Relevant bibliographies by topics / Team based rewards

Contents

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

Academic literature on the topic 'Team based rewards'

Author: Grafiati
Published: 10 September 2021
Last updated: 1 February 2022

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Journal articles on the topic "Team based rewards"

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Parast, M. M., and S. Adams. "Team-based rewards." Engineering Management 14, no. 2 (April 1, 2004): 12–13. http://dx.doi.org/10.1049/em:20040201.

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Saunier, Anne M., and Elizabeth J. Hawk. "Realizing the Potential of Teams Through Team-Based Rewards." Compensation & Benefits Review 26, no. 4 (August 1994): 24–33. http://dx.doi.org/10.1177/088636879402600404.

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Irlenbusch, Bernd, and Gabriele K. Ruchala. "Relative rewards within team-based compensation." Labour Economics 15, no. 2 (April 2008): 141–67. http://dx.doi.org/10.1016/j.labeco.2007.02.003.

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Rack, Oliver, Thomas Ellwart, Guido Hertel, and Udo Konradt. "Team‐based rewards in computer‐mediated groups." Journal of Managerial Psychology 26, no. 5 (July 5, 2011): 419–38. http://dx.doi.org/10.1108/02683941111139029.

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JOHNSON, MICHAEL D. "TEAM-BASED REWARDS: AN INTEGRATIVE THEORETICAL MODEL." Academy of Management Proceedings 2009, no. 1 (August 2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44257283.

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DeMatteo, Jacquelyn S., and Lillian T. Eby. "WHO LIKES TEAM REWARDS? AN EXAMINATION OF INDIVIDUAL DIFFERENCE VARIABLES RELATED TO SATISFACTION WITH TEAM-BASED REWARDS." Academy of Management Proceedings 1997, no. 1 (August 1997): 134–38. http://dx.doi.org/10.5465/ambpp.1997.4981058.

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Endres, Megan Lee, and Kyle T. Rhoad. "What makes a high performer share knowledge?" Team Performance Management 22, no. 5/6 (August 8, 2016): 269–83. http://dx.doi.org/10.1108/tpm-05-2016-0022.

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Purpose Knowledge sharing is an important individual behavior that benefits teams and organizations. However, little is known about environments with both team and individual rewards. The purpose of this study is to investigate high-ability team members’ knowledge sharing in an environment with both team and individual rewards. The motivation, opportunity and ability framework was specifically applied to a work situation with face-to-face interaction and objective performance measures. Design/methodology/approach Survey data were gathered from college baseball players in varied regions of the USA. Findings Unexpectedly, individual ability was negatively related to individual knowledge sharing. However, as pro-sharing norms increased, all players reported higher knowledge sharing, especially the highest-ability players. Research limitations/implications Limitations include that the sample is small and team members were not from the same teams, prohibiting aggregation to a higher level of analysis. The study is cross-sectional and self-reported, as well. The sample was homogeneous and young. Practical implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Social implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Development of pro-sharing norms can be critical for encouraging these team members with the potential to have a strong impact on the lower-performing team members, as well as to inspire further knowledge sharing. Originality/value The baseball team member sample is unique because of the team and individual performance aspects that include objective ability measures.
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Johnson, Anya, Helena Nguyen, Markus Groth, and Les White. "Reaping the Rewards of Functional Diversity in Healthcare Teams: Why Team Processes Improve Performance." Group & Organization Management 43, no. 3 (April 21, 2018): 440–74. http://dx.doi.org/10.1177/1059601118769192.

