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Journal articles on the topic 'Reward systems'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

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 (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 perfor

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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 fin

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Grohn, Jan, Urs Schüffelgen, Franz-Xaver Neubert, et al. "Multiple systems in macaques for tracking prediction errors and other types of surprise." PLOS Biology 18, no. 10 (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 d

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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 (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. Convention

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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 i

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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 (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 h

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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 (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

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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 (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

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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 teach

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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 (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 o

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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 (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-mod

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Schultz, Wolfram. "Predictive Reward Signal of Dopamine Neurons." Journal of Neurophysiology 80, no. 1 (1998): 1–27. http://dx.doi.org/10.1152/jn.1998.80.1.1.

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Schultz, Wolfram. Predictive reward signal of dopamine neurons. J. Neurophysiol. 80: 1–27, 1998. The effects of lesions, receptor blocking, electrical self-stimulation, and drugs of abuse suggest that midbrain dopamine systems are involved in processing reward information and learning approach behavior. Most dopamine neurons show phasic activations after primary liquid and food rewards and conditioned, reward-predicting visual and auditory stimuli. They show biphasic, activation-depression responses after stimuli that resemble reward-predicting stimuli or are novel or particularly salient. How

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Javed, Aisha, and Noor Muhammad. "Teachers Perceptions about Reward Systems in Classroom." Journal of Education and Social Studies 2, no. 2 (2021): 59–62. http://dx.doi.org/10.52223/jess.20212204.

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A Reward system is used to influence the people in any organization. In education, teachers are used rewards to influence students learning outcomes. Therefore, the present study was conducted to find out the teacher's perceptions about rewards in the classroom. All the teachers of the public primary school of district Toba Tek Singh were considered for the population of the study. A questionnaire was used as a research tool for collecting the opinion of respondents, including a five-point rating scale. A total of 200 teachers (100 male and 100 female) were selected as a sample from 100 public

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Cwibi, Mzukisi. "What do hotel managers think of employee rewards? An exploration of five-star hotels in Cape Town." International Conference on Tourism Research 6, no. 1 (2023): 462–69. http://dx.doi.org/10.34190/ictr.6.1.1292.

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Reward systems are important tools that management can use to motivate employees; the main objective of organizations in awarding rewards is to attract and retain efficient, productive, and motivated employees. However, there is no evidence available regarding managers' perceptions of employee rewards in five-star hotels in Cape Town. Therefore, this study aims to explore the perceptions of five-star hotel managers about the reward systems offered to employees. Further, this paper attempts to explore the influence and impact of the covid-19 pandemic on the employee reward systems offered at fi

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Zong, Silu. "Parents’ Perception of Using Tangible Reward Systems at Compulsory Schools in China." Journal of Education, Humanities and Social Sciences 10 (April 5, 2023): 139–45. http://dx.doi.org/10.54097/ehss.v10i.6904.

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With the establishment of the two-child and three-child policies in China, parents pay more attention to kids' education. Many countries support using tangible reward systems in educational institutions, and this situation is prevalent in Chinese schools, especially for young-age students. In this experiment, the author collected perceptions about using tangible reward systems in compulsory schools from Chinese parents who have at least one child currently studying in a compulsory school in China. The author summarized parents' thoughts about the expected advantages and disadvantages of using

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PRIYANKA, SAI, and DR K. SASIREKHA. "A STUDY ON STRATEGIC REWARD SYSTEM OF EMPLOYEES WITH REFERENCE TO IT SECTOR." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 01 (2024): 1–10. http://dx.doi.org/10.55041/ijsrem28319.

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Companies must grow to be more strategic if they are to carry on and do well in the current business situation. Functional and unit strategies must be aligned with overall company strategy to enhance organizational effectiveness. In this respect, strategic reward systems are vital to ensuring desired employee behaviours and enhanced company performance. This project reviews strategic reward systems and examines rewards. It outlines the employee’s strategic compensation and recognition programs and discusses implications for management. Companies for reaching higher goals and development use mo

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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 (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 col

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He, Liuyi, Jifeng Luo, Yisong Tang, Zhiyan Wu, and Han Zhang. "Motivating User-Generated Content: The Unintended Consequences of Incentive Thresholds." MIS Quarterly 47, no. 3 (2022): 1015–44. http://dx.doi.org/10.25300/misq/2022/17369.

