Thematische Bibliographien / Employee reward system

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Auswahl der wissenschaftlichen Literatur zum Thema „Employee reward system“

Autor: Grafiati

Veröffentlicht am 28. Juni 2021

Zuletzt aktualisiert am 3. Februar 2022

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Zeitschriftenartikel zum Thema "Employee reward system"

Noorazem, Nurul Asyiqin, Sabiroh Md Sabri und Eliy Nazira Mat Nazir. „The Effects of Reward System on Employee Performance“. Jurnal Intelek 16, Nr. 1 (26.01.2021): 40–51. http://dx.doi.org/10.24191/ji.v16i1.362.

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Reward system which consists of financial rewards and non-financial rewards has become essential to an organization in managing employees’ performance. Motivated employees can be a significant factor in organizational success. When employees are motivated to work at higher levels of productivity, the organization as a whole will run more efficiently and is more effective at reaching its goals. Literature review on the previous studies has proven that the reward system can motivate and subsequently increase employees’ performance. Reward system comes in many forms, for example, intrinsic rewards and extrinsic rewards. Thus, the organization must critically understand what types of reward system can motivate the employee to perform well in their job. The purpose of this research is to investigate the effects of the reward system in an organization on employee performance. The variable tested in this study includes salary, bonuses, appreciation and medical benefits. This study adopted a quantitative approach where 132 sets of questionnaires were distributed to the participants selected using convenience sampling. Data were then analyzed using SPSS software and a few analyses were carried out such as correlations analysis and regression analysis. The results show that all variables have a significant impact on employees’ performance. The results of this study can be used by the organization to improve its reward system and to ensure it could help in increasing the employees’ performance.

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Rahim, Ramita Abdul, Noor Azrin Mohammad Nasir, Marlita Mat Yusof und Nor Lela Ahmad. „Reward and Employee's Creativity: Case of Manufacturing Organization“. Global Journal of Business and Social Science Review (GJBSSR) Vol. 1(4) 2013 1, Nr. 4 (15.10.2013): 10–17. http://dx.doi.org/10.35609/gjbssr.2013.1.4(2).

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Objective - The main objective of this study is to investigatestrategic reward systems that are intrinsic and extrinsic reward for employees. The rewards address four areas that consist of compensation, benefits, recognition and appreciation. This study discussed whether the reward system gives more benefit to the organization and employees such as improving the employee level of creativity or vice versa. Methodology/Technique - This study is a correlational study where the researchers examined the relationship between reward system and employee's creativity among administrative support personnel in the manufacturing industries. This study focused on five (5) selected manufacturing organization involved in electronic field located in Shah Alam Selangor. The total population is one hundred and sixty (160) staff. Findings - The research findings show that rewards are contributing factors to the employees' creativity or ideas among administrative support personnel in the manufacturing industries in Shah Alam. By providing employees with extrinsic rewards is relatively straightforward and usually built into performance and particularly useful in the short-term for creativity and motivating employees to work towards one specific organizational goal. Novelty - The finding of this study would enhance understanding of the issues of reward system among employers in manufacturing organizations which can influence the effectiveness of employee creativity. It also will be beneficial to the management in puttingsuch efforts to increase employees' creativity. Type of Paper - Empirical Paper Keywords : Extrinsic Reward; Intrinsic Reward; Employee Creativity; Manufacturing Organization.

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Emmanuel, Noko, und Joseph Nwuzor. „Employee and Organisational Performance: Employees Perception of Intrinsic and Extrinsic Rewards System.“ Applied Journal of Economics, Management and Social Sciences 2, Nr. 1 (21.08.2021): 26–32. http://dx.doi.org/10.53790/ajmss.v2i1.5.

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The study aimed to evaluate the perception of employees on both intrinsic and extrinsic reward system and whether reward system impact their performance and the organization performance at large. To achieve the objective, the study employed Structural Equation Modelling (PLS-SEM) approach to test six hypothesis. The study sampled 400 employee of Zenith Bank Plc using questionnaire send to the respondent emails. PLS-SEM result revealed that both extrinsic and intrinsic rewards have positive and significant impact on employee performance, although, extrinsic appear more potent than intrinsic rewards. It was further revealed that three of the four measure of employee performance; quality job, effective service delivery, customer rating has positive significant with organization performance while time management was unable to explain organization performance. We discovered also that gender does not play any significant role on employee performance, but age does. The study therefore concluded that rewards play an important role in both employee performance and organization performance.

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Wasiman, Wasiman. „THE INFLUENCE OF ORGANIZATIONAL CULTURE AND REWARDS SYSTEM ON THE PERFORMANCE EMPLOYEES OF HOTEL IN BATAM CITY WITH ORGANIZATIONAL COMMITMENT AS INTERVENING VARIABLES“. Jurnal Apresiasi Ekonomi 6, Nr. 3 (07.11.2018): 305–13. http://dx.doi.org/10.31846/jae.v6i3.95.