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Functional diversity in healthcare teams—where members from different healthcare professions work together—is often advocated as the key to achieving quality patient outcomes. However, although functionally diverse teams promise much, they do not always deliver on that promise. Based on the informational diversity perspective, we argue that functional diversity increases role conflict and is an important factor that can help to explain why functional diversity does not always lead to effective team performance. We also argue that team processes play an important role in moderating the effect of functional diversity on role conflict and that depending on how functionally diverse healthcare teams are, certain team processes are more important than others for reducing role conflict thereby leading to improved team performance. We contrast two specific team processes (interpersonal conflict management and back up and helping) and argue for their relative importance depending on the level of functional diversity in healthcare teams. Data from 75 hospital teams support our differential predictions that interpersonal conflict management is a particularly important team process for reducing role conflict and improving team performance for teams with high functional diversity, whereas for teams with low functional diversity, back up and helping is a more important team process. These results have important implications for the management of functionally diverse healthcare teams. By identifying the relative importance of team processes, these results provide evidence for investing in team processes that enable healthcare teams to reap the rewards of functional diversity.
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TUMER, KAGAN, and ADRIAN AGOGINO. "MULTIAGENT LEARNING FOR BLACK BOX SYSTEM REWARD FUNCTIONS." Advances in Complex Systems 12, no. 04n05 (August 2009): 475–92. http://dx.doi.org/10.1142/s0219525909002295.

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In large, distributed systems composed of adaptive and interactive components (agents), ensuring the coordination among the agents so that the system achieves certain performance objectives is a challenging proposition. The key difficulty to overcome in such systems is one of credit assignment: How to apportion credit (or blame) to a particular agent based on the performance of the entire system. In this paper, we show how this problem can be solved in general for a large class of reward functions whose analytical form may be unknown (hence "black box" reward). This method combines the salient features of global solutions (e.g. "team games") which are broadly applicable but provide poor solutions in large problems with those of local solutions (e.g. "difference rewards") which learn quickly, but can be computationally burdensome. We introduce two estimates for local rewards for a class of problems where the mapping from the agent actions to system reward functions can be decomposed into a linear combination of nonlinear functions of the agents' actions. We test our method's performance on a distributed marketing problem and an air traffic flow management problem and show a 44% performance improvement over team games and a speedup of order n for difference rewards (for an n agent system).
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Moilanen, Sinikka, and Seppo Ikäheimo. "Managerial intentions for and employee perceptions of group-based incentives." Journal of Accounting & Organizational Change 15, no. 4 (November 4, 2019): 605–25. http://dx.doi.org/10.1108/jaoc-04-2019-0043.

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Purpose This paper aims to interpret and compare managerial intentions for and employee perceptions of group-based incentive systems. Design/methodology/approach The data comprise interviews with managers and employees in four Finnish firms with experience of company-wide incentive systems involving profit-sharing and team-based rewards. Benefitting from social exchange theory, managers’ intentions and employees’ perceptions are examined. Findings Managers’ and employees’ views resemble each other concerning profit-sharing as reflecting reciprocity rooted in perceived distributive fairness, whereas examination of the team-based rewards revealed impediments in reciprocity. While managerial intentions for team-based rewards refer to social exchange with economic intensity via selection of controllable performance measurements aimed at making individual-level effort count, the employees’ perceptions deem such metrics non-controllable, reflecting perceived distributive and procedural unfairness. Practical implications Profit-sharing seems to create fair social obligation and goal congruence between managers and employees, whereas team-based incentives easily suffer from unfairness, reducing their effectiveness. Originality/value Distinguishing between managerial intentions and employee perceptions pertaining to incentive systems facilitated in-depth exploration of the social exchange inherent in them, conceptualized in terms of economic intensity, fairness and controllability. With this lens, qualitative analysis revealed differences in interpretations of controllability and fairness between the managerial intentions and employee perceptions. The central contribution to scholarship takes the form of interpretations reflecting upon these key findings.
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Dissertations / Theses on the topic "Team based rewards"

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Slominski, Emily Ann. "Perspectives of Case Managers in Community-Based Elder Care: Work Roles, Stresses, Mediators, and Rewards." Oxford, Ohio : Miami University, 2008. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=miami1218046656.

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Alves, Marina Merendeiro. "Where are team based incentives more important? : a meta-analysis on the effect of incentives on team based contexts." Master's thesis, 2017. http://hdl.handle.net/10071/14623.

