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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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Hertel, Guido, Udo Konradt, and Borris Orlikowski. "Managing distance by interdependence: Goal setting, task interdependence, and team-based rewards in virtual teams." European Journal of Work and Organizational Psychology 13, no. 1 (March 2004): 1–28. http://dx.doi.org/10.1080/13594320344000228.
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Barnes, Christopher M., John R. Hollenbeck, Dustin K. Jundt, D. Scott DeRue, and Stephen J. Harmon. "Mixing Individual Incentives and Group Incentives: Best of Both Worlds or Social Dilemma?" Journal of Management 37, no. 6 (February 11, 2010): 1611–35. http://dx.doi.org/10.1177/0149206309360845.
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Equity theory emphasizes making distinctions between individual contributions to teams and then recognizing these with differentiations in rewards. However, social interdependence theory emphasizes maximizing cooperation in teams by compensating members equally. Several researchers have advocated offsetting the limitations of individually based incentives and group-based incentives by mixing the two. However, the authors contend that this puts team members in a social dilemma, leading them to focus on the individually based component. The authors find that in comparison to group-based only incentives, mixed individual/group incentives lead team members to perform faster but less accurately and focus on their own taskwork to the detriment of backing up behavior.
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DARBYSHIRE, PAUL. "EFFECTS OF COMMUNICATION ON GROUP LEARNING RATES IN A MULTI-AGENT ENVIRONMENT." Advances in Complex Systems 06, no. 03 (September 2003): 405–26. http://dx.doi.org/10.1142/s0219525903000979.
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Distillations utilize multi-agent based modeling and simulation techniques to study warfare as a complex adaptive system at the conceptual level. The focus is placed on the interactions between the agents to facilitate study of cause and effect between individual interactions and overall system behavior. Current distillations do not utilize machine-learning techniques to model the cognitive abilities of individual combatants but employ agent control paradigms to represent agents as highly instinctual entities. For a team of agents implementing a reinforcement-learning paradigm, the rate of learning is not sufficient for agents to adapt to this hostile environment. However, by allowing the agents to communicate their respective rewards for actions performed as the simulation progresses, the rate of learning can be increased sufficiently to significantly increase the teams chances of survival. This paper presents the results of trials to measure the success of a team-based approach to the reinforcement-learning problem in a distillation, using reward communication to increase learning rates.
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Perez, R. G., H. Joseph Wen, and Pruthikrai Mahatanankoon. "Systems development project team management: a resource-based view." Human Systems Management 23, no. 3 (August 15, 2004): 169–77. http://dx.doi.org/10.3233/hsm-2004-23303.
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This paper presents a resources-based theory perspective of managing a SAP project team in order to realize a sustainable competitive advantage. Resource-based theory suggests that resources which are durable, not easily replicable, and imperfectly mobile can be effectively leveraged by the firm in order to achieve a sustainable competitive advantage over its competitors. The analysis which is presented in this paper suggests that the effective implementation of the SAP system by a firm requires not only an acquisition of a high level of technical expertise, but a change in organizational culture from one which rewards individual brilliance to one which encourages project teams. This will create an environment in which the success of any individual in his job is critically dependent on the skills possessed by the other team members. This will render the human component of the SAP resource imperfectly mobile and increase the capability of the firm to leverage this resource in order to achieve a sustainable competitive advantage.
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Naicker, Dhashendra, and Sanjana Brijball Parumasur. "The Prevalence and Magnitude of Social Loafing, and Biographical Influences, in a Team - Based Organizational Setting." Journal of Economics and Behavioral Studies 10, no. 3(J) (July 19, 2018): 37–51. http://dx.doi.org/10.22610/jebs.v10i3.2314.
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This paper assesses the prevalence and magnitude of social loafing in a team-based organizational setting as social loafing has the potential to threaten and disrupt the effectiveness of teams. The presence of social loafing is evaluated in terms of perceived co -worker loafing, nature of tasks, visibility of contribution, group size, individual outcomes and rewards and, group cohesiveness. Biographical influences on perceptions of the factors having the potential to influence social loafing are also assessed. A consensus sample of 80 employees formed part of the sample. Data was collected using a self- developed, precoded questionnaire whose psychometric properties (validity and reliability) were assessed using Factor Analysis and Cronbach’s Coefficient Alpha respectively. The results indicate that social loafing does exist in the organization and is sparked by various factors which in descending level are perceived co -worker loafing, visibility of contribution, nature of tasks, group size, individual outcomes and rewards and, group cohesiveness. Furthermore, social loafing is moderate in magnitude and is not influenced by biographical variables (gender, age, marital status, tenure) except for the influence of age on individual outcomes and rewards. Recommendations are presented, which when implemented, have the potential to reduce the prevalence and magnitude of social loafing in a work environment.
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Arnold, Markus C., R. Lynn Hannan, and Ivo D. Tafkov. "Team Member Subjective Communication in Homogeneous and Heterogeneous Teams." Accounting Review 93, no. 5 (January 1, 2018): 1–22. http://dx.doi.org/10.2308/accr-52002.
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ABSTRACT This study investigates whether subjective communication from team members to a manager responsible for allocating performance-based bonuses increases team performance and whether the efficacy of such communication is reduced in heterogeneous teams. We draw on both economic and behavioral theories to predict that communication content, even though subjective, provides information that enables the manager to allocate bonuses so as to enhance the relation between individuals' contributions and rewards, thereby increasing individuals' effort and team performance. However, we also predict that the positive effect of team member subjective communication is more muted when team members' abilities are heterogeneous compared to homogeneous. We test these predictions via an experiment. Consistent with our predictions, team member subjective communication has a positive effect on team performance, and the positive effect is more muted for heterogeneous teams. Results of our study contribute to both theory and practice by enhancing our understanding of the role of subjective communication from team members to team managers in motivating effort in teams and, particularly, how its efficacy is affected by team composition. Data Availability: Data are available from the authors upon request.
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Stevenson, G. W., Joshua Posner, John Hall, Lee Cunningham, and Jan Harrison. "Addressing the challenges of sustainable agriculture research and extension at land-grant universities: Radially organized teams at Wisconsin." American Journal of Alternative Agriculture 9, no. 1-2 (June 1994): 76–83. http://dx.doi.org/10.1017/s0889189300005658.