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The purpose of this study was to determine the Influence of Organizational Culture and Rewards System, on the Performance of Hotel Employees in Batam City with Organizational Commitment as Intervening Variables. Respondents used in this study were employees of four-star hotels in Batam City with a total of 205 respondents. The method used in this research is observation, field, data collection by distributing questionnaires to employees of four-star hotels in Batam city. Data analysis uses multiple linear data analysis using SEM Amos program. Validi test results for organizational culture variables with seven indicators are valid. Results Test the validity of the reward system with six indicators declared valid. The results of the validity of organizational commitment test with three indicators are declared valid. The results of the employee performance validity test with five indicators are declared valid, declared valid because the results of the data processing are above 0.60. The results of the study conclude that (1). Organizational culture influences employee performance, the better the organizational culture turns out to be able to have a large impact on improving employee performance. (2). Organizational culture influences organizational commitment, the better the organizational culture, the stronger the organizational commitment of employees. (3) The reward system influences organizational commitment, the better the Rewards System, the stronger the organizational commitment of employees. (4). Rewards system influences employee performance. The better the reward system increases employee performance (5) Organizational commitment affects employee performance, the better organizational commitment, the better employee performance Keywords: Organizational Culture, Rewards System, and Organizational Commitment Employee performance

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Makambe, Ushe, und Victor Charles. „Organisational Culture and Employee Motivation in a Selected Telecommunications Firm in Botswana: The Moderating Effect of The Reward System“. East African Journal of Business and Economics 2, Nr. 1 (12.12.2020): 95–109. http://dx.doi.org/10.37284/eajbe.2.1.254.

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An organisation’s reward system is arguably one of the most critical elements of organisational culture with an enormous bearing on employee motivation. The resolve of this study was to debunk the nexus between the reward system and employee motivation in a selected organisation. A discussion of extant literature on the nexus between reward as a critical component of organisational culture and employee motivation was conducted. An empirical investigation of the relationship between the dependent and the independent variables was pursued using a positivist research paradigm whence a quantitative methodology was used to gather data through a structured self-administered questionnaire hence a survey research design. The results of the study confirmed the hypothesised relationship between the selected firm’s reward system and employee motivation. The inadequacies of the organisation’s reward structure against the requirements of effective employee motivation were exposed. For instance, the rewards offered by the organisation did not meet employee needs and expectations and were not proportionate to the quality of employee output. There was a preference for monetary compensation in place of non-monetary rewards thus promoting extrinsic rather than intrinsic motivation. This study unravelled the positive and negative effects of an organisation’s reward system on employee motivation. An organisational culture that is premised on an effective reward system is the panacea to effective human resources management. To enhance employee motivation through the reward system, management of the selected firm should facilitate the development of a well-articulated psycho-social contract that is agreed upon between top management and employees which should explicitly spell-out the expectations of both parties that must be fulfilled at all times.

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Došenović, Dragana. „Employee Reward Systems in Organizations“. ECONOMICS 4, Nr. 1 (01.06.2016): 107–18. http://dx.doi.org/10.1515/eoik-2015-0024.

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Summary Employee rewarding is one of the activities of human resource management concerning the management of money, goods and services that employees receive from their employer in exchange for their work. Given that a properly designed reward system is one of the conditions for a stable business, successful performance of work activities and the achievement of set objectives in each organization, the basic theme of this paper is the employee reward system, with a special focus on different elements of it. The purpose of this paper is to describe the role and significance of the observed system and to draw attention to its role in employee’s motivation. Based on the given analysis many conclusions have been drawn. It has been proved that a properly designed employee reward system has many advantages for the organization, which emphasizes its importance.

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Purohit, Neetu. „Reward encourages beast.....oops, best!“ Emerald Emerging Markets Case Studies 8, Nr. 4 (29.10.2018): 1–17. http://dx.doi.org/10.1108/eemcs-07-2017-0188.