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Throughout the years a plethora of studies have been conducted on individual incentives. However, with a growing interest of organizations in investing in teams arose the importance to investigate team based incentives. Are TBI’s really effective? The answer is yes, yet where are they most effective? This meta-analysis aims to discover where TBI are more effective, will it be in their team dynamics, behaviors, goal achievement or outcomes? We examine all possible interactions amongst variables which might possess greater influence on the contextual factors as well as consider all settings (laboratory, academic, organizational, sports). Additionally, existent frameworks on team processes and goal setting were considered to have further understanding of intra and inter group processes. Twenty three effect sizes, taken from thirteen articles, were involved in examining these contextual factors, consequently revealing TBI’s were more effective in team dynamics (r = 0.34).
Ao longo dos anos, vários estudos foram conduzidos sobre incentivos individuais. Com o crescente interesse das organizações em investir em equipas, surgiu a importância de investigar tambem os incentivos de equipas. Serão estes realmente eficazes? A resposta é sim, mas onde? Esta metaanálise visa descobrir onde os incentivos de grupos/equipas são mais efetivos: será na sua dinâmica, comportamentos, metas ou resultados? Examinámos possíveis interações entre variáveis que possam ter maior influência nos fatores contextuais, considerando todas as areas (laboratório, acadêmico, organizacional, desportivo). Além disso, consideraram-se que as estruturas existentes nos processos de equipa e na definição de metas possuem maior compreensão dos processos intra e intergrupos. Com base em treze artigos, foram utilizados na analise desses fatores contextuais vinte e três tamanhos de efeitos, relevando que, consequentemente que os incentivos de equipa tiveram mais impacto na dinâmica da equipa (r = 0,34)
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Books on the topic "Team based rewards"

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Gross, Steven E. Compensation for teams: How to design and implement team-based reward programs. New York: AMACOM, 1995.

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1952-, Reilly Peter A., ed. New reward I: Team, skill and competency based pay. Brighton: Institute for Employment Studies, 2003.

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Book chapters on the topic "Team based rewards"

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Chaichanawirote, Chawakorn, Masataka Tokumaru, and Siam Charoenseang. "A Robot Agent that Learns Group Interaction Through a Team-Based Virtual Reality Game Using Affective Reward Reinforcement Learning." In Communications in Computer and Information Science, 163–68. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-50729-9_22.

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Bernardino, Susana, J. Freitas Santos, and Silvie Oliveira. "Financing Nascent Entrepreneurs by Reward-Based Crowdfunding." In Handbook of Research on Nascent Entrepreneurship and Creating New Ventures, 228–52. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4826-4.ch011.

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A problem faced by nascent entrepreneurs is to attract outside capital to finance a new venture. A new promising funding mechanism created outside the banking system is crowdfunding (CF). The reward-based model of CF allows nascent entrepreneurs to capture funds from a large group of small investors through a campaign on the Internet. In return for the contribution of the backers, crowdfundees provide rewards (tangible items or services) or other types of incentives. However, in order to be successful a campaign must be designed according to a strategy that encompasses important steps. This study collects data from projects posted in the Indiegogo platform to identify the critical factors of a successful reward-based campaign. The results indicate that it is possible to find an explanation for the different levels of success of reward CF campaigns based on the analysis of the characteristics of the project (depth of the description, updates, and type) and its founders (own presentation, number of backers, team involved, and previous experience).
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Hardin, Garrett. "Birth Control versus Population Control." In Living within Limits. Oxford University Press, 1993. http://dx.doi.org/10.1093/oso/9780195078114.003.0030.