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AbstractResearchers at land-grant universities are under pressure to widen their research objectives, which requires them to expand their inquiry from a disciplinary base to a systems level, to include farmers and nonuniversity organizations as research collaborators, and to communicate with broader sectors of the public, such as consumers and policy makers. However, there are few rewards for scientists who undertake long-term, systems based research. An approach that brings together multidisciplinary, multiprofession teams using a radial model of organization has successfully addressed these challenges in Wisconsin. A small “hub” manages the team, with the remaining participants linked to component taskforces or “satellite” projects. This enables research to be done on both multidisciplinary and related single-discipline questions. Radially organized teams can attract diverse people with different time commitments and reward incentives. The research meets the criteria of public and academic audiences alike. For innovative research and extension efforts like radial teams to reach their full potential, larger institutional changes are needed within the land-grant system and professional agricultural societies.
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Blimpo, Moussa P. "Team Incentives for Education in Developing Countries: A Randomized Field Experiment in Benin." American Economic Journal: Applied Economics 6, no. 4 (October 1, 2014): 90–109. http://dx.doi.org/10.1257/app.6.4.90.
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I examine the impact of student incentives in Benin, using three different designs that can be implemented relatively cheaply and with administrative data. The first design is a standard incentive structure where students receive monetary rewards for reaching a performance target. In the other two designs, teams of four students receive incentives based on either their performance level as a group or in a team tournament scheme. I find a large and similar average treatment effect across designs, ranging from 0.27 to 0.34 standard deviations (Standard errors do not allow to rule out that the three designs are equally effective). (JEL C93, D82, I21, I28, O15)
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Gross, Steven E., and Dan Duncan. "Case Study." Compensation & Benefits Review 30, no. 6 (November 1998): 46–50. http://dx.doi.org/10.1177/088636879803000608.
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Ameri Steel's experience with gainsharing demon-strates the effectiveness of using incentives to improve productivity within an organization. The advantages of gainsharing over profit sharing are two-fold: first, gainsharing distributes operating gains (as opposed to bottom-line profits), and, because it is easier to measure, can be paid out with a greater frequency than profit-sharing awards. The frequency of payouts is vital to the effectiveness of the plan, since there is a more immediate incentive with which to motivate employees. A further advantage of gainsharing is that, rather than basing rewards on total company profits, payouts can be based on the performance of plants, teams, or small work units. This struc-ture encourages employees to work together cohesively in a team environment. Companies with gainsharing programs are thus able to attract team-oriented risk-takers who are not afraid to bet the farm on their performance, while ensuring that excellence is rewarded with frequent and substantial payouts. Indeed, the Ameri Steel gain-sharing plan has helped the company generate an average of 8% annual improvements in productivity in the four years since management adopted this program, while employees have enjoyed average payouts equal to 46% of their base pay.
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Sholihah, Hidayatus. "MOTIVATING ENGLISH TEACHERS BASED ON THE BASIC NEEDS THEORY AND AN EXPECTANCY THEORY." EduLite: Journal of English Education, Literature and Culture 2, no. 2 (August 23, 2017): 405. http://dx.doi.org/10.30659/e.2.2.405-414.
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There are two main motivation theories. a hierarchy of basic needs theory,� and an expectancy theory. In a Hyrarchy of basic needs theory, Maslow has stated that the basic needs as a main behaviour direction are structured into a hierarchy. There are five basic human needs.� The first: Physiological needs such as: salary, bonus or working condition. The second: the safety needs, such as: safe job environment, job security or health cover. The third, social needs, such as �union and team work. The next is self esteem, such as getting an award, medal, certificate or any other recognisition. Then the last is self actualization, for example is by providing an opportunity to share knowledge, skills and eprerience. The evaluation of this theory are: there is no spiritual needs as human basic needs is a main weakness of this theory. Then it is possible that different level of� needs� have to be satisfied in the same time, or not in hierarchy level or, not always have to be fulfilled in order. The next motivation theory is an Expectancy Theory. This theory is based on three main factors. The first factor is: English teachers will be motivated to work harder if they have a good perception to their own competences in accordance with their job. The second, individual motivation depends on the rewards given when they finish a� particular job. Finally, it also depends on their regards to the rewards given from the job that they do. Expectancy theory is a good theory, however, it is not easy to be implemented because the principals should provide various types of reward to satisfy the expectation of their English teachers. Considering the strengths and weaknesses of these two theories, it is better to combine both of them in the practice to get more effective results.
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Burgess, Darren J., and Geraldine A. Naughton. "Talent Development in Adolescent Team Sports: A Review." International Journal of Sports Physiology and Performance 5, no. 1 (March 2010): 103–16. http://dx.doi.org/10.1123/ijspp.5.1.103.
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Traditional talent development pathways for adolescents in team sports follow talent identification procedures based on subjective games ratings and isolated athletic assessment. Most talent development models are exclusive rather than inclusive in nature. Subsequently, talent identification may result in discontentment, premature stratification, or dropout from team sports. Understanding the multidimensional differences among the requirements of adolescent and elite adult athletes could provide more realistic goals for potential talented players. Coach education should include adolescent development, and rewards for team success at the adolescent level should reflect the needs of long-term player development. Effective talent development needs to incorporate physical and psychological maturity, the relative age effect, objective measures of game sense, and athletic prowess. The influences of media and culture on the individual, and the competing time demands between various competitions for player training time should be monitored and mediated where appropriate. Despite the complexity, talent development is a worthy investment in professional team sport.
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Long, Thierry, Nathalie Pantaléon, Gérard Bruant, and Fabienne d’Arripe-Longueville. "A Qualitative Study of Moral Reasoning of Young Elite Athletes." Sport Psychologist 20, no. 3 (September 2006): 330–47. http://dx.doi.org/10.1123/tsp.20.3.330.
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Based on game reasoning theory (Shields & Bredemeier, 2001) and related research, the present study aimed at describing young elite athletes’ perceptions of rules compliance and transgression in competitive settings, as well as the underlying reasons for these actions. Semi-structured interviews were conducted with 10 young elite athletes. The qualitative analysis showed that respect and transgression of rules in competitive settings were perceived to depend upon the athletes’ individual characteristics (e.g., desire to win), their social environment (e.g., coach’s pressure, team norms), sports values and virtues (e.g., fair play, the effort ethic), and modern sports rewards (e.g., media recognition, financial rewards). These results confirmed and expanded game reasoning theory and illustrated moral disengagement mechanisms (Bandura et al., 1996) in the sport domain.