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While monetary rewards have been widely used by online platforms to motivate user-generated content (UGC) contributions, users may not always demonstrate the expected behaviors. Unintended consequences of reward policies, exemplified by unchanged or reduced UGC contributions, may occur. Through two natural experiments, this study investigates the implications of providing users with an incentive structure that rewards users’ continued contribution according to the volume of UGC. Using a unique data set on two completion-contingent incentive programs from a popular online aesthetic medicine pla

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Robertson, Shelley, Stacey Baror, and Hein Venter. "Metaverse: Virtual Currencies as a Mechanism for Employee Engagement and Retention." International Conference on Cyber Warfare and Security 19, no. 1 (2024): 289–98. http://dx.doi.org/10.34190/iccws.19.1.2033.

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Virtual currencies, including cryptocurrencies and non-fungible tokens (NFT’s), are increasingly used as rewards in virtual environments. Traditional reward systems have been effective in improving employee satisfaction and retention but with the shift to hybrid or remote work post-COVID-19, organisations need adapted reward systems. However, the problem of this research is that it’s unclear how virtual currencies can be effectively utilised as a reward system, in the Metaverse, and their impact on employee motivation and engagement. This study explores this by reviewing literature, analysing

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Shinde, Dr. Nilesh, and Dr. Rajesh Pawde. "The Impact of Reward Systems on Employee Motivation and Performance." Journal of Research & Development 16, no. 8 (2024): 192–94. https://doi.org/10.5281/zenodo.12799635.

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This paper explores the role of reward systems in enhancing employee motivation and performance. It examines various types of rewards, their psychological and practical effects, and the conditions under which they are most effective. The study draws on existing literature, case studies, and empirical research to provide a comprehensive understanding of how reward systems can be designed to optimize organizational outcomes.

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Diao, Liuting, Wenping Li, Wenhao Chang, and Qingguo Ma. "Reward Modulates Unconsciously Triggered Adaptive Control Processes." i-Perception 13, no. 1 (2022): 204166952110738. http://dx.doi.org/10.1177/20416695211073819.

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Adaptive control (e.g., conflict adaptation) refers to dynamic adjustments of cognitive control processes in goal-directed behavior, which can be influenced by incentive rewards. Recently, accumulating evidence has shown that adaptive control processes can operate in the absence of conscious awareness, raising the question as to whether reward can affect unconsciously triggered adaptive control processes. Two experiments were conducted to address the question. In Experiment 1, participants performed a masked flanker-like priming task manipulated with high- and low-value performance-contingent

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Duru, Innocent U., Millicent Adanne Eze, Abubakar Yusuf, Akpan Aaron Udo, and Abubakar Sadiq Saleh. "Effect of reward systems on workers' performance at the university of Abuja." Asian Journal of Social Sciences and Management Studies 10, no. 1 (2023): 9–18. http://dx.doi.org/10.20448/ajssms.v10i1.4391.

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This study examined the effect of reward systems on workers' performance at the University of Abuja. It utilized descriptive and inferential statistics on a sample of 337 workers’ derived from 2145 workers through the random sampling technique. The results showed that employees are contented with the recognition accorded to them for executing good works, supervisors are open to assist or direct employees, supervisors encourage the ideas of employees’ and their styles of accomplishing things, supervisors’ expectations from employees in terms of job done are unclear to them and promotions and pa

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Blaukopf, Clare L., and Gregory J. DiGirolamo. "Reward, Context, and Human Behaviour." Scientific World JOURNAL 7 (2007): 626–40. http://dx.doi.org/10.1100/tsw.2007.122.

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Animal models of reward processing have revealed an extensive network of brain areas that process different aspects of reward, from expectation and prediction to calculation of relative value. These results have been confirmed and extended in human neuroimaging to encompass secondary rewards more unique to humans, such as money. The majority of the extant literature covers the brain areas associated with rewards whilst neglecting analysis of the actual behaviours that these rewards generate. This review strives to redress this imbalance by illustrating the importance of looking at the behaviou

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Kilpinen, Vilma, Jean Claude Mutiganda, and Matti Skoog. "The Relevance of Rewards in Performance- Based Management Control." MANAGEMENT CONTROL, no. 2 (October 2024): 15–27. http://dx.doi.org/10.3280/maco2024-002-s1002.