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Learning outcomes: The reading and discussion on case will enable participants to appreciate importance of reward management in performance management system for both employee and organizational good; to develop insight on the effect of perceived discrimination on the motivation of employees; to internalize the effect of perceived unjust, subjective, non-communicative, non-transparent policies on the behavior and productivity of employees and overall organizational culture and climate; and to comprehend the importance of HR and OB issues with respect to performance management system for the benefit of employee morale, motivation and organizational culture. Case overview: The effectiveness of an employee is the key factor for the employer. All the profit that the company or the organization makes depends on the employees’ productiveness. The case needs to be understood in the overall context of performance management system (Ferreiraa and Otley, 2009) with focus on elements of appraisal and compensation via rewards and recognition as per objective standards. Performance management systems (PMSs) is a more general descriptor if the intention is to capture a holistic picture of the management and control of organizational performance. Performance management policies and practices refer to the processes of setting, communicating and monitoring performance targets and rewarding results with the aim of enhancing organizational effectiveness (Fee, McGrath-Champ and Yang, 2011). PMS includes both the formal mechanisms, processes, systems and networks used by organizations, and also the more subtle, yet important, informal controls that are used (Chenhall, 2003; Malmi and Brown, 2008). Otley (1999) proposed a framework which highlights five central issues which need to be considered as part of the process of developing a coherent structure for performance management systems. The five areas addressed by this framework include identification of the key organizational objectives and the processes and methods involved in assessing the level of achievement under each of these objectives, formulating and implementing strategies and plans, as well as the performance measurement and evaluation processes, process of setting performance targets and the levels at which such targets are set, rewards systems used by organizations and the implications of achieving or failing to achieve performance targets and types of information flows required to provide adequate monitoring of performance. While the case touches upon all the aspects of the PMS framework, it revolves round the reward episode and elaborates on the way it affects all stakeholders, those who got the benefit, those who felt discriminated and those were mere observers to the episode. Objective performance appraisals are needed to ensure that every employee produces the best performance and that the work performed is rewarded with reasonable increases in pay scales or special additional allowances or incentives. This system carries crucial importance as it helps managers to decide which rewards should be handed out, by what amount and to whom. Additionally, performance appraisals may increase an employee’s commitment and satisfaction (Wiese and Buckley, 1998) The case readers need to notice that when organizations fail to follow objective appraisal or reward standards, the same rewards become a cause of contention. The reward which was handed over to the employees in this case was in addition to the annual appraisal. Though the role of rewards has been well-recognized in motivating the employees to continue performing at high level and encourage others to strive for better performance, what needs to be recognized that rewards’ per say does not serve purpose. They need to be dealt within the context of performance management system. Using rewards to favor or discriminate a few employees by using subjective standards backfires and does no good as the person who is favored cannot take pride in it and is not motivated to perform better or equally well as he/she also knows that the work has no relation to the reward, it is personal favor, on the other hand, the one who is discriminated feel discouraged and demotivated to perform. Rewards have the potential to both help and harm the organization if dealt in a callous and careless manner. Use of rewards to favor or discriminate certain people due to subjective preference can be suicidal for the organization and irreparably damage the trust of the employees in the management. It has been well stated that fairness and objectivity are the core principles using an assessment of the nature and size of the job each is employed to carry out (Torrington et al., 2005). If any organization decides to include rewards as a motivating mechanism, it needs to cull out unambiguous and transparent criteria for rewarding. If employees perceive procedural or distributive injustice from the management, it is not only detrimental for the employee’ relations and teamwork, it also tarnishes the reputation of the organization and jeopardizes the culture of the organization. Reward management needs to be closely related to performance appraisals, job evaluations and overall performance management systems. The current case elaborates on one such instance where unjustified inequity in reward system not only disturbed the employees concerned but it had bred a negative image of the organization among other employees too, organizational citizenship was replaced with contempt and feeling of apathy. Complexity academic level Post graduate students and working professionals can benefit from this study. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code Human resource management.

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Webb Day, Jillian, Courtney L. Holladay, Stefanie K. Johnson und Laura G. Barron. „Organizational rewards: considering employee need in allocation“. Personnel Review 43, Nr. 1 (28.01.2014): 74–95. http://dx.doi.org/10.1108/pr-09-2012-0156.

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Purpose – The purpose of this study is to investigate how employee need relates to rewards and employee perceptions of fairness within an organization in the USA using a pay-for-performance system. Design/methodology/approach – To evaluate the presence of a relationship between employee need and reward allocation in a pay-for-performance system, a questionnaire was administered to a sample of 292 employees from two departments at an academic medical center. Findings – The findings highlight the positive relationship between employee need and reward allocation that remains when controlling for employee performance evaluation ratings. Findings further show that employee communication with the manager about need explains this relationship. Research limitations/implications – The findings make two important contributions to research on reward allocation and performance management. First, the results show employee need is related to the allocation of rewards in organizational settings outside of collectivistic cultures or developing countries. Second, by demonstrating the role of employee communication with managers about need within the relationship between employee need and reward allocation, the paper provides a more detailed understanding of additional factors related to compensation decisions in a pay-for-performance system. Originality/value – Little research has explored the relationship between employee need and reward decisions at an individual level in organizational settings within individualistic cultures. The findings from this study address this gap by establishing the presence of this relationship in a pay-for-performance reward-based organization with service-based values. This finding is timely due to the current economic downturn experienced by organizations, and thereby the level of employee need observed in Western individualistic cultures.

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Kolluru, Mythili. „Association between rewards and employee performance: An empirical research on Omani banks“. Corporate Governance and Sustainability Review 5, Nr. 1 (2021): 15–21. http://dx.doi.org/10.22495/cgsrv5i1p2.

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The current paper aims to explore the association between rewards and employee performance in the Oman banking sector. This study evaluates data of 500 bank employees across 18 listed banks in the Sultanate of Oman. A theoretical framework is discussed to assess the effects of rewards on employee performance. According to this literature review, it is proven that rewards influence employee performance. Güngör’s (2011) study shows that organizations develop reward strategies to motivate and increase employee performance. Salah (2016) proves that rewards have a strong influence on employee performance, and he further states that incentives encourage employees to work with purpose and increase organizational performance. The outcomes are examined using factor analysis, structural equation modeling, and multivariate analysis of variance. The results of this study provide critical insights into how companies can adopt effective reward management to sustain and compete in the dynamic business landscape and modulate performance management in Omani banks. Overall, a statistically significant association between the rewards system and employee performance in Oman’s listed banks is established in this study. The study further underscores the need to design and evolve employee-centric policies to get optimum performance. It also offers guideposts for managers and policy planners working in the Middle East countries’ banking sector to develop holistic policies to succeed in stiff, cut-throat competition and ensure participatory management for best performance. Herein, extrinsic and intrinsic rewards are studied concerning their impact on the performance matrix. A proper insightful reward management system may lead to optimum performance, better outcomes, and a robust financial plan

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Ibrar, Muhammad, und Owais Khan. „The Impact of Reward on Employee Performance (A Case Study of Malakand Private School)“. International Letters of Social and Humanistic Sciences 52 (Mai 2015): 95–103. http://dx.doi.org/10.18052/www.scipress.com/ilshs.52.95.

