Journal articles on the topic 'Monetary and non-monetary incentives'
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Sittenthaler, Hanna M., and Alwine Mohnen. "Cash, non-cash, or mix? Gender matters! The impact of monetary, non-monetary, and mixed incentives on performance." Journal of Business Economics 90, no. 8 (June 17, 2020): 1253–84. http://dx.doi.org/10.1007/s11573-020-00992-0.
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Abstract Standard economic theory asserts that cash incentives are always better than non-cash ones, or at least not worse. This study employs a real effort experiment to analyze the impact of monetary, non-monetary, and a combination of monetary and non-monetary incentives on performance, where non-monetary incentives are defined as tangible incentives with market value. Our overall results suggest that there exists no significant difference in performance in response to monetary, non-monetary, and mixed incentives. However, gender-based differentiation reveals a different picture: the performances of men and women depend upon the type of incentive used. Whereas men’s performance is significantly higher in response to monetary incentives compared to non-monetary ones, women’s performance is significantly higher in response to non-monetary incentives. The gender differences in the effectiveness of monetary and non-monetary incentives do not seem to be triggered by the perceived attractiveness of the non-monetary incentives but rather by the differences between men and women in the feelings of appreciation and perceived performance pressure in a tournament setting. Therefore, our results indicate that gender differences must be considered when implementing incentives.
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Bird, Daniel, and Alexander Frug. "Dynamic Non-monetary Incentives." American Economic Journal: Microeconomics 11, no. 4 (November 1, 2019): 111–50. http://dx.doi.org/10.1257/mic.20170025.
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We study a principal-agent interaction where investments and rewards arrive stochastically over time and are privately observed by the agent. Investments (costly for the agent, beneficial for the principal) can be concealed by the agent. Rewards (beneficial for the agent, costly for the principal) can be forbidden by the principal. We ask how rewards should be used and which investments incentivized. We identify the unique optimal mechanism and analyze the dynamic investment and compensation policies. When all rewards are identical, the unique optimal way to provide incentives is by a “carte blanche” to pursue all rewards arriving in a predetermined time frame. (JEL D82, M52)
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Liu, Yuewen, and Juan Feng. "Does Money Talk? The Impact of Monetary Incentives on User-Generated Content Contributions." Information Systems Research 32, no. 2 (June 2021): 394–409. http://dx.doi.org/10.1287/isre.2020.0971.
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Many platforms use monetary incentives to encourage user-generated content (UGC) contributions. The empirical evidence, however, is contradictory: monetary incentives are shown to either increase or decrease contribution. We make the first attempt to build a unified theoretical model to understand the complex nature of the impact of monetary incentives. We consider contributors differentiated not only by their attitudes toward monetary incentives but also by their effectiveness to attract audience. We identify two scenarios where contributors can be crowded out when monetary incentives are present: (1) when a small amount of monetary incentive is introduced, the non–money-driven contributors reduce or even stop contributing (motivation crowding out); or (2) when the monetary incentive is relatively large, the high-effectiveness contributors crowd out the low-effectiveness ones (competition crowding out). As a result, an increase in the monetary incentive can either increase or decrease contributors’ participation and the total content volume contributed. Our results offer guidelines for different UGC platforms to design monetary incentive mechanisms.
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Erkal, Nisvan, Lata Gangadharan, and Boon Han Koh. "Monetary and non-monetary incentives in real-effort tournaments." European Economic Review 101 (January 2018): 528–45. http://dx.doi.org/10.1016/j.euroecorev.2017.10.021.
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Frey, Bruno S., and Jana Gallus. "Awards as non-monetary incentives." Evidence-based HRM: a Global Forum for Empirical Scholarship 4, no. 1 (April 4, 2016): 81–91. http://dx.doi.org/10.1108/ebhrm-05-2015-0016.