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Maleki, Reza A. "Business and Industry Project-Based Capstone Courses: A Reflection on the Performance of Student Teams." Industry and Higher Education 23, no. 2 (April 2009): 103–10. http://dx.doi.org/10.5367/000000009788146566.
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This is the second of two articles in which the author shares experiences gained from the development and delivery of a business/industry project-based capstone course. The course integrates research, proposal development and design experience based on knowledge and skills acquired in earlier coursework. It also incorporates standards and realistic constraints and draws on combinations of all intended academic knowledge and skill outcomes. To succeed in this course, students must demonstrate professional competence through the accomplishment of work activities for business and industrial clients. They are required to collaborate as a team to apply their knowledge, think critically and complete activities. They face many of today's competitive challenges to industry, business and government. This second paper addresses the challenges and rewards of working in a team setting and the ways in which the capstone course structure contributes to students' enhanced learning. The first paper, also included in this issue of Industry and Higher Education, examines the processes of project selection and assessment.
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Sundaresan, Shankar, and Zuopeng Justin Zhang. "Knowledge Sharing and Learning in Organizations: Role of Incentives and Information Systems." Journal of Industrial Integration and Management 01, no. 03 (September 2016): 1650005. http://dx.doi.org/10.1142/s2424862216500056.
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Knowledge sharing and learning play a fundamental role in the success of knowledge management (KM). While information technologies facilitate learning and sharing of knowledge in organizations, incentive systems help to align organizational and individual goals. Applying a modeling framework that captures the characteristics of both information systems and incentives in a team-based organization, we demonstrate that an output allocation rule linear in output, and sharing-learning incentive rewards linear in the amounts being shared and learned can be optimally designed. Broad conditions for implementing such incentive systems are derived. The incentives facilitate desirable KM goals such as knowledge sharing (learning) alignment and full-knowledge transfer. Deriving an optimal level of knowledge management systems (KMS), we determine a threshold level required to achieve complete-knowledge enablement to facilitate high performance teams. We explore how investment in information technologies impacts incentives and their combined role, and find conditions under which they substitute or complement each other. Moreover, we demonstrate that IT can help organizations narrow the gap between the profits the firm can make under the two cases — when worker’s knowledge levels are known and unknown. We extend the model to multiple dimensions of knowledge, study a mandatory learning policy, and compare the team-based results to a non-team based setting. Our research provides guidelines for matching investments in information technology with appropriate incentives.
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Ahamer, Gilbert. "Designing and Analyzing Social Dynamics for Collaborative." International Journal of Technology and Educational Marketing 5, no. 2 (July 2015): 46–67. http://dx.doi.org/10.4018/ijtem.2015070104.
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The negotiation-oriented and partly web-based game “Surfing Global Change” (SGC) produces characteristic collaborative behavior in student groups. Its social dynamics were statistically analyzed with sets of university students in Austria. The architecture of SGC was already explained in other articles and gives a framework for “game based learning” along five interactive game levels: 1) learn content and pass quizzes; 2) write and reflect a personal standpoint; 3) win with a team in a competitive discussion; 4) negotiate a complex consensus between teams; 5) integrate views when recognizing and analyzing long-term global trends. This paper provides correlation analyses of parameters that describe student activities in a web-based space of interaction that intends to introduce collaborative behavior. The conclusion of the statistical analyses suggests that the set of SGC game rules acts as a boundary condition for expected processes of social self-organization. Interest in a good grade (= function of collected rewards) in this sense steers team size, work attitude and individual affinity for sticking to personal convictions. Rules trigger two distinct processes: social dynamics in the class and the striving for grades for the course; these targets do not necessarily match.
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Stanaland, Andrea J. S., Amanda E. Helm, and Lance Kinney. "Bridging the Gap in IMC Education: Where is the Academy Falling Short?" Journal of Advertising Education 13, no. 1 (May 2009): 73–81. http://dx.doi.org/10.1177/109804820901300111.
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Integrated marketing communications isn't new, but it's gaining momentum as power shifts from the marketer to the consumer and as marketers recognize the power and efficiency of taking a holistic approach to engaging consumers… For too long, marketing functions have been vertically organized by media type. This siloed approach is mirrored on the agency side, with rewards based on discipline-specific P&L models. These silos must be torn down…The client-side strategic integrator must involve and lead a team of colleagues who have the responsibility, vision, understanding and commitment to engage in a media-agnostic planning process. And this team of enlightened marketers must be willing to let strategic goals-not historic patterns- drive budget allocations. –Bob Liodice, Advertising Age, June 9, 2008
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Patton, Kevin R., and Dennis M. Daley. "Gainsharing in Zebulon: What Do Workers Want?" Public Personnel Management 27, no. 1 (March 1998): 117–31. http://dx.doi.org/10.1177/009102609802700111.
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Gainsharing, an instrument for implementing pay for performance, is a synthesis of participatory management and profit sharing.1 With increased interest in both pay-for-performance and total quality management (TQM), gainsharing programs have attracted the attention of public sector organizations. Gainsharing is a means for encouraging and motivating employees through extrinsic expectancy rewards within a group or organizational framework. It combines TQM's emphasis on the advantages derived from team work (and away from the distractions of individual competition) with the motivational effect of a strong individual reward system.2 This study examines employees' attitudes and perceptions about one local government's gainsharing plan. The employees' perceived ability to affect the savings on which the gainsharing award is based, their influence over the components included in the gainsharing calculations, control over the criteria used in determining individual eligibility for a gainsharing award and an employee ranking of individual actor influence on the gainsharing plan are measured.
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Bulińska-Stangrecka, Helena, and Anna Bagieńska. "HR Practices for Supporting Interpersonal Trust and Its Consequences for Team Collaboration and Innovation." Sustainability 11, no. 16 (August 16, 2019): 4423. http://dx.doi.org/10.3390/su11164423.
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Innovation fosters sustainable management and allows managers to achieve a competitive advantage. Understanding the mechanisms that explain innovation’s antecedents provides an important contribution to theory and practice. The purpose of this study was to assess the importance of human resources (HR) practices in developing trust-based cooperation, which facilitates organizational innovation. Using the foundation of the Shea and Guzzo model, the roles of HR mechanisms were investigated. This study analyzes how effective cooperation can increase innovation and how certain HR practices can help to nurture a trust-based work environment. The conceptual model was developed by drawing on social exchange theory (SET). An empirical analysis of the results of a survey conducted on telecommunications companies (n = 175) aimed to verify the conceptual model. Structural equation modeling was used to assess the data. The findings indicated that competency development opportunities, team interdependence, and group rewards were the most significant determinants of interpersonal trust. As a consequence, a trust-based team generates effective cooperation, and as a result organizational innovation is strengthened. This study was based on large-scale survey data and provides a comprehensive outlook on how to promote organizational innovation through HR practices. This is the first study linking HR practices with trust, collaboration, and innovation.