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This study aims to increase the understanding of how employees in different or-ganizational contexts and hierarchical levels explain and appreciate, i.e. under-stand, their organisation's reward systems. Two different schools of thought have dominated the debate of how to conceptualize the role of rewards in performance management and organisation psychology literature: agency theory and self-determination theory. This study combines these schools and take both monetary aspects into account in line with what is prescribed in agency theory and more non-financial aspects that self-determination

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Adesina, Idris Adetayo, and Olive Ugadiya Ph.D. Egbuta. "Strategic Reward and Recognition Systems: Driving Employee Engagement and Retention in Talent Management Practices." Journal of Economics, Finance And Management Studies 08, no. 05 (2025): 2715–24. https://doi.org/10.5281/zenodo.15362870.

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This study examines the role of strategic reward and recognition systems in talent management and their influence on employee engagement, job satisfaction, and retention. While financial incentives remain important, modern organisations increasingly adopt non-monetary rewards such as recognition programs and career development opportunities to foster long-term motivation and loyalty. Findings indicate that well-structured reward systems enhance engagement, job satisfaction, and retention, even in competitive labor markets. However, emerging economies like Nigeria face implementation challenges

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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 (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 inv

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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 (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

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Dr. Puttam Lavanya, Dr. Tavva Varalakshmi, and Goka Sruthi. "Effectiveness of Reward System on the Employee’s Performance." International Research Journal on Advanced Engineering and Management (IRJAEM) 2, no. 05 (2024): 1666–69. http://dx.doi.org/10.47392/irjaem.2024.0237.

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Reward system plays a vital role in the organization. The rewards may be monetary or non-monetary helps the organization to retain its employees in the organization for longer time. Effective reward systems help to achieve organizational goals, improves employee satisfaction. The study explains about: monetary rewards on employee performance, employee recognition programs on employee performance, promotion policies or schemes on employee performance. Historically different studies have proven that reward systems can improve the employee performance. Present study consists of Sample size 200 re

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Sulistiasih, S., and Widodo Widodo. "How do learning organisation and reward system affect lecturers’ innovative work behaviour?" Cypriot Journal of Educational Sciences 17, no. 9 (2022): 3490–502. http://dx.doi.org/10.18844/cjes.v17i9.8088.

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Innovative work behaviour (IWB) is essential for the survival of individuals and organisations. Therefore, this research examines IWB based on learning organisation, reward systems, and job involvement perspectives. It also proves job involvement’s role in mediating learning organisation and reward systems on IWB. A quantitative approach was adopted with a causal design, and questionnaires were administered to 230 lecturers of private universities in Indonesia to collect data. The result of path analysis showed that learning organisation, reward system, and job involvement significantly affect

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Sharon, D'souza. "Employee Rewards in HRM and its impact on Employee Engagement in an Organization." International Journal of Trend in Scientific Research and Development 2, no. 4 (2018): 1425–32. https://doi.org/10.31142/ijtsrd14297.

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This research paper focuses on the effect of reward systems on employee engagement in the modern work environment. Reward Systems have evolved over the years beginning effectively from the era of Industrial Revolution that unleashed mankind's creative potential. Over a period of time Reward Systems have been structured and subjected to severe transition to be equitable and fit effectively with the organizational goals and to fulfill various organizational needs. This paper endeavors to explore the relation between Rewards and one such crucial organizational requirement, 'Employee Engag

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Pradhan, Gopal Man. "Impact of Reward Systems on Employee Performance of Service Sector Institutions in Nepal." Batuk 8, no. 2 (2022): 1–13. http://dx.doi.org/10.3126/batuk.v8i2.47008.

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Reward management in an organization helps to motivate and retain employees at work. It is an important element of human resource management. It is the process of creating, implementing and controlling an effective reward system in the organization that helps to maintain and improve organizational performance. It emphasizes the strategic purposes of attracting, motivating and retaining employees. Human resources are said to be the human capital that can play significant role for improving competitive advantage and sustaining business activities of all the organizations including financial inst

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Beal, Brian. "Stress of underworked and overpaid." Human Resource Management International Digest 24, no. 6 (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 frequ

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Cissell, Michael J. "Designing Effective Reward Systems." Compensation & Benefits Review 19, no. 6 (1987): 49–55. http://dx.doi.org/10.1177/088636878701900605.