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Purpose – The purpose of this paper is to shed light on a widely used yet scarcely investigated form of incentive, awards. The paper seeks to explore, first, whether awards can be used to motivate higher performance in academia and volunteering, and second, how often and in what forms awards are in actual fact being used in the voluntary sector. Design/methodology/approach – The paper combines a theoretical analysis with various analytical methods, including a new matching technique, randomization in the field, and the survey approach. Findings – Awards have the potential to substantially increase performance, yet they are less frequently used in the Swiss voluntary sector than theory suggests. Research limitations/implications – The focus lies on awards in academia and the voluntary sector. Future research should investigate awards in other fields, e.g. the for-profit or the cultural sector. It should also assess their use in other countries to facilitate cross-country comparisons. The effects on non-recipients and the public at large are another area worth investigating. Practical implications – Practitioners are encouraged to consider awards as an important motivational instrument, which could be integrated more explicitly and more widely in the volunteer management systems of Swiss non-profit organizations. Originality/value – This contribution analyzes a widely used yet scarcely investigated form of incentive, awards. originality/value derives naturally from this observation.
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Daramola, Adedeji Adebola, and Lilian Daramola. "Does Monetary Incentives Have Stronger Influence on Workers' Productivity Other Than Any Form of Motivational Incentives?" International Journal of Business and Management Future 3, no. 2 (October 26, 2019): 38–45. http://dx.doi.org/10.46281/ijbmf.v3i2.416.
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An incentive is a reward given to a person to stimulate his or her actions to a desired direction. It has motivational powers and is widely utilized by small and large organizations to motivate employees. These incentives can either be monetary or non-monetary. The aim of this study is to find out whether monetary incentives has a stronger influence on workers productiveness other than any form of motivational incentives, using a case study of BORBDA. In order to achieve this, questionnaire was designed, processed and analyzed using Chi-Square. The study revealed that monetary incentives do not exert stronger influence on workers’ productivity than any other form of motivational factor. In view of this, money is not the only motivating factor that has stronger influence on workers’’ productivity, as there are other forms of motivational incentives for employees. The head of organization should look inward for better incentives to motivate their employees without necessarily using monetary incentives.
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Altakhaineh, Abdel Rahman Mitib, and Amani Badawi. "University Professors’ Attitudes toward Monetary and Non-monetary Research Incentives." International Journal of Learning in Higher Education 28, no. 2 (2021): 27–35. http://dx.doi.org/10.18848/2327-7955/cgp/v28i02/27-35.
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Chao, Matthew. "Intentions-Based Reciprocity to Monetary and Non-Monetary Gifts." Games 9, no. 4 (September 28, 2018): 74. http://dx.doi.org/10.3390/g9040074.
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Social preference models emphasize that perceived intentions motivate reciprocity. However, laboratory tests of this theory typically manipulate perceived intentions through changes in wealth resulting from a sacrifice in pay by another. There is little evidence on whether reciprocity occurs in response to perceived intentions alone, independent of concurrent changes in pay and giver sacrifice (and any associated guilt from that sacrifice). This paper addresses this gap in the literature by implementing a modified dictator game where gifts to dictators are possible, but where gift transactions are also stochastically prevented by nature. This leads to instances of observed gift-giving intentions that yield no sacrifice or change in outcomes. In addition, this study uses both monetary and non-monetary gifts; previous studies typically use only monetary incentives, even though real-world applications of this literature often involve non-monetary incentives such as business or marketing gifts. The results show that on average, dictators reciprocated strongly to just the intention to give a gift, and they also reciprocated similarly to both monetary and non-monetary gifts. These results are consistent with intentions-based models of social preferences and with much of the marketing literature on business gifts.
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Vinogradov, Dmitri, and Elena Shadrina. "Non-monetary incentives in online experiments." Economics Letters 119, no. 3 (June 2013): 306–10. http://dx.doi.org/10.1016/j.econlet.2013.03.014.
