Academic literature on the topic 'Rewards and recognition'

The aim of this thesis is to analyse the research area of omitted intangible assets from the balance sheet and consider rewards of their potential recognition in the statement of financial position. The theoretical part provides the reader with the current regulation in force and compares it to the regulation prior the standardization and convergence process. The empirical part focuses on valuation of equity of three companies from the pharmaceutical industry based on the model pursued by American professor Stephen Penman. The values obtained are subsequently compared to market prices which are believed to reflect also the possession of omitted intangible assets. Differences identified speak in favour of potential recognition, however these are believed to be marginal comparing to probable inherent risks, which include, inter alia, stock market run-ups and earnings management.

Increasingly, organisations are realising that they have to establish an equitable balance between the employee&rsquo<br>s contribution to the organisation and the organisation&rsquo<br>s contribution to the employee. Establishing this balance is one of the main reasons to reward and recognise employees. Organisations that follow a strategic approach to creating this balance focus on the three main components of a reward system, which includes, compensation, benefits and recognition (Deeprose, 1994). Studies that have been conducted on the topic indicates that the most common problem in organisations today is that they miss the important component of recognition, which is the low-cost, high-return ingredient to a well-balanced reward system. A key focus of recognition is to make employees feel appreciated and valued (Sarvadi, 2005). Research has proven that employees who get recognised tend to have higher self-esteem, more confidence, more willingness to take on new challenges and more eagerness to be innovative (Mason, 2001). The aim of this study is to investigate whether rewards and recognition has an impact on employee motivation. A biographical and Work Motivation Questionnaire was administered to respondents (De Beer, 1987). The sample group (N= 184) consists of male and female employees on post-grade levels 5 to 12. The results of the research indicated that there is a positive relationship between rewards, recognition and motivation. The results also revealed that women, and employees from non-white racial backgrounds experienced lower levels of rewards, recognition and motivation. Future research on the latter issues could yield interesting insights into the different factors that motivate employees. Notwithstanding the insights derived from the current research, results need to be interpreted with caution since a convenience sample was used, thereby restricting the generalisability to the wider population.

This study describes what higher education institutions (HEIs) that are known for their research excellence are doing to implement current student and teaching oriented higher education (HE) policies in England and Wales. Pressures to reach increasingly higher levels of excellence in both teaching and research challenge existing structures and mechanisms in these researchintensive universities (RIUs). Options for overcoming challenges are discussed by bringing together perspectives of different stakeholders. This thesis is based on analysis of documentary and empirical data to gain insight into perspectives and experiences of stakeholders of the implementation of current HE policies in England and Wales. Documentary data consisting of publicly available material about HE policies has been analysed by an interpretive analysis of policy, and papers about research have been systematically reviewed. The contents of interviews with academics in four RIUs have been analysed in case studies. This study contributes to existing research on ‘professionalism’ (see, for example, Kolsaker, 2008), ‘effective teaching’ (see, for example, Hunter & Back, 2011), and ‘evaluating teaching quality’ (see, for example, Dornan, Tan, Boshuizen, Gick, Isba, Mann, Scherpbier, Spencer, Timmins, 2014). This study also complements The UK Higher Education Academy’s (HEA) research in this area including Gibbs’ report on quality (2010) as well as earlier work on reward and recognition (2009). Key findings give insight into a troublesome relationship between teaching and research activities, which is at the core of many of the challenges RIUs are facing. Findings showing academics strong interest in their students, teaching, and research highlight their engagement in the development of these key activities. These support recommendations for development processes in RIUs involving organisation wide engagement to build parity of esteem between research and teaching to achieve aims to reach their full potential in terms of excellence in HE.

Purpose: The purpose of this study is an attempt to find out the influence motivation has on employees’ job satisfaction based on our case which is First Bank Nigeria Plc. To be able to meet this objective, several motivation theories were discussed and intrinsic/extrinsic motivational factors as found in related literature were taken into consideration. Methodology: The researchers carried out a qualitative study where secondary data was obtained from textbooks and peer reviewed journal articles from the school library in order to identify existing scientific knowledge concerning this topic. Also, primary data used were collected through Skype interview and through email with the aid of formulated open-ended questions. Both the company and the interviewee were chosen based on convenience sampling. Data obtained underwent a reduction phase as the authors reduced the work into keywords. Data was later organized and emerged patterns were interpreted for better understanding by the reader. Result &amp; Conclusions: From this study, the authors found that both intrinsic and extrinsic motivation enhances employees’ job satisfaction. This was evident through the various factors like increment in salary, perceived equality in pay, conducive environment amongst others numerated by respondents as what will increase their satisfaction in the work they do. Limitations: The study is limited to one case company and thirteen respondents from a specific branch. As such the results obtained cannot be easily generalized. Secondly, employees whose job did not connect directly to banking activities like securities, messengers and cleaners were not considered in this study. Scope for further studies: Due to our limitations, we suggest that similar studies should be carried out on the influence of motivation on employees’ job satisfaction in several banks and including securities, messengers and cleaners to see if the results differ from the results of our study. Also our theoretical framework can be extended by showing the influence job satisfaction or job dissatisfaction has on employees’ attitude towards work. Contribution of the thesis: This study contributes to the previous literature on the concept of motivation and job satisfaction especially the influence motivation has on employees’ job satisfaction. The practical implications of this research work for managers is to pay their workers appropriately in order to enhance job satisfaction.