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Schucht, Philippe, Diana M. Roccaro-Waldmeyer, Michael Murek, Irena Zubak, Johannes Goldberg, Stephanie Falk, Fried-Michael Dahlweid, and Andreas Raabe. "Exploring Novel Funding Strategies for Innovative Medical Research: The HORAO Crowdfunding Campaign." Journal of Medical Internet Research 22, no. 11 (November 11, 2020): e19715. http://dx.doi.org/10.2196/19715.
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Background The rise of the internet and social media has boosted online crowdfunding as a novel strategy to raise funds for kick-starting projects, but it is rarely used in science. Objective We report on an online crowdfunding campaign launched in the context of the neuroscience project HORAO. The aim of HORAO was to develop a noninvasive real-time method to visualize neuronal fiber tracts during brain surgery in order to better delineate tumors and to identify crucial cerebral landmarks. The revenue from the crowdfunding campaign was to be used to sponsor a crowdsourcing campaign for the HORAO project. Methods We ran a 7-week reward-based crowdfunding campaign on a national crowdfunding platform, offering optional material and experiential rewards in return for a contribution toward raising our target of Swiss francs (CHF) 50,000 in financial support (roughly equivalent to US $50,000 at the time of the campaign). We used various owned media (websites and social media), as well as earned media (press releases and news articles) to raise awareness about our project. Results The production of an explanatory video took 60 hours, and 31 posts were published on social media (Facebook, Instagram, and Twitter). The campaign raised a total of CHF 69,109. Approximately half of all donations came from donors who forwent a reward (CHF 28,786, 48.74%); the other half came from donors who chose experiential and material rewards in similar proportions (CHF 14,958, 25.33% and CHF 15,315.69, 25.93%, respectively). Of those with an identifiable relationship to the crowdfunding team, patients and their relatives contributed the largest sum (CHF 17,820, 30.17%), followed by friends and family (CHF 9288, 15.73%) and work colleagues (CHF 6028, 10.21%), while 43.89% of funds came from donors who were either anonymous or had an unknown relationship to the crowdfunding team. Patients and their relatives made the largest donations, with a median value of CHF 200 (IQR 90). Conclusions Crowdfunding proved to be a successful strategy to fund a neuroscience project and to raise awareness of a specific clinical problem. Focusing on potential donors with a personal interest in the issue, such as patients and their relatives in our project, is likely to increase funding success. Compared with traditional grant applications, new skills are needed to explain medical challenges to the crowd through video messages and social media.
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HODGKINSON, PETER D., SUSAN BROWN, DOROTHY DUNCAN, CHRISTINE GRANT, AMY McNAUGHTON, POLLY THOMAS, and C. RYE MATTICK. "MANAGEMENT OF CHILDREN WITH CLEFT LIP AND PALATE: A REVIEW DESCRIBING THE APPLICATION OF MULTIDISCIPLINARY TEAM WORKING IN THIS CONDITION BASED UPON THE EXPERIENCES OF A REGIONAL CLEFT LIP AND PALATE CENTRE IN THE UNITED KINGDOM." Fetal and Maternal Medicine Review 16, no. 1 (February 2005): 1–27. http://dx.doi.org/10.1017/s0965539505001452.
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The management of children with cleft lip and palate presents many challenges but also many rewards. Our involvement with these children and their families often begins before birth and can extend into late adulthood. Affected individuals present a multiplicity of problems and effective management involves a wide range of specialists.
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Doolittle, Gary C. "Telemedicine in Kansas: The successes and the challenges." Journal of Telemedicine and Telecare 7, no. 2_suppl (December 2001): 43–46. http://dx.doi.org/10.1258/1357633011937092.
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Based on our experience of telemedicine in Kansas, we have identified several key factors in the success of a telemedicine practice. Very early in any project, it is important to bring together all participants (especially the physicians who are expected to refer patients) to define the need, outline specific goals, analyse and test the technology, and develop a plan for the implementation. As with traditional health-care, many partners must come together, including primary-care practitioners willing to shoulder day-to-day responsibility for management of complex patients, nurses with special expertise and consultants willing to work with a remote team using telemedicine. These individuals must accept the challenges and appreciate the rewards of working in a different practice model, in which communication and interdependence are critical for success. The telemedicine consultant is only as good as the local health-care team. The technology itself is only a small part of the equation.
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Schuchman, Mattan, Mindy Fain, and Thomas Cornwell. "The Resurgence of Home-Based Primary Care Models in the United States." Geriatrics 3, no. 3 (July 16, 2018): 41. http://dx.doi.org/10.3390/geriatrics3030041.
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This article describes the forces behind the resurgence of home-based primary care (HBPC) in the United States and then details different HBPC models. Factors leading to the resurgence include an aging society, improved technology, an increased emphasis on home and community services, higher fee-for-service payments, and health care reform that rewards value over volume. The cost savings come principally from reduced institutional care in hospitals and skilled nursing facilities. HBPC targets the most complex and costliest patients in society. An interdisciplinary team best serves this high-need population. This remarkable care model provides immense provider satisfaction. HBPC models differ based on their mission, target population, geography, and revenue structure. Different missions include improved care, reduced costs, reduced readmissions, and teaching. Various payment structures include fee-for-service and value-based contracts such as Medicare Shared Savings Programs, Medicare capitation programs, or at-risk contracts. Future directions include home-based services such as hospital at home and the expansion of the home-based workforce. HBPC is an area that will continue to expand. In conclusion, HBPC has been shown to improve the quality of life of home-limited patients and their caregivers while reducing health care costs.
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Bahtiar, Arief Rais, Alon Jala Tirta Segara, and Suyoto Suyoto. "Design of Smart Gamification In Village Tourism: An Indonesian Case Study." International Journal of Engineering Pedagogy (iJEP) 10, no. 1 (January 27, 2020): 82. http://dx.doi.org/10.3991/ijep.v10i1.11522.