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Yu, Chenhao, Xiaoyan Li, Huigang Liang, Zhiruo Zhang, and Dong Fang. "The Effects of Monetary Incentives on Physicians’ Effort and Patient Satisfaction: Understanding the Links between Monetary Incentives and Physicians’ Effort." International Journal of Environmental Research and Public Health 19, no. 20 (October 11, 2022): 13075. http://dx.doi.org/10.3390/ijerph192013075.
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How monetary incentives promote physicians’ job performance in terms of patient satisfaction has been widely discussed. The incentive dilemma debate concerns whether monetary incentives reduce physicians’ intrinsic motivation at work and even lead to moral hazard. This study investigated monetary incentive policies in a hospital and analyzed how monetary incentives affect performance and behavior. By means of income composition grouping, a treatment group and control group were established, and the identification of the effect on performance was implemented using the difference-in-difference (DiD) method. The mechanism analysis was implemented using the event-study approach (ESA) and path analysis. The study found that (1) monetary incentives promote physicians to improve patient satisfaction, and the average effect is a two-point increment (p < 0.0001); (2) the effects are short-term; and (3) in contrast to many criticisms, the improvement in patient satisfaction was mainly from the effort in working during the monetary incentive policy. The results of this study contribute empirical evidence regarding the effects of monetary incentives and their mechanism and can help hospital management formulate incentive plans.
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Nakagawa, Maho, Mathieu Lefebvre, and Anne Stenger. "Long-lasting effects of incentives and social preference: A public goods experiment." PLOS ONE 17, no. 8 (August 25, 2022): e0273014. http://dx.doi.org/10.1371/journal.pone.0273014.
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This paper addresses the question of the effectiveness and permanence of temporary incentives to contribute to a public good. Using a common experimental framework, we investigate the effects of a recommendation that takes the form of an exhortative message to contribute, a monetary punishment and a non-monetary reward to sustain high levels of contributions. In particular, we shed light on the differential impact these mechanisms have on heterogeneous types of agents. The results show that all three incentives increase contributions compared to a pre-phase where there is no incentive. Monetary sanctions lead to the highest contributions, but a sudden drop in contributions is observed once the incentive to punish is removed. On the contrary, Recommendation leads to the lowest contributions but maintains a long-lasting impact in the Post-policy phase. In particular, it makes free-riders increase their contribution over time in the post-incentive phase. Finally, non-monetary reward backfires against those who are weakly conditional cooperators. Our findings emphasize the importance of designing and maintaining incentives not only for free-riders, but for strong and weak conditional cooperators as well, depending on characteristics of the incentives.
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Ilyana, Sariyatul, and Mahfud Sholihin. "The Effect of Incentives and Leadership Styles on Creative Performance." Journal of Indonesian Economy and Business 36, no. 1 (January 20, 2021): 14. http://dx.doi.org/10.22146/jieb.59893.
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Introduction/Main Objectives: This study investigates whether the type of incentives offered and leadership styles interact to affect creative performance. Background Problems: Creativity is highly needed by companies to survive in a volatile business environment. Prior research found that management control systems and the leadership style were able to stimulate creativity. It is still unclear which type of incentives and leadership styles are able to stimulate creativity. Therefore, this research proposes a research question, what kind of management control systems and leadership style can improve creative performance? Novelty: This research focuses on comparing monetary and non-monetary incentives, based on competition, to produce the most creative ideas, but empirical studies into the context of creativity are still limited. Furthermore, this study investigates two different leadership styles and it sheds light on the fact that the leadership styles needed in a creative environment differ from those styles used in a non-creative environment. Research Methods: This study was conducted using a 2x2 between subject experimental design with two incentive treatments (tournament and recognition) and two leadership style treatments (directive and empowering). Finding/Results: Consistent with Lourenco (2016), monetary incentives (including tournaments) and non-monetary incentives (recognition) are substitutive. Furthermore, the empowering leadership style leads to a greater creative performance than the directive style does. The results indicate that, in the condition of a tournament incentive, empowering leadership is able to produce a higher creative performance than directive leadership can. Conclusion: There is no significantly difference between the effect of monetary incentives and non-monetary incentives on creative performance. This study’s result is consistent with the situational leadership theory, certain types of leadership are appropriate for certain environmental conditions. For improved creative performance, employees need to be empowered because they need the authority and freedom to develop ideas. This study provides knowledge about the impact of incentives and leadership styles on creative performance. Furthermore, this study provides practical knowledge for companies on how to improve creativity in the work environment by using certain incentives and leadership styles.
