi.org/10.1109/icons62911.2024.00060.

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Alsadat, Shayan Meshkat, Nasim Baharisangari, Yash Paliwal, and Zhe Xu. "Distributed Reinforcement Learning For Swarm Systems With Reward Machines." In 2024 American Control Conference (ACC), 33–38. IEEE, 2024. http://dx.doi.org/10.23919/acc60939.2024.10644549.

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Shi, Danqing, Shibei Zhu, Tino Weinkauf, and Antti Oulasvirta. "Interactive Reward Tuning: Interactive Visualization for Preference Elicitation." In 2024 IEEE/RSJ International Conference on Intelligent Robots and Systems (IROS), 9254–61. IEEE, 2024. https://doi.org/10.1109/iros58592.2024.10801540.

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Sanchez, Rodney, Ferat Sahin, and Jamison Heard. "Fear based Intrinsic Reward as a Barrier Function for Continuous Reinforcement Learning." In 2024 19th Annual System of Systems Engineering Conference (SoSE), 140–46. IEEE, 2024. http://dx.doi.org/10.1109/sose62659.2024.10620974.

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Hu, Jing, Jiawei Liang, Yunfei Ju, and Minghua Zhao. "Hyperspectral Band Selection Based on Classification Reward Adjustment." In 2024 IEEE 21st International Conference on Mobile Ad-Hoc and Smart Systems (MASS), 502–7. IEEE, 2024. http://dx.doi.org/10.1109/mass62177.2024.00079.

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Yang, Kun, Jing Yang, and Cong Shen. "Average Reward Reinforcement Learning for Wireless Radio Resource Management." In 2024 58th Asilomar Conference on Signals, Systems, and Computers, 1188–93. IEEE, 2024. https://doi.org/10.1109/ieeeconf60004.2024.10942648.

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Gugnani, Pankaj, Rahul Singh Dhakad, Debanjan Sadhya, and W. Wilfred Godfrey. "Revisiting Proof of Stake with Reward and Penalty Mechanism." In 2025 17th International Conference on COMmunication Systems and NETworks (COMSNETS), 1287–92. IEEE, 2025. https://doi.org/10.1109/comsnets63942.2025.10885605.

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Perween, Tarannum, Shuvra Neel Roy, Arup Kumar Sadhu, and Ranjan Dasgupta. "Inferring Reward Functions from State Transitions: A Deep Learning Approach." In 2024 IEEE International Conference on Systems, Man, and Cybernetics (SMC), 5306–13. IEEE, 2024. https://doi.org/10.1109/smc54092.2024.10832068.

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Reports on the topic "Reward systems"

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Risien, Julie, and Roberta Nilson. Coordinated Reform and Local Solutions: Transforming the University Systems of Reward and Professional Advancement. Corvallis, OR: Oregon State University, 2018. http://dx.doi.org/10.5399/osu/1134.

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Heiser, Rebecca E., Julie Risien, Laurie Van Egeren, and Susan Renoe. Mapping institutional pathways for advancing research impacts. Oregon State University, March 2025. https://doi.org/10.5399/osu/1187.

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Higher education institutions are expanding collaborations with industry, other institutions, and communities to enhance the societal impact of research. However, significant opportunities remain to scale and sustain publicly engaged research initiatives. This report synthesizes insights from seven nationally relevant reports, including Modernizing Scholarship for the Public Good, Public Impact Research, multiple National Academies of Sciences, Engineering, and Medicine reports, the PTIE Findings Report, and The Evolution of Broader Impacts. A comparative analysis identified five key themes: Institutional Leadership and Infrastructure, Faculty Advancement and Reward Systems, Measuring and Demonstrating Impact, Funding and Sustainability, and Community Partnerships and Engagement. Our analysis suggests that without strong leadership, adequate resources, and policy reforms, efforts to integrate research impact into higher education will remain fragmented. Universities must adopt coordinated strategies that align institutional missions with public engagement, support faculty, secure funding, and build lasting community partnerships to ensure research remains academically rigorous and socially impactful.
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De Wit, Paul. Securing Land Tenure for Prosperity of the Planet and its Peoples. Rights and Resources Initiative, February 2023. http://dx.doi.org/10.53892/ogcw7082.