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Community interest in tours is very high. The benefits of tourist destinations in Indonesia finally form three patterns, namely natural, cultural, and human-made. City and village tourism are very popular with the community because of the high interest of the community to capture the moments of Instagram able and viral tourism spots. One of them is village tourism. For people who are educated with life in the village, it is necessary to make it more interesting with gamification. In this stud, the aim was to change the pattern of visitors' activities, which initially only took pictures but were also invited to explore the village potential through a mobile application. Also, this study is used to improve and help preserve and introduce village tourism potential. Gamification can be an alternative to developing village tourism potential. A common occurrence in tourist villages is a lack of management innovation to add village tourism potential to visitors further. Village tourism potential that can be developed is mobile-based village education. This activity is an education that contains planting plants. The results of this application are of rice planting and fruit picking games. Each set consists of two levels. Level 1 contains educational games and level 2 games about team cohesiveness. Each game will offer a reward. The rewards that we design are based on prizes that are liked by elementary school students.
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Vrešlija, Derviš, and Safet Beganović. "A COMPARATIVE ANALYSIS OF THE QUALITY OF LEADERSHIP AMONG IMAMS AND RELIGION TEACHERS." Zbornik radova 16, no. 16 (December 15, 2018): 161–88. http://dx.doi.org/10.51728/issn.2637-1480.2019.16.161.
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The aim of the paper is to make a comparative analysis of the quality of leadership among imams and religion teachers, i.e. based on the attitudes of imams and religion teachers to conclude whether there is a difference in the frequency of application of different leadership styles. We used a method of theoretical analysis, a descriptive-analytical survey method, and a technique of survey data collection. The research instruments were a Background Data Questionnaire and a Leadership Behavior Questionnaire - Leadership Styles (Pearce & Sims, 2002). The research sample consisted of 100 imams and 100 religion teachers coming from the Zenica-Doboj Canton. Our findings showed that the leadership by imams is statistically significantly more characterized by: intimidation, reprimand, setting goals, instructions and commands, providing material and personal rewards, disagreement with the current situation and vision. On the other hand, the leadership by religion teachers is statistically significantly characterized more by: the team's functional efficiency, the qualitative efficiency of the team, efficiency of introducing changes, efficiency of organization and planning, interpersonal efficiency, efficiency evaluation, and overall efficiency. The following styles were found to be common to both imams and religion teachers: idealism, inspirational communication, intellectual stimulation, support to the reward system, encouraging independent actions, support to thinking and support to personal progress.
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Gavazzi, Stephen M. "Turning Boys Into Men: The Incentive-Based System in Urban Meyer’s Plan to Win." International Sport Coaching Journal 2, no. 3 (September 2015): 298–304. http://dx.doi.org/10.1123/iscj.2015-0064.
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This paper examines the incentive-based system of Urban Meyer, head football coach at The Ohio State University. Personal discussions with this coach and members of his football staff took place following a review of his methods as described in biographical and media reports, and were compared with the approaches used by other successful coaches as documented in coaching research. Meyer has created clear guidelines and expectations for behaviors that players must consistently display to be recognized as successful team members and leaders. He also has developed a comprehensive set of processes to promote the development and adherence to those desired behaviors. This examination of Meyer’s approach focuses on the connection between the three levels (Blue, Red and Gold) of his incentive-based system and the three phases of a rite of passage (separation, transformation, and reincorporation) associated with them. The system rewards more grownup behaviors with greater status and privileges befitting the increasingly mature individual. A case is made that coaches can employ such a rites of passage framework as part of a comprehensive philosophy about turning boys into men, thus encouraging successful outcomes both on and off the field.
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Ruckdeschel, John C., William T. Sause, Tom Belnap, Cory Jones, and Braden D. Rowley. "Oncology quality improvement as a cornerstone of the transition to accountable care." Journal of Clinical Oncology 30, no. 34_suppl (December 1, 2012): 141. http://dx.doi.org/10.1200/jco.2012.30.34_suppl.141.
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141 Background: Accountable care is defined as moving the incentives for health care from a system that rewards volume and procedures to one that rewards improvements in the quality of care for a defined population. To prevent this process from deteriorating into solely a cost reduction exercise, physicians, and hospitals need to develop a valid, reproducible, and effective means of measuring quality and impacting behavior to reduce variation and improve quality of care. The Intermountain Healthcare Oncology Clinical Program’s (OCP) experience with Oncology Quality Improvement (OQI) offers several key lessons for enabling this process. Methods: OQI initiatives are developed by a multidisciplinary physician-based team tasked with directing standardization and ensuring optimal care delivery. The team uses clinical knowledge, peer-reviewed literature, and data from an enterprise data warehouse to develop goals. Performance is measured against a goal which focuses on variation between physicians and facilities. Individual physician data is compared to de-identified data of peers, facilities, and the system. A physician champion performs academic detailing for physician groups across the system and is critical to the success of the program. Results: Over the past decade, the OCP initiated over 30 projects designed to measure and improve quality of oncology care delivery. Breast cancer projects included breast conservation in surgical management, reducing axillary dissection for ductal carcinoma in situ and sentinel node biopsy rather than axillary dissection. The OCP also explored standardizing lymph node resection during colorectal cancer surgery and subsequently the utilization of adjuvant chemotherapy. Imaging based goals included improving mammography callback rates and using PET/CT during preoperative assessment of lung cancer. In most instances the process resulted in significant, sustainable OQI. Conclusions: The investment in program and clinician staff is significant, and the requirements and costs for a sophisticated data system are real. However, an OQI program can provide meaningful improvements in the quality of cancer care and is an important step to facilitate the transition to accountable care.
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Gulick, Elsie E., and June Halper. "Value, Challenges, and Satisfaction of Certification for Multiple Sclerosis Specialists." International Journal of MS Care 16, no. 2 (July 1, 2014): 83–90. http://dx.doi.org/10.7224/1537-2073.2013-022.