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Al-Belushi, Fatma Yousuf, and Firdouse Rahman Khan. "IMPACT OF MONETARY INCENTIVES ON EMPLOYEE’S MOTIVATION: SHINAS COLLEGE OF TECHNOLOGY, OMAN - A CASE STUDY." International Journal of Management, Innovation & Entrepreneurial Research 3, no. 1 (April 30, 2017): 01. http://dx.doi.org/10.18510/ijmier.2017.311.
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PURPOSE The objective of the study is to investigate the impact of monetary incentives on the Shinas College of Technology employees’ motivation; to critically investigate the importance and the value of monetary incentives for the employees and also to critically examine which monetary incentive best suits and motivates the employees of Shinas College of Technology.METHODOLOGYThe study included samples of 130 employees from all the academic and non-academic staff of the college collected through a well-defined questionnaire. The data collection was done on a simple random sampling basis. FINDINGS The study reveals that the employees of Shinas College of Technology are motivated by salary and on duty allowance rather than the other monetary incentives/benefits.PRACTICAL IMPLICATIONS The study demonstrates that the monetary incentives have a direct impact on employees’ motivation and the attractive financial incentive will boost most of them to work hard.SOCIAL IMPLICATIONS The management of the selected college of study needs to identify the right kind of monetary incentive to their staff so that the employees will be highly motivated to put their best effort in completing their jobs which might, in turn, increase their loyalty towards the organization and their job satisfaction.ORIGINALITY/VALUE No study have examined the impact of monetary incentives and the motivational factors of the employees ever before, and it is a first-hand study of its kind.RESEARCH LIMITATIONS/IMPLICATIONS The study was restricted to the employees of the Shinaz College of Technology, Shinaz, Oman. The study could be extended to know the insight of the employees of similar institutions in Oman.
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Khdour, Naser, Omar Durrah, and Ashraf A’aqoulah. "The Role of Applying Total Quality Management in Improving Incentives: A Comparative Study between Jordanian and United Arab Emirate Hospitals." International Journal of Business and Management 11, no. 11 (October 26, 2016): 126. http://dx.doi.org/10.5539/ijbm.v11n11p126.
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<p>This study aims to identify the reality of a Total Quality Management (TQM) system and the level of its application on a sample of hospitals in Jordan and United Arab Emirates (UAE), together with determining the differences between both the Jordanian hospitals and UAE hospitals in their application of TQM. It also aims to identify the monetary and non-monetary incentives in hospitals, and to study the role of each dimension of various TQM dimensions on monetary and non-monetary incentives. A total of 160 questionnaires were distributed in six hospitals that were selected using a convenient sampling method. A total of 129 questionnaires were received, 74 of them were from Jordanian hospitals and 55 questionnaires were from UAEs hospitals. The participants were doctors, nurses, technicians, and administrators of six hospitals in Jordan and the UAE. An independent samples T-test and multiple regression analysis was used to test the hypotheses. The results showed that the application of TQM in both Jordanian and UAE hospitals was good, of a high level, and with a relative advantage for UAE hospitals. The results also showed that the incentives in Jordanian hospitals were generally better than those of the UAE hospitals, particularly in terms of the monetary incentives, while non-monetary incentives were the advantage for UAE hospitals. Moreover, it was found that only one dimension of the TQM dimensions, the participation of employees, had a significant effect on the monetary and non-monetary incentives in each of the Jordanian and the UAE hospitals (P value ≤ 0.05). While the rest of the dimensions of TQM (focus on the customer, continuous improvement, top management commitment, and teamwork) had no significant effect on both monetary and non-monetary incentives in both the Jordanian and the UAE hospitals.</p>
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Alase, Gbenga, and Tina Akinbo. "Employee Motivation and Job Performance: Empirical Evidence from Nigeria." Applied Journal of Economics, Management and Social Sciences 2, no. 2 (November 28, 2021): 16–23. http://dx.doi.org/10.53790/ajmss.v2i2.20.