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Ledford, Gerald E. "Designing Nimble Reward Systems." Compensation & Benefits Review 27, no. 4 (1995): 46–54. http://dx.doi.org/10.1177/088636879502700408.

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Roesset, Jose M., and James T. P. Yao. "Engineering Faculty Reward Systems." Journal of Professional Issues in Engineering Education and Practice 128, no. 3 (2002): 95–98. http://dx.doi.org/10.1061/(asce)1052-3928(2002)128:3(95).

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Keevan, Richard J. "Automating manual reward systems." Computers & Industrial Engineering 13, no. 1-4 (1987): 78–82. http://dx.doi.org/10.1016/0360-8352(87)90055-6.

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Lunde, Joyce Povlacs, and Leverne A. Barrett. "Decentralized/departmental reward systems." New Directions for Teaching and Learning 1996, no. 65 (1996): 93–98. http://dx.doi.org/10.1002/tl.37219966516.

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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 (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, payme

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Balakrishnan, Avinash, Djallel Bouneffouf, Nicholas Mattei, and Francesca Rossi. "Incorporating Behavioral Constraints in Online AI Systems." Proceedings of the AAAI Conference on Artificial Intelligence 33 (July 17, 2019): 3–11. http://dx.doi.org/10.1609/aaai.v33i01.33013.

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AI systems that learn through reward feedback about the actions they take are increasingly deployed in domains that have significant impact on our daily life. However, in many cases the online rewards should not be the only guiding criteria, as there are additional constraints and/or priorities imposed by regulations, values, preferences, or ethical principles. We detail a novel online agent that learns a set of behavioral constraints by observation and uses these learned constraints as a guide when making decisions in an online setting while still being reactive to reward feedback. To define

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Rolls, Edmund T. "Emotion, Motivation, Reasoning, and How Their Brain Systems Are Related." Brain Sciences 15, no. 5 (2025): 507. https://doi.org/10.3390/brainsci15050507.

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A unified theory of emotion and motivation is updated in which motivational states are states in which instrumental goal-directed actions are performed to obtain anticipated rewards or avoid punishers, and emotional states are states that are elicited when the (conditioned or unconditioned) instrumental reward or punisher is or is not received. This advances our understanding of emotion and motivation, for the same set of genes and associated brain systems can define the primary or unlearned rewards and punishers such as a sweet taste or pain, and the brain systems that learn to expect rewards

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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 (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 absenteeis

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Raspor, Andrej, and Darko Lacmanović. "HEALTHCARE WORKERS' SALARIES: COMPARISON BETWEEN COUNTRIES." Perfectus SOCIOL 2023, no. 1 (2023): 23–37. https://doi.org/10.5281/zenodo.11638694.

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<strong><em>Summary: </em></strong><em>Wages and rewards always attract a lot of attention, either because wages represent one of the basic conditions for a decent life, or because rewards are key motivational factors. In this paper we will examine the theory of reward. In addition, we will highlight the peculiarities of reward systems in healthcare. Remuneration systems in healthcare vary considerably around the world. In some cases, rewards consist of fixed and variable payments, others use a commission system, while still others combine both options. There are also systems that focus on non

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Erdo?an, Aylin, Cemil Kaya, and Azamat Nazarov. "The Influence of Reward and Punishment Systems on Student Discipline." International Journal of Educational Narratives 3, no. 2 (2025): 175–83. https://doi.org/10.70177/ijen.v3i2.2158.

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Background. The role of reward and punishment systems in shaping student discipline has long been a subject of interest in educational psychology. Schools often rely on these systems to promote desirable behaviors and deter misconduct, yet the effectiveness of these strategies remains debated. Purpose. This study explores the influence of reward and punishment systems on student discipline in secondary schools, focusing on how these strategies affect student behavior and academic performance. Method. The research uses a mixed-methods approach, combining quantitative surveys to assess student p

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Proper, Scott, and Kagan Tumer. "Multiagent Learning with a Noisy Global Reward Signal." Proceedings of the AAAI Conference on Artificial Intelligence 27, no. 1 (2013): 826–32. http://dx.doi.org/10.1609/aaai.v27i1.8580.