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In 1956 an association of lay Catholics in Europe announced an international essay contest, the object of which was to find a solution to overpopulation in the underdeveloped nations. The solution, they said, would "have to comply with the requirements of Catholic principles and at the same time must be effective from a positive point of view." In words plainer than the proposers were willing to use: the solution must not resort to abortion, sterilization, or contraception. A substantial prize awaited the winner. Four years later the committee announced that no entry had been found worthy of the prize: the contest was now closed. "After a number of entries had been eliminated because they did not satisfy the material conditions laid down in the rules, five manuscripts remained to be judged. Four of these had to be considered as not dealing with the question as formulated." The fifth entry, the committee decided, presented "no real solution." From this failure the committee extracted the following moral: what was required was team research. "When the fundamental problems of modern science require highly coordinated team work based on carefully planned programmes, it cannot be expected that the fundamental world-wide problems of those branches of science dealing with human beings and society would be solved by individual endeavours." The committee's statement sounds very open-minded; but is their analysis sound? Suppose a contest had the following objective: To find two different odd integers lying between the numbers 7 and 9. What good would it do to appoint a multidisciplinary committee to work on that problem? None. The very method of stating the problem ensures that it has no solution in the real world. Our knowledge of human behavior is not as securely based as our knowledge of mathematics, but the gap between the two is not overwhelming. Natural selection rewards the kind of human behavior that mocks the ideals of the Roman Catholic Church. In a community that cherishes the lives of all fetuses and children, how can functional sterility, whether partial (continence) or total (celibacy) be selected for? More than thirty years have passed since this call for an interdisciplinary committee to work on a Catholic solution, but the committee has apparently never been formed. Who would serve on it? Don Quixote, perhaps; who else?
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Gaiser, Evelyn E. "The Benefits of Long-Term Environmental Research, Friendships, and Boiled Peanuts." In Long-Term Ecological Research. Oxford University Press, 2016. http://dx.doi.org/10.1093/oso/9780199380213.003.0029.

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The Long-Term Ecological Research (LTER) program has enabled me to conduct more broadly relevant science by addressing questions within an interdisciplinary framework and to unravel the causes for surprising ecological phenomena through persistent studies and collaborations. Educational opportunities within the LTER program have connected me to students from grades K–12 to graduate levels in new ways from the field to the classroom, across places from Florida to Alaska, and among disciplines in a collaborative setting. The audience for my research expanded as a consequence of my experiences in the LTER program, and I have learned how to more effectively communicate integrative research to large audiences of scientists, policy-makers, and the public, often through nontraditional media. The LTER program is foremost a network of people, and I have found that science evolves most successfully when ideas and information are shared voluntarily across backgrounds, disciplines, and cultures in a network of cultivated, trusting relationships. The Florida Coastal Everglades (FCE) is the LTER site where I am currently the principal investigator, but the LTER program has been a part of my life for most of my career. My experiences in the LTER program began in the early 1990s when I was a graduate student at the University of Georgia, where the Coweeta (CWT) LTER site is based. Although I was not formally a part of CWT, many of my friends and professors were, so the program influenced my development as a scientist. I remember my first field trip to CWT, led by Gene Helfman and Judy Meyer, and the fun of snorkeling in mountain streams where we camped and conducted a few experiments, including examining the effects of rapid consumption of s’mores and boiled peanuts on preschool children (Judy and Gene’s kids). LTER-related activities wove in and out of my graduate student experience, and the rewards of sharing of ideas, data, friendships, and boiled peanuts created in me a lifelong commitment to persistent, collaborative science. This sense of fulfillment, of being part of something larger, was reinforced at the Savannah River Ecology Laboratory (SREL), where I conducted my research.
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Blair, John. "A Forest to Prairie Transition as a Long-Term Ecological Research Scientist." In Long-Term Ecological Research. Oxford University Press, 2016. http://dx.doi.org/10.1093/oso/9780199380213.003.0035.