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Indigenous Peoples, Afro-descendant Peoples, and local communities produce up to 70 percent of the world’s food with lower climate change and environmental impact than agribusinesses, but many remain under the poverty threshold. They are the de facto owners and managers of massive carbon stocks in forested and non–forested ecosystems, but markets fail to fairly reward this. This is all achieved with these communities having legal rights over only 20 percent of their land and receiving only 1.7 percent of global climate finance for self–determined investment and nature conservation. Clarifying their rights and establishing solid tenure security and capital to invest in exercising those rights are a must. The need for Indigenous Peoples, Afro-descendant Peoples, and local communities to acquire secure tenure over land and resources to achieve conservation and production goals is twofold. First, these groups need to establish a tenure safety network over their claimed lands and resources to prevent unintended consequences, like spillovers and leakages from other global responses to climate change, environmental rehabilitation, and food systems transformation. Second, they want secure tenure as part of a more enabling environment to fully unlock the potential of delivering their own solutions to current systems, threats, and opportunities.
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Jayne, T. S., R. Ferguson, and S. Chimatiro. Bridging demand and supply of private investment capital for small and medium agribusinesses. Commercial Agriculture for Smallholders and Agribusiness (CASA), 2020. http://dx.doi.org/10.1079/20240191147.

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The UK Foreign, Commonwealth and Development Office's (FCDO's) Commercial Agriculture for Smallholders and Agribusiness (CASA) programme is working to increase economic opportunities for smallholders to step up and trade in growing commercial markets. The aim is to increase investment in agribusinesses that source from smallholder farmers, and to provide evidence-based guidance for creating synergistic relationships between agribusinesses and smallholders in ways that promote smallholders' productivity and commercial potential. This study is motivated by an apparent contradiction: suppliers of capital report a lack of investible opportunities in Africa, while demanders of capital cannot find willing partners to provide capital to them. In spite of significant amounts of private capital being available for investment worldwide (World Economic Forum, 2013; Vitón, 2018), institutional and impact investors have found it difficult to mobilize large amounts of private investment for agribusiness opportunities in Africa. This study identifies strategies for development and impact investment actors to bridge the gap between the risk-reward demands (or adjusted risk returns) of investment capital and the available supply of agribusinesses for investment. The study assesses whether what is needed is different forms of capital, or greater work to provide the pre-conditions for private investment in agri-food systems, or both of these. The resulting analysis addresses the needs and interests of both investors and investment support stakeholders.
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Enberg, Cecilia, Anders Ahlbäck, and Edvin Nordell. Green recovery packages: a boost for environmental and climate work in the Swedish construction and building industry? Linköping University Electronic Press, November 2021. http://dx.doi.org/10.3384/9789179291327.

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The objective of this study is to explore whether the green recovery packages issued by the Swedish government are aligned with the work of the construction and building industry to become climate-neutral by 2045. We have interviewed heads of sustainability of some of the largest companies in the industry and surveyed companies that have signed the Roadmap for a fossil-free construction and building industry1. Our results show that market-related challenges constitute the most important challenges to the environmental and climate work of the companies in our study. To better respond to these challenges, they require policies that reward frontrunners, primarily green public procurement, and tougher standards and norms. They also requested investments and policies that support the transition to a circular economy. We conclude that while green public procurement is not among the policies and investments included in the recovery packages, other parts are well aligned with the challenges encountered, requested investments and policies, and on-going work. This is particularly true for the above-mentioned investments related to the transition to a circular economy. Further, the study enables us to conclude that it is important to consider the long-term effects of green recovery packages and their potential for return-on-investment in terms of reductions in greenhouse gas (GHG) emissions per SEK. Such packages will also have a better effect if they support on-going environmental and climate work, initiate new actions, and are designed with a systems perspective that facilitates joint action between different companies along the entire supply chain.
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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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Kennedy, James J., Richard W. Haynes, and Xiaoping Zhou. Line officers' views on stated USDA Forest Service values and the agency reward system. Portland, OR: U.S. Department of Agriculture, Forest Service, Pacific Northwest Research Station, 2005. http://dx.doi.org/10.2737/pnw-gtr-632.

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West, George, Marco Velarde, and Alejandro Soriano. IDB-9: Operational Performance and Budget. Inter-American Development Bank, March 2013. http://dx.doi.org/10.18235/0010526.