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Scaling multiagent reinforcement learning to domains with many agents is a complex problem. In particular, multiagent credit assignment becomes a key issue as the system size increases. Some multiagent systems suffer from a global reward signal that is very noisy or difficult to analyze. This makes deriving a learnable local reward signal very difficult. Difference rewards (a particular instance of reward shaping) have been used to alleviate this concern, but they remain difficult to compute in many domains. In this paper we present an approach to modeling the global reward using function appr

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Ibrahim, Mariam, and Ruba Elhafiz. "Security Analysis of Cyber-Physical Systems Using Reinforcement Learning." Sensors 23, no. 3 (2023): 1634. http://dx.doi.org/10.3390/s23031634.

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Future engineering systems with new capabilities that far exceed today’s levels of autonomy, functionality, usability, dependability, and cyber security are predicted to be designed and developed using cyber-physical systems (CPSs). In this paper, the security of CPSs is investigated through a case study of a smart grid by using a reinforcement learning (RL) augmented attack graph to effectively highlight the subsystems’ weaknesses. In particular, the state action reward state action (SARSA) RL technique is used, in which the agent is taken to be the attacker, and an attack graph created for t

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Atrazhev, Peter, and Petr Musilek. "It’s All about Reward: Contrasting Joint Rewards and Individual Reward in Centralized Learning Decentralized Execution Algorithms." Systems 11, no. 4 (2023): 180. http://dx.doi.org/10.3390/systems11040180.

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This paper addresses the issue of choosing an appropriate reward function in multi-agent reinforcement learning. The traditional approach of using joint rewards for team performance is questioned due to a lack of theoretical backing. The authors explore the impact of changing the reward function from joint to individual on learning centralized decentralized execution algorithms in a Level-Based Foraging environment. Empirical results reveal that individual rewards contain more variance, but may have less bias compared to joint rewards. The findings show that different algorithms are affected d

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Mishra, Lucky. "Enhancing Employee Retention Through Effective Reward Programs: A Strategic Approach." INTERNATIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 05 (2025): 1–9. https://doi.org/10.55041/ijsrem48134.

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Abstract Employee retention has become a critical concern for organizations seeking sustainable growth in an increasingly competitive market. Reward programs are a central part of human resource strategies aimed at motivating and retaining talent. This paper examines the role of reward systems in enhancing employee retention by analysing theoretical frameworks, empirical data, and case examples. The findings indicate that both monetary and non-monetary rewards play vital roles in employee satisfaction and commitment, and tailored reward programs can significantly reduce turnover.

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LI, I.-FENG,. "Examining Motivation Systems for Female Sales Representatives: A Case Study in Pet Supplies Industry." Asian Journal of Education and Social Studies 51, no. 6 (2025): 426–36. https://doi.org/10.9734/ajess/2025/v51i62005.

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The purpose of this study aimed to explore the preferences of female pet supplies sales representatives regarding motivation systems. The participants were 72 female sales reps from one of the largest pet products retail companies of Taiwan. Two surveys and interviews were conducted in this study. The findings show that the participants were satisfied with the company’s motivation systems, where social contribution, incentive travel, and promotion opportunities are the three highest-ranked rewards of all. Promotion, preservable announcement, and high-tech products prize were key extrinsic moti

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Zhi, Dapeng, Peixin Wang, Cheng Chen, and Min Zhang. "Robustness Verification of Deep Reinforcement Learning Based Control Systems Using Reward Martingales." Proceedings of the AAAI Conference on Artificial Intelligence 38, no. 18 (2024): 19992–20000. http://dx.doi.org/10.1609/aaai.v38i18.29976.

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Deep Reinforcement Learning (DRL) has gained prominence as an effective approach for control systems. However, its practical deployment is impeded by state perturbations that can severely impact system performance. Addressing this critical challenge requires robustness verification about system performance, which involves tackling two quantitative questions: (i) how to establish guaranteed bounds for expected cumulative rewards, and (ii) how to determine tail bounds for cumulative rewards. In this work, we present the first approach for robustness verification of DRL-based control systems by i

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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. 1 (2000): 300–305. http://dx.doi.org/10.1239/jap/1014842288.

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The use of bias optimality to distinguish among gain optimal policies was recently studied by Haviv and Puterman [1] and extended in Lewis et al. [2]. In [1], upon arrival to an M/M/1 queue, customers offer the gatekeeper a reward R. 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 c

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