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Background: Specialist certification among interdisciplinary multiple sclerosis (MS) team members provides formal recognition of a specialized body of knowledge felt to be necessary to provide optimal care to individuals and families living with MS. Multiple sclerosis specialist certification (MS Certified Specialist, or MSCS) first became available in 2004 for MS interdisciplinary team members, but prior to the present study had not been evaluated for its perceived value, challenges, and satisfaction. Methods: A sample consisting of 67 currently certified MS specialists and 20 lapsed-certification MS specialists completed the following instruments: Perceived Value of Certification Tool (PVCT), Perceived Challenges and Barriers to Certification Scale (PCBCS), Overall Satisfaction with Certification Scale, and a demographic data form. Results: Satisfactory reliability was shown for the total scale and four factored subscales of the PVCT and for two of the three factored PCBCS subscales. Currently certified MS specialists perceived significantly greater value and satisfaction than lapsed-certification MS specialists in terms of employer and peer recognition, validation of MS knowledge, and empowering MS patients. Lapsed-certification MS specialists reported increased confidence and caring for MS patients using evidence-based practice. Both currently certified and lapsed-certification groups reported dissatisfaction with MSCS recognition and pay/salary rewards. Conclusions: The results of this study can be used in efforts to encourage initial certification and recertification of interdisciplinary MS team members.
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Antony, Jiju, and Sandeep Gupta. "Top ten reasons for process improvement project failures." International Journal of Lean Six Sigma 10, no. 1 (March 4, 2019): 367–74. http://dx.doi.org/10.1108/ijlss-11-2017-0130.
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Purpose The purpose of this paper is to provide the top ten reasons of process improvement projects termination or failure to Lean and Six Sigma professionals and researchers. Design/methodology/approach The top ten reasons of process improvement projects termination or failure are based on literature, interaction of authors with Lean Six Sigma Master Black Belts, consultants, practitioners and trainers on various topics of Lean, Six Sigma, general quality management and continuous improvement along several years’ experience of the authors. Findings The top ten reasons in our opinion include lack of commitment and support from top management; poor communication practices; incompetent team; inadequate training and learning; faulty selection of process improvement methodology and its associated tools/techniques; inappropriate rewards and recognition system/culture; scope creepiness; sub-optimal team size and composition; inconsistent monitoring and control; and resistance to change. Research limitations/implications The top ten reasons mentioned in this study are based on only literature and authors’ opinion. The authors of this paper have been pursuing a global study to critically evaluate the reasons behind process improvement projects failure based on a case-study approach. Originality/value The chief operations officers and senior executives of various businesses can use these top ten reasons to develop project failure risk mitigation strategies and save significant cash-savings associated with such project terminations or failures in some other cases.
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Prouska, Rea. "Enhancing Service-Oriented Behaviors in an Asian Business Context: Lessons From a Pakistani Bank." Human Resource Research 2, no. 1 (October 11, 2018): 73. http://dx.doi.org/10.5296/hrr.v2i1.12652.
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This article examines how service organizations can enhance employees’ customer orientation, often exhibited through the display of service-oriented citizenship behaviors. The study, in this respect, quantitatively analyses the relationships between organizational distributive justice, leader-member exchange (LMX), and team-member exchange (TMX) on customer orientation. Data were gathered through a survey of 658 middle managers working in a Pakistani bank and were analyzed via full structural equation modelling. The findings reveal that organizational distributive justice, LMX, and TMX are key predictors of customer orientation. Specifically, the analysis suggests that the relationships between organizational distributive justice and LMX with customer orientation are mediated partially and fully, respectively, by TMX. Simultaneously, TMX partially mediates the relationship between organizational tenure and customer orientation. Our study contributes to both theory and practice of service organization functioning by signifying the importance of the organization’s fair distribution of rewards as well as it’s leader’s and co-worker’s behaviors in affecting organizationally desired employee behaviors and thereby, arguably, enabling positive organizational outcomes. Service organizations can, based on our findings, create a culture of service excellence by placing emphasis on specific elements at the organizational, leadership, and team level.
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Navalkele, Bhagyashri D., Myrtle Tate, Jeff Dunaway, Sheila Fletcher, Barbara Inman, Phillip Hankins, Leroy Hung, Rachel Guy, and Jason Parham. "1189. Effectiveness of Multimodal Intervention Strategies to Improve Hand Hygiene Compliance at an Academic Medical Center." Open Forum Infectious Diseases 6, Supplement_2 (October 2019): S426—S427. http://dx.doi.org/10.1093/ofid/ofz360.1052.
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Abstract Background Since the early 19th century, hand hygiene (HH) has been recognized as the most important factor in preventing healthcare-associated infections (HAI). Still, improving HH compliance is a major hurdle for most healthcare facilities. Our study objective was to evaluate effectiveness of bundled intervention tools in increasing hand hygiene (HH) compliance. Methods The study was performed at the University of Mississippi Medical Center located in Jackson, MS. A multidisciplinary HH team was established in January 2016. Team members included infection prevention, nurse managers, physician, resident, housekeeping, process engineers, and ancillary staff. Hand hygiene compliance was determined based on room entry and exit observations. Intervention strategies were based on Joint Commission Center’s Targeted Solutions Tool (TST) to identify barriers in HH compliance, standardization of data collection, covert observer training and Just-in-time training of providers. Other strategies implemented included education and feedback, rewards and recognition, and system change measures during the 3-year study period (timeline in Table 1). Hand hygiene compliance was calculated based on number of compliance opportunities/total number of observations. One-way Analysis of Variance (ANOVA) was performed to analyze HH data. We did not assess the concomitant reduction in HAI rates as simultaneous HAI prevention strategies confounded analysis. Results Based on total 95,491 observations performed (January 2016- December 2018), there was a statistically significant improvement in HH compliance during the study period from 66.5% in 2016 to 73% in 2017 and 79.5% in 2018 (P = 0.04). Conclusion At our institution, we observed a 56% improvement in hand hygiene compliance over 36-months timeframe. Multidisciplinary team involvement and multimodal intervention strategies play crucial role in improvement and sustainment of HH compliance. Disclosures All authors: No reported disclosures.
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Brown, Pete, Greg DeMarco, Don Keldsen, Hugh Mainzer, John Resta, Ryan Turner, and Leonard Marcus. "Promoting Unity of Effort Regarding the Use of Science to Inform Decision-making during Crises." International Oil Spill Conference Proceedings 2017, no. 1 (May 1, 2017): 2432–53. http://dx.doi.org/10.7901/2169-3358-2017.1.2432.