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Being involved in the Long-Term Ecological Research (LTER) program for most of my career has greatly influenced my development as an ecologist. It has broadened my understanding and appreciation of ecological processes at scales ranging from microbial processes to ecosystem fluxes. Participating in the LTER program has heightened my awareness of the critical role of spatial and temporal variability in ecological dynamics, as well as the value of long-term data for identifying directional environmental changes or assessing responses to experimental manipulations. Working with other investigators at an LTER site over long periods of time has revealed the importance of a place-based understanding of ecological processes as a source of insight into complex ecological phenomena. Interacting and collaborating with students and scientists having diverse research interests and backgrounds has enhanced my ability to communicate more effectively with other scientists and with the public. There are some trade-offs between directing a large research program and advancing one’s personal research, but the rewards of long-term collaboration are substantial. I have been part of the LTER program for most of my career, from graduate student at one LTER site to principal investigator at another. I began my PhD training at the University of Georgia in 1983 under the direction of D.A. (Dac) Crossley, Jr., the first leader of the Coweeta (CWT) LTER program. My early research focused on forest ecology, including plant litter decomposition and effects of clear-cutting and regrowth on decomposer communities and forest floor processes (Blair and Crossley 1988). My first postdoctoral appointment was on a National Science Foundation (NSF) grant that I wrote to study forest-floor nitrogen dynamics using stable isotope tracers. In 1992, I joined the faculty of the Division of Biology at Kansas State University as an ecosystem ecologist. This position had been held by Tim Seastedt, another Crossley graduate student who served as principal investigator of the Konza Prairie LTER (KNZ) program and later as principal investigator of the Niwot Ridge LTER program. I was hired with the expectation that I would become engaged in the KNZ program, where my research would focus on ecosystem processes in tallgrass prairie.
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Dioso-Lopez, Rozanne. "Slow Education From a Homeschooling Perspective." In Global Perspectives on Home Education in the 21st Century, 49–64. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6681-7.ch004.

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This chapter explores one mother's perspective on homeschooling when there are no time constraints to learning. Home education provides an alternative to this fast-paced lifestyle. It is an antidote to a system that rewards conformity and provides stress to families and children. The home is where slow learning can thrive, thereby encouraging individuality, creativity, and curiosity. By abandoning the rush, families adapt to a natural rhythm for learning. Traditional education systems, mechanistic in their mass distribution design, have transformed learning into time-restricted activities, placing pressure and stress on children and families. Learning is short-term and its purpose is externally motivated. When learning is evaluated solely by quantitative measurements in a specified time period, the impetus for going deeper into a subject is eliminated or a curious interest in a subject is subverted. Mass data cannot be analyzed when individuals are assessed based on inherent qualities of true learning like transference of skills and knowledge, creativity, and curiosity.
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Davis, Paul, John Geraghty, and Tony Lambert. "Is Lean Supply an Option for SMEs in the Automotive Industry." In Handbook of Research on Design and Management of Lean Production Systems, 242–68. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-5039-8.ch012.

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It is widely claimed that the lean supply concept has enabled both buyers and suppliers to engage in collaborative relationships based on mutual dependencies and shared risk and reward. The concept has ultimately allowed both parties to engage in the collective identification and elimination of waste across the broad range of activities that determine the purchasing and supply process. The study ascertains the many internal and external challenges that MSMEs face when trying to achieve equitable amounts of value from the lean supply concept with larger, more powerful suppliers. Internal issues—such as limited purchasing spends, restrictions in the availability of resources, and an inherent fear and distrust of long-term commitment—limit the potential for small firms to embrace the concept. External factors such as power and dependency and a reduced ability to influence the larger players in the market also contribute to the difficulties for MSMEs.
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Hall, Bettie C., and Nancy A. Inskeep. "Employee Incentives and Retention for an E-World." In Encyclopedia of Human Resources Information Systems, 321–26. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch048.