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In IDB-9 the Board of Governors of the Inter-American Development Bank (IDB) mandated the adoption of a results-based budgeting process (RBB) that would be aligned to and would help achieve the key performance targets of the Corporate Results Framework (CRF), as well as improve accountability and transparency. In addition, they mandated the use of a Balanced Score Card Performance Management System (BSC) that would incorporate the results from an External Feedback System (EFS). The Governors also requested that the Bank continue its efforts to improve organizational efficiency. The IDB has made significant progress in improving the quality and availability of information related to the budget and the associated work program, and in developing and enhancing the systems to support the budget planning and monitoring process. Many of the actions defined in the RBB Framework document can be considered complete from a technical perspective, but the RBB is still a work in process. One major area that RBB planners underestimated was the effort and time it would take to create an organization that uses data to manage for results. This effort must involve all levels of Management and be accompanied by appropriate incentives. Work on this cultural change has started but will extend beyond the planned three-year RBB implementation period. The BSC effort resulted in organizational learning and the development of a number of performance indicators, but it failed to achieve its objective of implementing a BSC that would provide the Bank with a Strategic Planning and Management system to help ensure the alignment of business activities with organizational strategy and provide a focused, comprehensive perspective of the Bank¿s organizational performance.The EFS is just being restarted, and preliminary results are expected in early 2013. Work is under way to improve operational efficiency, but the RBB data provide limited support to this activity, as most of the efficiency indicators are related to cycle times and not budget. OVE provides several suggestions for future work: (i) increase the focus, attention, and resources devoted to the RBB change management process to help achieve the culture change needed to create an organization that "manages for results"; (ii) plan for the involvement of all levels of Management, use internal and external experts in this process, and recognize that the process will take time; (iii) with Human Resources, create and implement incentives to recognize and reward behavior and good practices that can change the Bank¿s culture; (iv) consider raising the sponsorship level of the RBB, possibly combining it with the Program Optima governance structure; (v) focus on creating a limited set of performance indicators that drive the Bank¿s business and that link to its strategy, objectives and priorities; and (vi) reexamine the budget process to identify key constraints (for example, the head count ceiling) and reexamine the timing of performance reporting and budget allocations/reallocations to ensure alignment.
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Putriastuti, Massita Ayu Cindy, Vivi Fitriyanti, and Muhammad Razin Abdullah. Leveraging the Potential of Crowdfunding for Financing Renewable Energy. Purnomo Yusgiantoro Center, June 2021. http://dx.doi.org/10.33116/br.002.

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• Renewable energy (RE) projects in Indonesia usually have IRR between 10% and 15% and PP around 6 to 30 years • Attractive return usually could be found in large scale RE projects, although there are numerous other factors involved including technology developments, capacity scale, power purchasing price agreements, project locations, as well as interest rates and applied incentives. • Crowdfunding (CF) has big potential to contribute to the financing of RE projects especially financing small scale RE projects. • P2P lending usually targeted short-term loans with high interest rates. Therefore, it cannot be employed as an alternative financing for RE projects in Indonesia. • Three types of CF that can be employed as an alternative for RE project funding in Indonesia. Namely, securities, reward, and donation-based CF. In addition, hybrid models such as securities-reward and reward-donation could also be explored according to the project profitability. • Several benefits offer by securities crowdfunding (SCF) compared to conventional banking and P2P lending, as follows: (1) issuer do not need to pledge assets as collateral; (2) do not require to pay instalment each month; (3) issuer share risks with investors with no obligation to cover the investor’s loss; (4) applicable for micro, small, medium, enterprises (MSMEs) with no complex requirements; and (5) there is possibility to attract investors with bring specific value. • Several challenges that need to be tackled such as the uncertainty of RE regulations; (1) issuer’s inability in managing the system and business; (2) the absence of third parties in bridging between CF platform and potential issuer from RE project owner; (3) the lack of financial literacy of the potential funders; and (4) lastly the inadequacy of study regarding potential funders in escalating the RE utilisation in Indonesia.
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Lora, Eduardo, and Mauricio Olivera. The Electoral Consequences of the Washington Consensus. Inter-American Development Bank, May 2005. http://dx.doi.org/10.18235/0010841.

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This paper assesses how electoral outcomes in both presidential and legislative elections in Latin America have been affected by the adoption of economic policies that seek to improve macroeconomic stability and facilitate the functioning of markets. The database includes 17 Latin American countries for the period 1985-2002, and a total of 66 presidential and 81 legislative elections. The set of testable hypotheses is derived from a review of the literature and is structured around the hypothesis of economic voting. It is found that (i) the incumbents party is rewarded for reductions in the rate of inflation and, to a lesser extent, for increases in the rate of growth; (ii) the more fragmented or ideologically polarized the party system, the higher the electoral rewards of reducing the inflation rate or raising the economic growth rate; (iii) voters care not only about economic outcomes, but also about some of the policies adopted: while the electorate seems blind to macroeconomic policies such as fiscal or exchange-rate policies, it is averse to pro-market policies, irrespective of their effects on growth or inflation; and (iv) the electorate is more tolerant of pro-market reforms when the incumbents party has a more market-oriented ideology. These results suggest that reforming parties have paid a hefty price for the adoption of pro-market reforms, except when such reforms have been undertaken in conjunction with stabilization policies in high-inflation economies.
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