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Abstract: Following a disaster, decisions are often made under conditions that are volatile and uncertain. Decision-makers have sometimes taken actions during responses that may not adequately reflect scientific or technical input. This may result in longer term harm to people and the environment. This paper will describe the work of a diverse project team that attended Harvard University’s National Preparedness Leadership Initiative Program, which promotes the concept of using meta-leadership principles to improve response to crises. For its meta-leadership project, the team investigated the role of science in informing decision-making through the lens of the DWH response and other natural and man-made disasters. In simple terms, the team recommends a wide, “meta” view to better assess problems, applying a better informed scientific basis for decision making during times of crisis. Furthermore, the team believes that solutions derived from such a “meta” view would better track to the situation at hand. The conclusion was that leaders assuming this perspective are better equipped to do just that. The goal of the project was to utilize meta-leadership principles to:Identify means to better acquire, incorporate and apply scientific input including relative risks and rewards into crisis decision-making.Ensure that decision making protocols regarding response tactics, techniques and procedures include sound science that will lead to outcomes that minimize overall harm to human health and the environment in both the short and longer term.Effectively lead up, down, across and beyond by creating suggestions on how to appropriately create connectivity and communicate the basis for science-based decisions to key stakeholders, partners, and constituencies - including the public.
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Kolbjørnsrud, Vegard. "Agency problems and governance mechanisms in collaborative communities." Strategic Organization 15, no. 2 (June 27, 2016): 141–73. http://dx.doi.org/10.1177/1476127016653727.
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Collaborative communities—where participants collaboratively solve problems and integrate their contributions—are increasingly popular organizational forms in a wide variety of domains. As with any cooperative effort, communities involve differential interests and information asymmetries, creating potential agency problems. I undertake an exploratory multiple-case study of four communities within the domains of enterprise information technology, sustainable products and services, drug discovery, and digital marketing and communication. I find that agency relationships in the collaborative communities are characterized by three distinct multiple-agency structures: commons, team production, and brokering. These are governed by four main categories of mechanism: (1) mutual monitoring, enabling self-regulation and peer-based control; (2) membership restrictions, regulating admission to the community; (3) values and rules, guiding member action and collaboration; and (4) property rights and incentives, regulating rights to community resources and distribution of rewards. I also identify contingencies between governance mechanisms and agency problems.
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Kocoń-Rychter, Katarzyna, Emanuel Ferdyn, Anna Kwatera, and Katarzyna Okulicz-Kozaryn. "GOOD BEHAVIOR GAME – AN ALTERNATIVE TO TRADITIONAL CLASS MANAGEMENT METHODS." Zeszyty Naukowe Wyższej Szkoły Humanitas w Sosnowcu. Pedagogika 20 (June 10, 2019): 165–77. http://dx.doi.org/10.5604/01.3001.0013.2298.
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The Good Behavior Game (GBG) is a universal prevention program. Its effectiveness in diminishing risky behaviors has been confirmed in several studies. GBG targets children starting their school education with the objective to create a positive school environment for all students and to improve their social functioning. In this article we would like to present: 1) GBG as a classroom behavior management method implemented in several countries across years; 2) the project of GBG adaptation to Polish schools and: 3) experiences of Polish GBG coaches after the first year of program implementation. GBG is based on behavioral theories and the life course/social field theory. It centers on four key elements: class rules, team membership, positive reinforcement (praises, rewards, celebrations) and monitoring of children’s behaviors and GBG data. In Poland, the program is piloted in Warsaw and Kraków. In the article, evaluation data collected in individual interviews with GBG coaches are presented and discussed.
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Radhakrishnan, Kavita, Christine Julien, Matthew O’Hair, Catherine Fournier, Grace Lee, Thomas Baranowski, and Miyong T. Kim. "USABILITY ASSESSMENT OF A SENSOR-CONTROLLED DIGITAL GAME FOR OLDER ADULTS WITH HEART FAILURE." Innovation in Aging 3, Supplement_1 (November 2019): S892. http://dx.doi.org/10.1093/geroni/igz038.3263.
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Abstract The inability of older persons with heart failure (HF) to self-manage has contributed to poor health outcomes. Our team from nursing, digital game design, and mobile computing developed an innovative sensor-controlled digital game (SCDG) called ‘Heart Mountain’ to offer a portable, and enjoyable tool to facilitate engagement in HF self-management. We installed the SCDG application, which featured older adult game avatars on the participants’ smartphones. The SCDG utilized data from an activity tracker and weight scale to trigger game rewards, knowledge content and messages based on participants’ real-time behaviors. In this study we assessed the usability of a SCDG prototype with 10 HF older adults in Central Texas. Observations on the usability of the SCDG app by older adults were noted on a usability heuristics checklist. Acceptance and satisfaction were collected by an open-ended survey guided by Intrinsic Motivation Inventory after a week of playing the game. Participants (60% males, 60% white, ages 63-84) were able to play the game and use the devices after a training session that lasted for 15 minutes. We will present results on participants’ ease of use of the SCDG app, satisfaction with the knowledge content, quizzes and rewards features of the SCDG, and perceptions on acceptance and satisfaction with the SCDG for heart failure self-management. Our project will generate insights on designing digital gaming solutions that are acceptable to older adults and can be applied to improve self-management of chronic diseases like heart failure.
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Goldstein, Howard, Meaghan McKenna, Robert M. Barker, and Tracye H. Brown. "Research–Practice Partnership: Application to Implementation of Multitiered System of Supports in Early Childhood Education." Perspectives of the ASHA Special Interest Groups 4, no. 1 (February 26, 2019): 38–50. http://dx.doi.org/10.1044/2018_pers-st-2018-0005.
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Purpose Research–practice partnerships (RPPs) offer a tool for identifying, generating, and implementing evidence-based strategies that improve practice, policies, and client outcomes. We offer a description of RPPs and elements that facilitate successful utilization. The origin of RPPs, various approaches, and anticipated barriers are discussed. We illustrate some of the challenges and rewards of establishing an RPP using an example of a project that sought to implement a multitiered system of supports among a variety of early childhood education classrooms in a large urban school district. Method A planning/leadership team established objectives and used surveys, focus groups, classroom observations, professional development records, and student outcome data to inform decision making. Results The district's progress in implementing multitiered system of supports in early childhood and ways in which implementation plans were modified as a result of data-based decision making are described. A number of unexpected obstacles interfered with original plans, requiring significant revisions in our theory of change and new strategies to overcome challenges. Conclusion This illustration helps elucidate critical elements of RPPs and highlights their applicability to researchers and practitioners in communication sciences and disorders.
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Wu, Hang, and Jin Chen. "International ambidexterity in firms' innovation of multinational enterprises from emerging economies: an investigation of TMT attributes." Baltic Journal of Management 15, no. 3 (April 20, 2020): 431–51. http://dx.doi.org/10.1108/bjm-07-2019-0267.