Object recognition in the real world is a big challenge in the field of computer vision. Given the potentially enormous size of the search space it is essential to be able to make intelligent decisions about where in the visual field to obtain information from to reduce the computational resources needed. In this report a POMDP (Partially Observable Markov Decision Process) learning framework, using a policy gradient method and information rewards as a training signal, has been implemented and used to train fixation policies that aim to maximize the information gathered in each fixation. The purpose of such policies is to make object recognition faster by reducing the number of fixations needed. The trained policies are evaluated by simulation and comparing them with several fixed policies. Finally it is shown that it is possible to use the framework to train policies that outperform the fixed policies for certain observation models.

The annual cost of low employee engagement in Australian workplaces was $18.7 billion in 2015. Healthcare managers who adopt employee engagement strategies have the potential to achieve robust clinical, operational, and financial results that benefit both the organization and the community as a whole. The purpose of this single case study was to explore effective employee engagement strategies that some healthcare managers used to increase organizational performance. Social exchange theory was the conceptual framework for the study. Data were collected through semi structured interviews with 8 healthcare managers in Queensland, Australia. Participants who implemented successful employee engagement strategies were selected using a snowball sampling technique. Data analysis consisted of generating themes through coding using a deductive approach and reporting emergent themes. Five key themes that emerged from the data analysis were psychological ownership, job resources, leadership, training and development, and rewards and recognition. The process of member checking ensured that findings accurately represented participants' views. Recommendations from the study highlight the need for healthcare managers to implement employee engagement strategies that motivate discretionary efforts, resulting in improved quality patient care and organizational performance. The implications for positive social change include providing healthcare managers with effective employee engagement strategies that could improve patient experiences, operational efficiencies, and quality healthcare provisions in the healthcare industry.

Bank leaders who fail to implement effective leadership strategies experience low employee morale and high employee turnover. The estimated failure rate of bank industry leadership to attain some organizational targets such as desired levels of employee morale, employee retention, and profitability is as high as 60%. The purpose of this single case study was to explore strategies bank leaders implemented to improve employee morale and mitigate employee turnover. The population for this study included 4 bank leaders in the United States who successfully applied effective leadership to improve morale and mitigate employee turnover for more than 5 years. Data were collected from semistructured interviews with bank leaders and from artifacts such as the company website. The transformational leadership theory guided this research as the conceptual framework. Data triangulation was employed. Data were analyzed using Yin’s 5 steps of data analysis. Three themes emerged from analysis of the data: adopting motivational leadership techniques, applying open and transparent communication skills, and applying recognition or rewards. The application of findings from this study could contribute to positive social change because society may benefit from an improved banking intermediation system to support employment retention and the improvement of citizens’ livelihoods.

Disengaged employees typically cost U.S. corporations $350 billion annually. The purpose of this case study was to explore strategies that some communication business leaders used to engage their employees that resulted in increased profits. The target population consisted of 4 communication business leaders located in Jackson, Mississippi who possessed at least 1 year of successful employee engagement experience. The self-determination theory served as the study's conceptual framework. Semistructured interviews were conducted and the participating company's archived documents were gathered. Patterns were identified through a rigorous process of data familiarization, data coding, and theme development and revision. Interpretations from the data were subjected to member-checking to ensure trustworthiness of the findings. Based on the methodological triangulation of the data collected, prominent themes emerged from thematically analyzing the data: rewards and recognition, empowering employees, and building a bond between leaders and employees. The implications for positive social change include the potential to improve employee engagement. Enhanced employee engagement could create social innovation and foster goodwill among employees, customers, and community members.

There is a long history of research on the effects of reward motivation on memory, but there are still questions concerning how such motivational variables affect memory. In a study that examined the influence of reward anticipation on episodic memory, Adcock, Thangavel, Whitfield-Gabireli, Knutson, and Gabrieli (2006) found that memory was better for scenes preceded by high value reward cues than low value cues (see also Cushman, 2012; Spaniol, Schain, & Bowen, 2013). More recently, Castel, Murayama, Friedman, McGillivray, & Link (2013) observed that anticipation of reward influences selective attention to “to be remembered” (TBR) words and the memories that are formed in both younger (YA) and older adults (OA). Finally, in an examination of reward-motivated memory for both word items and pairs, Mutter, Luttrell, & Steen (2013) found that high reward enhanced associative memory for word pairs for both YA and OA. The theoretical explanation for this finding attributed word pair stimuli as promoting and high reward motivation as selectively enhancing relational encoding strategies for both OA and YA, producing reward effects for associative recognition performance only. The present study conceptually replicated the methodology from Mutter, Luttrell, and Steen (2013) in an examination of how reward motivation at study affects non-verbal single item recognition and dual item recognition for picture pair stimuli. It was expected that high reward will induce both YA and OA to engage in more extensive encoding of TBR information, but that, due to age-related associative deficits (e.g., Naveh – Benjamin, Hussain, Guez, & Bar-On, 2003), the type of encoded representations would differ for the two groups. YA would perform better than OA on the types of recognition that require memory for relational information (i.e., associative and context recognition), but YA and OA would perform equally well on the types of recognition that require memory for item-specific information (i.e., pair and no context recognition). As compared to the word pair stimuli used by Mutter and colleagues (2013), it was expected that picture pair stimuli would alternatively promote item-specific encoding strategies for both OA and YA and high reward would selectively enhance single item recognition performance.

Includes bibliographical references (leaves 46-48).<br>This formative theory evaluation investigated the feasibility of the programme theory underlying a staff reward and recognition intervention within a retail setting. It contained academic literature which discussed the effects of reward and recognition programmes on motivation and turnover. In addition, best practice guidelines for motivational reward and recognition programmes were used as measure of comparison against the programme's theory. The evaluation questions contained in this dissertation covered various programme evaluation elements and assisted in evaluating the programme's theory.