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Purpose: The aim of this study is to investigate how to employee performance impact on reward in private school. The study also aims to show how to employee improve the performance has in reward system. Design/methodology/approach: Questionnaire is used as instrument and 100 questionnaires were used to check the respondent’s opinion. Findings: descriptive analysis, correlation and multiple regression tests were applied for data analysis. Conclution: Study concludes that there is positive relationship between rewards (extrinsic and intrinsic) and employee’s job performance. Most of the organizations implement rewards system to increase the job performance and job satisfaction. Originality/value: By reviewing the different finding that the reward and employee performance. the contribution of this paper is to look at how to finding the effective solution of employee performance will be in reward system inter-organisational and school. Study of paper: The study of this paper is exploratry is qualitative study of research.

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Dissertationen zum Thema "Employee reward system"

Rose, Jodi (Jodi Louise). „Factors Impacting Employee Acceptance of an Alternative Reward System“. Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc278122/.

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This study is intended to analyze employee acceptance of an alternative reward system that reinforces continuous learning, teamwork, major expansion of individual capabilities, business knowledge application, and business unit (team) performance. This system is in contrast with traditional pay systems that reward seniority and individual performance determined by the subjective ratings of a direct supervisor, with pay increases based mainly on current job grade (and the availability of higher job grades within the company) and comparison with market value of the job. Individuals from three areas of a major electronics manufacturing company in the southwestern part of the United States served as subjects.

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Martinkovičová, Markéta. „Motivační systém firmy“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-399518.

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Master’s thesis summarizes in global the theoretical terms, which are related to motivation. The firs part is followed by the analytical part, where is describe current condition od the selected company, current motivation system, individual parts of motivation system, reward etc. Based on quantitative research and hypothesis testing, suggestions and measures are compile. This suggestions and measures should lead to the improvement of current motivation system.

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Juránek, Radim. „Motivace a evaluace zaměstnanců ve vybrané společnosti“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402139.

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The subject of the diploma thesis is the motivation, and evaluation of employees in a particular enterprise. Theoretical part is focused on the description of the theoretical knowledge, which I use in the practical part. In practical part I am going to do analysis, which I will focuse on motivation and evaluation, so I will be able to evaluate current status of company. The conclusion includes suggestions that I recommend to improve the current system of remuneration in the company.

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劉子銓 und T. C. Lau. „In search of the missing link in total quality management: an incentive compatible reward system“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2000. http://hub.hku.hk/bib/B3124046X.

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Lau, T. C. „In search of the missing link in total quality management : an incentive compatible reward system /“. Hong Kong : University of Hong Kong, 2000. http://sunzi.lib.hku.hk/hkuto/record.jsp?B22199184.

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Adamsson, Philip, Johannes Petersson und Gabriel Andersson. „Belöningssystem och motivation : En flerfallsstudie på företag inom byggbranschen“. Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-55589.