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In the modern world with an increasingly independent and mobile workforce, the traditional relationship between an employer and its employees is radically changing. Long-term associations built upon trust, loyalty, and mutually implied promises of support are being replaced with transaction-based relationships that rely on the mutual exchange of services for value-perceived benefits. The labor force is now multi-generational and comprised of complex cultures, with members holding differing and unique value propositions and definitions. An employer can no longer establish “one size fits all” benefit and career management plans and expect to attract and retain top talent. An organization needs a flexible and comprehensive talent management program that recognizes an individual employee’s self-efficacy and self-determination in defining what is and what is not valued as a benefit, reward, and incentive. This article presents an overview of this changing environment and explores innovative alternatives for attracting, retaining, and managing talent in an e-world.
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Singh, Smita, and Eric D. Olson. "Response and Recovery through Event Portfolio Management A Case Study from Des Moines, Iowa (Smita Singh and Eric D Olson)." In Crisis Management and Recovery for Events: Impacts and Strategies. Goodfellow Publishers, 2021. http://dx.doi.org/10.23912/9781911635901-4806.

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Des Moines, Iowa, hosts a variety of diverse events and festivals, reaping quite an event portfolio. A balanced portfolio of events is shaped by long term strategy: “a full portfolio will consist of various types of events, for different target markets, held in different places, and at different times of the year, in pursuit of multiple goals” (Getz, 2013, p. 23). Diversified and multiple events can bring more profits to the event organizers and the stakeholders by identifying overall risk-reward characteristics and minimizing the risk of not attracting the target audiences (Ziakas, 2014). Portfolio management of events also involves multiple stakeholders with distinct needs, priorities, and expectations (Reid, 2011). Thus, stakeholder theory is also considered a strategic tool within the events sector (Niekerk & Getz, 2019) which emphasizes the engagements between the events or the event portfolio and its stakeholders, hence putting the event at the core of the evaluation. This chapter utilizes the festival and event sector in Des Moines, Iowa as a case study to highlight the challenges of recovery and response to the COVID-19 pandemic and examines how Des Moines’s portfolio management of festivals and events will position the city for a strong recovery in the festival and event sector. This chapter is organized as follows. First, we highlight key festivals and events in Des Moines. Next, we discuss how festivals and events in Des Moines have been responding to the impact of COVD-19. We then present four propositions, based on stakeholder interviews, how Des Moines can mitigate the effects of COVID-19 on its event portfolio.
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Conference papers on the topic "Team based rewards"

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Luo, Yudong, Oliver Schulte, and Pascal Poupart. "Inverse Reinforcement Learning for Team Sports: Valuing Actions and Players." In Twenty-Ninth International Joint Conference on Artificial Intelligence and Seventeenth Pacific Rim International Conference on Artificial Intelligence {IJCAI-PRICAI-20}. California: International Joint Conferences on Artificial Intelligence Organization, 2020. http://dx.doi.org/10.24963/ijcai.2020/464.

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A major task of sports analytics is to rank players based on the impact of their actions. Recent methods have applied reinforcement learning (RL) to assess the value of actions from a learned action value or Q-function. A fundamental challenge for estimating action values is that explicit reward signals (goals) are very sparse in many team sports, such as ice hockey and soccer. This paper combines Q-function learning with inverse reinforcement learning (IRL) to provide a novel player ranking method. We treat professional play as expert demonstrations for learning an implicit reward function. Our method alternates single-agent IRL to learn a reward function for multiple agents; we provide a theoretical justification for this procedure. Knowledge transfer is used to combine learned rewards and observed rewards from goals. Empirical evaluation, based on 4.5M play-by-play events in the National Hockey League (NHL), indicates that player ranking using the learned rewards achieves high correlations with standard success measures and temporal consistency throughout a season.
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Veluru, Nanda Kishore, and Shun Takai. "Influence of Individual and Team Rewards on Collaboration and Productivity of Team." In ASME 2006 International Mechanical Engineering Congress and Exposition. ASMEDC, 2006. http://dx.doi.org/10.1115/imece2006-14979.