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PurposeExtant research has integrated ambidexterity perspective into international business studies and calls for emerging market multinational enterprises (EM MNEs) to implement exploration and exploitation activities simultaneously in foreign markets. However, less attention has been paid to empirically test whether and how international ambidexterity can benefit the innovation performance of EM MNEs. Based on the data of international manufacturing firms in China, this paper explores the relationship between international ambidexterity and innovation performance and investigates four contingency factors of top management team (TMT): two external resource accumulation elements (i.e. TMT business ties and TMT political ties) and two internal resource integration elements (i.e. TMT contingency rewards and TMT social integration).Design/methodology/approachThe author conducts multiple hierarchical linear regression analysis to test the hypothesis by collecting survey data from 227 MNEs from several Economic Development Zones located in Zhejiang province in China.FindingsThe results show that international ambidexterity is positively related to innovation performance, and the international ambidexterity–innovation performance relationship is amplified when TMTs build strong ties with external business partners and political departments, when EM MNEs link top managers' income to team collective performance and create a highly social integrated TMT.Originality/valueThe results contributes to answer the question that how well EM MNEs will succeed and enrich the context specificity of international ambidexterity. The findings also help us better understand the inconsistent empirical findings in organizational ambidexterity by uncovering the contingency role of several TMT attributes.
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Ian Brown, Duncan. "Team‐based reward plans." Team Performance Management: An International Journal 1, no. 1 (March 1995): 23–31. http://dx.doi.org/10.1108/13527599510064940.
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Carrothers, Andrew. "The impact of hedge fund activism on target firm performance, executive compensation and executive wealth." Journal of Governance and Regulation 6, no. 3 (2017): 14–28. http://dx.doi.org/10.22495/jgr_v6_i3_p2.
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This paper examines the relationship between hedge fund activism and target firm performance, executive compensation, and executive wealth. It introduces a theoretical framework that describes the activism process as a sequence of discrete decisions. The methodology uses regression analysis on a matched sample based on firm size, industry, and market-to-book ratio. All regressions control for industry and year fixed effects. Schedule 13D Securities and Exchange Commission (SEC) filings are the source for the statistical sample of hedge fund target firms. I supplement that data with target firm financial, operating, and share price information from the CRSP-COMPUSTAT merged database. Activist hedge funds target undervalued or underperforming firms with high profitability and cash flows. They do not avoid firms with powerful CEOs. Leverage, executive compensation, pay for performance and CEO turnover increase at target firms after the arrival of the activist hedge fund. Target firm executives’ wealth is more sensitive to changes in share price after hedge fund activism events suggesting that the executive team experiences changes to their compensation structure that provides incentive to take action to improve returns to shareholders. The top executives reap rewards for increasing firm value but not for increased risk taking.
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Sulistiadi, Wahyu, Meita Veruswati, Al Asyary, Maria Holly Herawati, Ririn Arminsih Wulandari, and Budi Haryanto. "Smoke-free Zone in Indonesia: Who is Doing What Now." Open Access Macedonian Journal of Medical Sciences 8, E (May 25, 2020): 322–24. http://dx.doi.org/10.3889/oamjms.2020.4091.
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BACKGROUND: Although all environments whom applied smoke-free zones (SFZs) have sufficient compliance rate (over 80%) in Indonesia particularly in Bogor City, it is still unclear who is doing what now on SFZs activities to assess the effectivity and efficiency of this tobacco control program.
OBJECTIVES: This review aimed to present the evidence of tobacco control on SFZs programs and activities of these zones based on the several indicators set by the local government’s regulation.
MATERIALS AND METHODS: A review was held to observe the SFZs local regulation archives. Data were derived from secondary sources and observation data of law enforcement teams’ generic activities and programs in Bogor City in the Province of Jawa Barat, Indonesia.
RESULTS: There were eight (eight) zones designated as SFZs according to the local regulation, namely: (1) Public places, (2) workplaces, (3) places of worship, (4) children’s playgrounds and/or other gathering places, (5) public transportation, (6) teaching and learning environments, (7) health facilities, and (8) sports facilities. It resulted that 55% of these zones still uncomplied to SFZs regulation. It is still a tobacco control homework in Indonesia while it is remembering that Indonesia has the only largest country of six developing countries that have not ratified Framework Convention on Tobacco Control of the World Health Organization.
CONCLUSION: The role of the SFZs’ enforcement team is crucial and consists of relevant stakeholders to optimize activities and programs of SFZs regulations with clear targeting, rewards, and punishments. However, further studies are needed to determine the effectiveness of non-smoking areas specifically.
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Dune, Tinashe, John Bidewell, Rubab Firdaus, and Morwenna Kirwan. "Communication Idol: Using popular culture to catalyse active learning by engaging students in the development of entertaining teaching and learning resources." Journal of University Teaching and Learning Practice 13, no. 5 (December 1, 2016): 24–40. http://dx.doi.org/10.53761/1.13.5.4.
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Bringing popular culture to tertiary education can potentially increase student engagement with learning tasks and content, especially when the learning task has students producing the content. Using a singlegroup intervention plus post-test design, this study implemented and evaluated a purposely developed learning and teaching innovation capitalising on popular and consumer culture to promote active over passive learning in a large, interprofessional health science unit. Students were invited to develop educational video presentations in a friendly competition based on high-rating television musical and vocal talent quests, with cash prizes based on peer ratings, this being the intervention. From a cohort of 569 students in 12 undergraduate allied health programs, 14 students in seven teams of 1 to 3 students produced seven, high-quality videos about communication in professional health practice, and recorded their experiences of doing so. Ratings showed the majority found the process fun (85%) and instructive (64%), with 29% finding the task harder than expected. The prospect of prizes along with intrinsic motivators were reasons for producing a video. A further 285 students viewed the productions and for extra marks completed evaluation of the videos’ educational value. Videos were perceived as an educationally valuable yet entertaining way to engage unit content. Producers of videos rated the teaching and learning experience significantly more positively than students not involved in production. Qualitative analysis of open-ended responses supported relevant numerical findings. Barriers to producing videos were identified as time, resources, confidence and lack of a team. Results should encourage educators contemplating similar initiatives. The project highlights benefits of harnessing popular genres with which students identify, to encourage involvement in producing educationally justifiable content that rewards both performer and audience. The project shows how learning content and tasks created and presented in familiar and entertaining formats can catalyse students’ agentic engagement in tertiary curricula.