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Sammanfattning Titel: Belöningssystem och motivation - En flerfallsstudie på företag inom byggbranschen Författare: Philip Adamsson, Gabriel Andersson, Johannes Petersson Program: Civilekonomprogrammets controllerfördjupning Examinator: Elin Funck Handledare: Natalia Semenova Institution: Ekonomihögskolan Linnéuniversitetet i Växjö Bakgrund och problem: Ett styrmedel som flitigt nyttjas är belöningssystem där ledningen med hjälp av ett fungerande belöningssystem kan få önskat beteende hos arbetstagaren. Hur ett belöningssystem är utformat skiljer sig mellan olika branscher och byggbranschen är en bransch kantad av intressekonflikter mellan arbetsgivare och arbetstagare. Råder det en överrensstämmelse mellan arbetsgivarens avsikt med ett belöningssystem och arbetstagaren uppfattning om belöningssystemet? Det finns flertalet olika belöningar som kan ge önskat beteende, men vad är det egentligen som motiverar arbetstagare inom byggbranschen. Syfte: Syftet med studien är att redogöra för hur belöningssystem är utformade i byggbranschen. Vidare är syftet med studien att se om arbetsgivarens avsikter med och arbetstagarens uppfattning av belöningssystemet överensstämmer. Dessutom ämnar studien behandla varför, alternativt varför inte arbetstagarna anser att belöningssystemet motiverar. Metod: Vi har genomfört en flerfallsstudie på Svensk Vattenbilningsteknik AB och TECAB Ytskyddsprodukter AB, verksamma inom byggbranschen. Empiriskt material har insamlats genom semi-strukturerade intervjuer. Studien har haft en deduktiv forskningsansats. Slutsats: Vi kan konstatera att arbetsgivare bör fokusera på vilket syfte de har med belöningssystemet för att kunna utforma ett fungerande belöningssystem. Enligt studien skall ett belöningssystem innehålla en kombination av finansiella och ickefinansiella belöningar. Slutligen bör en finansiell bonus ingå i byggföretags belöningssystem eftersom den ökar arbetstagarnas motivation och tillfredsställelse.
Abstract Title: Reward system and motivation – A multi-case study in the construction industry Authors: Philip Adamsson, Gabriel Andersson, Johannes Petersson Examiner: Elin Funck Supervisor: Natalia Semenova Background and problem: A reward system is an instrument that is widely used, where management with help of a functional reward system can get a desired behavior from an employee. How a reward system is designed differs between sectors. The construction industry is a sector bordered by conflicts of interest between employers and employees. Is there a match between the employer's intention with reward systems and employee’s perception of the reward system? There are multiple rewards that can provide a desired behavior, but what is it that really motivate employees in the construction industry. Purpose: The purpose of this study is to describe how the reward system is designed in the construction industry. Furthermore, the purpose of the study is to see if the employer's intentions and the employee's perception of the reward system is consistent. The study also intends to describe why, or why not employees feel that the reward system motivates them. Methods: We conducted a multi-case study of Svensk Vattenbilningsteknik AB and TECAB Ytskyddsprodukter AB. Both companies are active in the construction industry. Empirical material were obtained through semi-structured interviews. The study had a deductive research approach. Conclusion: We can conclude that employers should focus on the purpose of their reward system to design a functional system. According to the study, a reward system should contain a combination of financial and non-financial rewards. Finally, a financial bonus should be a part of a construction company´s reward system, because it increases employee motivation and satisfaction.

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Peterková, Barbora. „Motivační systém ve výrobním podniku“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2020. http://www.nusl.cz/ntk/nusl-416839.

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This diploma thesis deals with the motivation system in a manufacturing company. It focuses primarily on improving the current situation, where a questionnaire survey is used for analysis. The outputs of this thesis represent recommendations for streamlining the current remuneration system and thus increasing employee satisfaction. The proposals are focused primarily on tackling the company's problems, i.e. the acquisition of high-quality personnel.

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Vejvodová, Andrea. „Změny motivačního systému společnosti“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2021. http://www.nusl.cz/ntk/nusl-442943.

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This diploma thesis focuses on the motivation system of a selected factory. The theoretical part deals with the basic theoretical background connected with motivation and employee reward system. The aim of the practical part is the analysis of the current motivation system; a questionnaire survey is included. The final part is devoted to the evaluation of the current motivation system and the assessment of the questionnaire survey which serves as a basis for suggestions for improvement.

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Syed, Khurram, und Ketevan Khuluzauri. „ABCD of Employee Motivation in Large Organizations in Northern Sweden“. Thesis, Umeå University, Umeå School of Business, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-35078.

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Ondrašíková, Radka. „Motivace a evaluace zaměstnanců“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-316869.

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The aim of this thesis is to uncover possible weaknesses in the company's motivation system and propose recommendations to improve the current situation. In the first part I combine theoretical knowledge concerning the issue of motivation, evaluation and rewarding of employees. In the second part I introduce the company, analyze the present system of motivation, evaluation and rewarding employees that the company uses and perform questionnaire survey. From the survey results, along with theoretical knowledge I will point out any shortcomings or errors and suggest recommendations that will contribute to improving the current situation.

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Bücher zum Thema "Employee reward system"

Montgomery, John F. An analysis of the Civilian Employee Reward System in use at Naval Air Warfare Center, Patuxent River, Maryland. Monterey, Calif: Naval Postgraduate School, 1999.

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Compensating the sales force: A practical guide to designing winning sales reward programs. 2. Aufl. New York: McGraw-Hill, 2010.

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Managing reward systems. Buckingham: Open University Press, 1993.

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Singh, Manjari. Career drivers of new-age employees: Implications for organisational reward and employee development systems. Ahmedabad: Indian Institute of Management, 2005.

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

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

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Tropman, John E. The compensation solution: How to develop an employee-driven rewards system. San Francisco: Jossey-Bass, 2001.

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Kennedy, James J. Line officers' views on stated USDA Forest Service values and the agency reward system. Portland, OR: U.S. Dept. of Agriculture, Forest Service, Pacific Northwest Research Station, 2005.

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1941-, Corby Susan, Hrsg. Rethinking reward. New York: Palgrave Macmillan, 2008.

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Slorach, J. Scott, und Jason Ellis. 19. Taxation of directors’ fees and employees’ salaries. Oxford University Press, 2017. http://dx.doi.org/10.1093/he/9780198787686.003.0019.

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This chapter considers the taxation treatment of salaries, from the perspectives of both employer and employee. An employer will wish to ensure that any remuneration or reward paid to its employees will entitle it to claim a pre-tax deduction and reduce its taxable profits. The system for taxation of employees’ income is contained in the Income Tax Earnings and Pensions Act (ITEPA) 2003. The taxation of proprietors of a business and IR35 companies are also described.