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Due to an increased globalization in modern system development, there is a growing need for engineers to collaborate with other engineers in distant locations, in different organizations, and across different disciplines. An effective collaboration among engineers is the key to successful system development and engineering projects. A cross-functional team is an example. The need for collaboration in real engineering environment has resulted in increasing numbers of team-based projects in undergraduate and graduate programs. This paper uses an economic prisoner's dilemma game to investigate how students decide to collaborate in hypothetical team projects under different individual and team reward schemes. Experiment results suggest that individual rewards may significantly reduce students' intention to collaborate with their teammates. Lack of collaboration resulted in lower productivity in the prisoner's dilemma framework.
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Boggavarapu, Kumar, Nanda K. Veluru, and Shun Takai. "Effects of Individual and Team Competitive Rewards on Collaboration and Productivity of Team." In ASME 2007 International Mechanical Engineering Congress and Exposition. ASMEDC, 2007. http://dx.doi.org/10.1115/imece2007-42427.

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In the modern system development approach, engineers with diverse discipline form teams and work together in engineering projects. An example is a cross functional team in concurrent engineering. It is important to design incentive systems that maximize team achievements; however, there is a tradeoff between rewarding individual vs. team achievements. Rewarding solely on individual achievements may hinder the overall team achievements, while rewarding solely on team achievements may lead to the phenomenon called social loafing or free riding in which individuals tend to perform worse or contribute less in group. This paper studied the effects of competitive rewards based on individual and team’s achievements by conducting experiments using prisoner’s dilemma game (PDG) in which participants face tradeoff between working more or less in hypothetical individual and team assignments. The unique approach in this paper is to decompose the overall PDG payoff matrix into payoff matrix for individual achievements and that for team achievements to test the effects of individual and team competitive rewards. The experiment results suggested that introduction of team competitive rewards resulted in higher cooperation among team members and overall productivity, compared to when individual competitive rewards were introduced.
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Alspach, Robyn, and Rick Barron. "Rewards and challenges of team-based management structures (abstract)." In the 1994 computer personnel research conference. New York, New York, USA: ACM Press, 1994. http://dx.doi.org/10.1145/186281.186460.

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Bayliss, Christopher, Pedro Copado-Mendez, Javier Pandero, and Angel A. Juan. "A Simulation-Based Learnheuristic Algorithm for the Stochastic Team Orienteering Problem with Dynamic Rewards." In SW20: The OR Society Simulation Workshop. The OR Society, 2020. http://dx.doi.org/10.36819/sw20.037.

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Chakraborty, Mithun, Kai Yee Phoebe Chua, Sanmay Das, and Brendan Juba. "Coordinated Versus Decentralized Exploration In Multi-Agent Multi-Armed Bandits." In Twenty-Sixth International Joint Conference on Artificial Intelligence. California: International Joint Conferences on Artificial Intelligence Organization, 2017. http://dx.doi.org/10.24963/ijcai.2017/24.

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In this paper, we introduce a multi-agent multi-armed bandit-based model for ad hoc teamwork with expensive communication. The goal of the team is to maximize the total reward gained from pulling arms of a bandit over a number of epochs. In each epoch, each agent decides whether to pull an arm, or to broadcast the reward it obtained in the previous epoch to the team and forgo pulling an arm. These decisions must be made only on the basis of the agent’s private information and the public information broadcast prior to that epoch. We first benchmark the achievable utility by analyzing an idealized version of this problem where a central authority has complete knowledge of rewards acquired from all arms in all epochs and uses a multiplicative weights update algorithm for allocating arms to agents. We then introduce an algorithm for the decentralized setting that uses a value-of-information based communication strategy and an exploration-exploitation strategy based on the centralized algorithm, and show experimentally that it converges rapidly to the performance of the centralized method.
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Wang, Ying, and Clarence W. de Silva. "A Modified Q-Learning Algorithm for Multi-Robot Decision Making." In ASME 2007 International Mechanical Engineering Congress and Exposition. ASMEDC, 2007. http://dx.doi.org/10.1115/imece2007-41643.