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Buchteile zum Thema "Employee reward system"

Al Mojahed, Nour. „How Does a Total Reward System Influence Employee Motivation Among Executive Management? An Analysis of the UAE Real Estate Industry“. In Human Capital in the Middle East, 149–75. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42211-0_7.

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Shields, John, und Peter McLean. „Achieving alignment: system review, change and development“. In Managing Employee Performance and Reward, 368–91. Cambridge University Press, 2015. http://dx.doi.org/10.1017/cbo9781139197120.023.

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Slorach, J. Scott, und Jason Ellis. „19. Taxation of directors’ fees and employees’ salaries“. In Business Law 2020-2021, 194–201. Oxford University Press, 2020. http://dx.doi.org/10.1093/he/9780198858393.003.0019.

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Slorach, J. Scott, und Jason Ellis. „19. Taxation of directors’ fees and employees’ salaries“. In Business Law 2019-2020, 196–203. Oxford University Press, 2019. http://dx.doi.org/10.1093/he/9780198838579.003.0019.

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Slorach, J. Scott, und Jason Ellis. „19. Taxation of directors’ fees and employees’ salaries“. In Business Law, 192–99. Oxford University Press, 2021. http://dx.doi.org/10.1093/he/9780192844316.003.0019.

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Fapohunda, Tinuke. „Greening the Compensation Design and Management of the Human Resource Function“. In Human Resource Management Practices for Promoting Sustainability, 157–75. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4522-5.ch009.

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There is a rising necessity for the incorporation of environmental management into human resource management (HRM) practices. This attempt is recognized as the Green HRM initiative. An organization's human resource function can be powerful in aiding an all-inclusive approach to building a culture of sustainability. The strategy entails executing transformations to the diverse functions of HR like determining employee compensation. Gaps continue to exist in the literature on the green aspects of compensation and reward systems. This chapter considers the environmental management features of the compensation and reward system and factors a mould of the procedures entailed in green compensation and reward system. it cores on examining green reward management systems practices from the standpoint of subsisting research in the area and proposes inventive process moulds in green reward management systems. The green reward management system is presented as a smart and superior method of reward management systems.

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Dutta, Debolina, Prem Mirchandani und Anasha Kannan Poyil. „The Emerging New Order: Exploring New Ways to Build an Internal Gig Employment System for IT/ITES Organizations“. In Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations [Working Title]. IntechOpen, 2021. http://dx.doi.org/10.5772/intechopen.96731.

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The IT/ITeS industry has had an impressive growth trajectory over the past two decades. However, it continues to be plagued with talent shortages, managing employee satisfaction, and growth aspirations while trying to reduce employee attrition. COVID-19 has presented an unprecedented opportunity for IT Service organizations to transform the established paradigm of working. The industry has been exploring non-linear growth models that address the talent demand–supply gap. With skilled talent shortage continuing to limit the industry growth, non-linear initiatives of growth are urgently required. Based on the self-determination theory and the dynamic capabilities framework, we propose a model of “Internal Gig” worker (I-GIG) for the IT Services industry. The new I-GIG workforce would be providing non-linear outcomes without increasing costs significantly. We also argue that this model would be motivational for employees who opt for it, with commensurate reward motivations to engage them. Additionally, this model would enable the work-anywhere, anytime, and leverage talent availability on a global scale. We adopt a qualitative research approach to understand the mechanisms to institutionalize internal gig working, the potential issues such a system may face, and then suggest an internal and external enabling framework that organizations need to adapt to support internal gig work.

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Letaifa, Soumaya Ben. „A New Conceptual Framework for Greater Success with Integration of E-CRM“. In Business Information Systems, 2214–28. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-969-9.ch134.

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This chapter examines how e-CRM has affected both organizational and individual behavior in a leading Canadian bank. The innovative and customer-driven culture of this bank pushed it toward early adoption of e-CRM technology. The findings emphasize the role played by many strategic and organizational dimensions in the success of e-CRM implementation. In fact, to make e-CRM efforts pay off, new business processes are required to achieve more effective and closer interactions with customers. The shift toward customer orientation needs to be supported by a shift in organizational objectives and processes. The results indicate that employees’ individual behavior successfully changed from a transactional to a relational perspective, and that training and coaching ensured a successful integration of e-CRM technology. Nevertheless, the employee reward and evaluation system, which should have been changed to leverage CRM impact, has surprisingly been forgotten. This deficiency is addressed by proposing a new framework for enhancing e-CRM effectiveness.

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Shields, John, und Catherine Dolle-Samuel. „Developing position-based base pay systems“. In Managing Employee Performance and Reward, 180–201. Cambridge University Press, 2015. http://dx.doi.org/10.1017/cbo9781139197120.011.

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Shields, John, und Catherine Dolle-Samuel. „Developing person-based base pay systems“. In Managing Employee Performance and Reward, 202–17. Cambridge University Press, 2015. http://dx.doi.org/10.1017/cbo9781139197120.012.

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Konferenzberichte zum Thema "Employee reward system"

Tomar, Annu, und Sarthak Sengupta. „Monetary Reward System and Employee Motivation: Empirical Evidence on Management Institution in NCR“. In The International Conference on Research in Management & Technovation 2020. PTI, 2020. http://dx.doi.org/10.15439/2020km14.

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Wang, Woodrow Z., Mark Beliaev, Erdem Bıyık, Daniel A. Lazar, Ramtin Pedarsani und Dorsa Sadigh. „Emergent Prosociality in Multi-Agent Games Through Gifting“. In Thirtieth International Joint Conference on Artificial Intelligence {IJCAI-21}. California: International Joint Conferences on Artificial Intelligence Organization, 2021. http://dx.doi.org/10.24963/ijcai.2021/61.

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Coordination is often critical to forming prosocial behaviors -- behaviors that increase the overall sum of rewards received by all agents in a multi-agent game. However, state of the art reinforcement learning algorithms often suffer from converging to socially less desirable equilibria when multiple equilibria exist. Previous works address this challenge with explicit reward shaping, which requires the strong assumption that agents can be forced to be prosocial. We propose using a less restrictive peer-rewarding mechanism, gifting, that guides the agents toward more socially desirable equilibria while allowing agents to remain selfish and decentralized. Gifting allows each agent to give some of their reward to other agents. We employ a theoretical framework that captures the benefit of gifting in converging to the prosocial equilibrium by characterizing the equilibria's basins of attraction in a dynamical system. With gifting, we demonstrate increased convergence of high risk, general-sum coordination games to the prosocial equilibrium both via numerical analysis and experiments.

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Wang, Baoxiang. „Recurrent Existence Determination Through Policy Optimization“. In Twenty-Eighth International Joint Conference on Artificial Intelligence {IJCAI-19}. California: International Joint Conferences on Artificial Intelligence Organization, 2019. http://dx.doi.org/10.24963/ijcai.2019/507.

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Binary determination of the presence of objects is one of the problems where humans perform extraordinarily better than computer vision systems, in terms of both speed and preciseness. One of the possible reasons is that humans can skip most of the clutter and attend only on salient regions. Recurrent attention models (RAM) are the first computational models to imitate the way humans process images via the REINFORCE algorithm. Despite that RAM is originally designed for image recognition, we extend it and present recurrent existence determination, an attention-based mechanism to solve the existence determination. Our algorithm employs a novel $k$-maximum aggregation layer and a new reward mechanism to address the issue of delayed rewards, which would have caused the instability of the training process. The experimental analysis demonstrates significant efficiency and accuracy improvement over existing approaches, on both synthetic and real-world datasets.

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Herbert, Luke T., Zaza Hansen und Peter Jacobsen. „SBAT: A Stochastic BPMN Analysis Tool“. In ASME 2014 12th Biennial Conference on Engineering Systems Design and Analysis. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/esda2014-20437.

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This paper presents SBAT, a tool framework for the modelling and analysis of complex business workflows. SBAT is applied to analyse an example from the Danish baked goods industry. Based upon the Business Process Modelling and Notation (BPMN) language for business process modelling, we describe a formalised variant of this language extended to support the addition of intention preserving stochastic branching and parameterised reward annotations. Building on previous work, we detail the design of SBAT, a software tool which allows for the analysis of BPMN models. Within SBAT, properties of interest are specified using the temporal logic Probabilistic Computation Tree Logic (PCTL) and we employ stochastic model checking, by means of the model checker PRISM, to compute their exact values. We present a simplified example of a distributed stochastic system where we determine a reachability property and the value of associated rewards in states of interest for a real-world example from a case company in the Danish baked goods industry. The developments are presented in a generalised fashion to make them relevant to the general problem of implementing quantitative probabilistic model checking of graph-based process modelling languages. This paper contains three key elements: 1. SBAT description. 2. Case company description. 3. Using SBAT on the case company. The paper concludes by indicating SBAT’s practical applicability and suggests further research directions.

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Idrizovic, Adna. „"Effects of Reward System on Motivation of Employees in Small and Medium Enterprises (sme) in Federation of Bosnia and Herzegovina"“. In International Conference on Economic and Social Studies. International Burch University, 2017. http://dx.doi.org/10.14706/icesos172.

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Son, Ji-Hwan, und Hyo-Sung Ahn. „Fuzzy Reward-Based Cooperative Reinforcement Learning for Bio-Insect and Artificial Robot Interaction“. In ASME 2009 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2009. http://dx.doi.org/10.1115/detc2009-86689.

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In this paper, we address our on-going research that is for interaction between artificial robots and a bio-insect. The research motivation and research goal were introduced in [1]. In order to report a progress of this project, this paper contains advanced framework and simulation results. When we did experiments using real bio-insects, their movement showed a little randomness. For this reason, fuzzy logic is employed to drive the model-free bio-insect towards a desired point. The framework formulated in this paper is based on fuzzy reward system and fuzzy expertise measurement system. Fuzzy reward system uses three inputs and an output resulting in numerical value within −1 to 1. Fuzzy expertise measurement system is inspired by area of expertise. In area of expertise method, it uses expertise measurement equation for finding expert agent. Based on area of expertise method, our method uses three expertise measurements to calculate score of individual agent. Based on this score, agents can share their intelligences with weighted scores. Simulation results demonstrate the validity of the framework established in this research.