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This paper presents a modified distributed Q-learning algorithm termed the Sequential Q-learning algorithm with Kalman Filtering (SQKF), for multi-robot decision making. While Q-learning is employed commonly in the multi-robot domain to support robot operation in dynamic and unknown environments, it also faces many challenges. It is questionable to scale the conventional single-agent Q-learning algorithm into the multi-robot domain because such an extension violates the Markov assumption on which the algorithm is based on. The empirical results show that it can confuse the robots and render them unable to learn a good cooperative policy due to incorrect credit assignment among robots and also make a robot incapable of observing the actions of other robots in the same environment. In this paper, a modified Q-learning algorithm termed the Sequential Q-learning Algorithm with Kalman Filtering (SQKF), which is suitable for multi-robot decision-making, is developed. The basic characteristics of the SQKF algorithm are: (1) the learning process is not parallel but sequential, i.e. the robots will not make decisions simultaneously and instead, they will learn and make decisions according to a predefined sequence; (2) a robot will not update its Q values with observed global rewards and instead, it will employ a specific Kalman filter to extract its real local reward from the global reward thereby updating its Q-table with this local reward. The new SQKF algorithm is intended to solve two problems in multi-robot Q-learning: Credit assignment and Behavior conflicts. The detailed procedure of the SQKF algorithm is presented and its application is illustrated. Empirical results show that the algorithm has better performance than the conventional single-agent Q-learning algorithm or the Team Q-learning algorithm in the multi-robot domain.
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Henderson, Daniel, Thomas Booth, Kathryn Jablokow, and Neeraj Sonalkar. "Best Fits and Dark Horses: Can Design Teams Tell the Difference?" In ASME 2020 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/detc2020-22589.

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Abstract Design teams are often asked to produce solutions of a certain type in response to design challenges. Depending on the circumstances, they may be tasked with generating a solution that clearly follows the given specifications and constraints of a problem (i.e., a Best Fit solution), or they may be encouraged to provide a higher risk solution that challenges those constraints, but offers other potential rewards (i.e., a Dark Horse solution). In the current research, we investigate: what happens when design teams are asked to generate solutions of both types at the same time? How does this request for dual and conflicting modes of thinking impact a team’s design solutions? In addition, as concept generation proceeds, are design teams able to discern which solution fits best in each category? Rarely, in design research, do we prompt design teams for “normal” designs or ask them to think about both types of solutions (boundary preserving and boundary challenging) at the same time. This leaves us with the additional question: can design teams tell the difference between Best Fit solutions and Dark Horse solutions? In this paper, we present the results of an exploratory study with 17 design teams from five different organizations. Each team was asked to generate both a Best Fit solution and a Dark Horse solution in response to the same design prompt. We analyzed these solutions using rubrics based on familiar design metrics (feasibility, usefulness, and novelty) to investigate their characteristics. Our assumption was that teams’ Dark Horse solutions would be more novel, less feasible, but equally useful when compared with their Best Fit solutions. Our analysis revealed statistically significant results showing that teams generally produced Best Fit solutions that were more useful (met client needs) than Dark Horse solutions, and Dark Horse solutions that were more novel than Best Fit solutions. When looking at each team individually, however, we found that Dark Horse concepts were not always more novel than Best Fit concepts for every team, despite the general trend in that direction. Some teams created equally novel Best Fit and Dark Horse solutions, and a few teams generated Best Fit solutions that were more novel than their Dark Horse solutions. In terms of feasibility, Best Fit and Dark Horse solutions did not show significant differences. These findings have implications for both design educators and design practitioners as they frame design prompts and tasks for their teams of interest.
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Jin-lan, Bei. "The selection of incentive team-based reward model." In 2013 International Conference on Management Science and Engineering (ICMSE). IEEE, 2013. http://dx.doi.org/10.1109/icmse.2013.6586398.

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Zhou, Xinli, Xiangming Wen, Luhan Wang, Zhaoming Lu, and Wanqing Guan. "SMDP-Based Resource Allocation for Slice Requests with Long-term Reward Maximization." In 2019 IEEE/CIC International Conference on Communications Workshops in China (ICCC Workshops). IEEE, 2019. http://dx.doi.org/10.1109/iccchinaw.2019.8849933.

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Reports on the topic "Team based rewards"

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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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