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Taban, Mohammad, Seidmehdi Veiseh und Yasan allah Poorashraf. „Investigating the Influence of Service Training, Reward System and Empowerment on Job Satisfaction and Organizational Commitment of the Employees of Ilam's Telecommunications Company“. In Sixth International Conference on Computer Science, Engineering and Applications. Academy & Industry Research Collaboration Center (AIRCC), 2016. http://dx.doi.org/10.5121/csit.2016.60213.

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Godre, Atishay, Alexander Nikolaev und Rahul Rai. „An Energy Consumption Rewards System to Incentivize Environmentally Conscious Social Behavior“. In ASME 2013 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/imece2013-63927.

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This paper outlines an idea of creatively incentivizing home-owners to conserve electricity through a socially competitive lottery-based rewards system. The core idea of this work is in leveraging the power of social network influence to make consumers participate and compete in a lottery so that the resulting engagement consistently enhances the population’s energy spending awareness. The potential value of such a system in generating energy and monetary savings/revenue is investigated via simulation of social influence processes in an agent based simulation framework. The study encompasses three analysis cases: a lottery system with no communication between consumers, a system with the added social influence, and a “fall-back” scenario where people may return to their old habits of not conserving electricity while still communicating among themselves. To model these analysis cases, a standard independent cascade model is employed with influence success thresholds varied between 1% and 10%. The paper concludes by summarizing the simulation results. Pertinent aspects such as generation of lottery prize money, and expected impact on energy savings is also discussed.

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Zheng, Guanjie, Hanyang Liu, Kai Xu und Zhenhui Li. „Objective-aware Traffic Simulation via Inverse Reinforcement Learning“. In Thirtieth International Joint Conference on Artificial Intelligence {IJCAI-21}. California: International Joint Conferences on Artificial Intelligence Organization, 2021. http://dx.doi.org/10.24963/ijcai.2021/519.

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Traffic simulators act as an essential component in the operating and planning of transportation systems. Conventional traffic simulators usually employ a calibrated physical car-following model to describe vehicles' behaviors and their interactions with traffic environment. However, there is no universal physical model that can accurately predict the pattern of vehicle's behaviors in different situations. A fixed physical model tends to be less effective in a complicated environment given the non-stationary nature of traffic dynamics. In this paper, we formulate traffic simulation as an inverse reinforcement learning problem, and propose a parameter sharing adversarial inverse reinforcement learning model for dynamics-robust simulation learning. Our proposed model is able to imitate a vehicle's trajectories in the real world while simultaneously recovering the reward function that reveals the vehicle's true objective which is invariant to different dynamics. Extensive experiments on synthetic and real-world datasets show the superior performance of our approach compared to state-of-the-art methods and its robustness to variant dynamics of traffic.

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Arias, Jesus E., Comas L. Haynes und Aklilu G. Giorges. „Resolving the Electrochemical Equations of a Solid Oxide Fuel Cell for Use in Transient Simulation and Integration Into Cyber-Physical Systems“. In ASME 2018 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/imece2018-87770.

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A major challenge with complex cyber-physical systems stems from long model computational time that creates a mismatch between the model system and the physical system. The numerical modeling of solid oxide fuel cells (SOFCs) presents particular challenges due to the highly coupled nature of the underlying equations and the multiphysics needed to fully resolve their behavior during a transient event. To this end current approaches revolve around splitting the computational efforts into resolving temperature effects and resolving electrochemical effects. Current methods employed for the transient simulation of an SOFC for implementation in the Hybrid Performance (HyPer) facility cyberphysical plant at the National Energy Technology Laboratory reveal a distinct need for accelerated results with a high degree of stability. To this aim, an investigation into the computational time for the code reveals that the underlying electrochemical algorithm takes an order of magnitude more time than its thermal counterpart and has a tendency to vary in terms of iteration time and as such a rework of the underlying system is proposed. The primary method for accelerated electrochemical algorithm solutions is to employ higher order root finding recipes for the resolution of the highly coupled electrochemical equations. This is done with the intention to reduce the overall number of subiterations necessary for resolving voltage, current density, and species concentration, properties of the fuel cell that are all directly coupled and require nested iterative approaches. The overall objective of this approach is an order of magnitude reduction in calculation time without sacrificing stability and increasing accuracy. Specific approaches involve using both bounded and unbounded techniques, such as the False Position method and the Secant method (or if applicable Newton-Raphson) respectively, the drawbacks being slower convergence for False Position and instability for the Secant or Newton-Raphson methods. Current preliminary results on simplified versions of the parent functions involved for electrochemical calculations indicate a reduction in computational steps by a factor of two for the secant method and a factor of three for Newton-Raphson. When implemented into new modified electrochemical algorithms, the results indicate a possible order of magnitude reduction in calculation time.

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Berichte der Organisationen zum Thema "Employee reward system"

Putriastuti, Massita Ayu Cindy, Vivi Fitriyanti und Muhammad Razin Abdullah. Leveraging the Potential of Crowdfunding for Financing Renewable Energy. Purnomo Yusgiantoro Center, Juni 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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