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This study aims to establish whether there exists a link between employee motivation experiences and job performance. A descriptive research survey was adopted as 206 senior cadre employees of First Bank of Nigeria were sampled using cross-sectional data from a semi-structured questionnaire. The result revealed that both monetary (competitive salary, salary raise, allowances, bonuses, and percentage profit sharing) and non-monetary (job security, job training, career advancement opportunities, flexible working hours, and retirement benefits) motivational incentives have a significant positive correlation with employee job performance in study organization. Specifically, it was revealed that competitive salary (R= 0.809) is the leading monetary motivational factor as job security (R=0.835) tops the ranking for non-monetary motivational factors. It was recommended that study organization will have to employ a mix of both monetary and non-monetary incentives in driving higher performance. Findings also showed that female employees are more motivated by non-monetary incentives (58%) while male employees are more motivated by monetary incentives (61%). Therefore, management should be more strategic in implementing its yearly financial reward contest and public recognition as this will induce the employees to engage in work behaviour that drives higher-level performance.
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Abildtrup, Jens, Anne Stenger, Francis de Morogues, Philippe Polomé, Marieke Blondet, and Claude Michel. "Biodiversity Protection in Private Forests: PES Schemes, Institutions and Prosocial Behavior." Forests 12, no. 9 (September 14, 2021): 1241. http://dx.doi.org/10.3390/f12091241.
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The overall research question addresses the effectiveness of incentive mechanisms in poli -cies that enhance private forest owners’ biodiversity protection. In particular, the paper focuses on the link between forest owners’ motivations, incentives, and institutions, and questions the incentives of the current biodiversity protection policies. Our hypothesis is that the purely monetary nature of the incentives can cause a “crowding out effect”, i.e., forest owners may reduce their voluntary contribution to biodiversity protection that is driven by prosocial motivations (altruism, self-image, etc.). With this in mind, as well as the knowledge acquired via this project about forest owners’ motivations, we looked for the most effective combinations of “incentive mechanisms” (monetary and non-monetary) and “institutions” (national and local authorities, NGOs, etc.) to encourage forest owners to adopt biodiversity protection measures in their forests.
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Bucklin, Barbara R., and Alyce M. Dickinson. "Individual Monetary Incentives." Journal of Organizational Behavior Management 21, no. 3 (June 2001): 45–137. http://dx.doi.org/10.1300/j075v21n03_03.
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Feyisetan, Oluwaseyi, and Elena Simperl. "Beyond Monetary Incentives." ACM Transactions on Social Computing 2, no. 2 (October 3, 2019): 1–31. http://dx.doi.org/10.1145/3321700.
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Тутова, Анастасія Сергіївна. "ІНСТРУМЕНТИ ЕКОНОМІЧНОГО СТИМУЛЮВАННЯ ТОП-МЕНЕДЖЕРІВ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 137, no. 4 (December 5, 2019): 104–11. http://dx.doi.org/10.30857/2413-0117.2019.4.10.
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The article discusses the basic economic incentive tools for top managers along with offering their classification and revealing the nature of incentives for senior-level management. In modern realia, economic incentives apparently seem to be effective methods to motivate senior executives. It is argued that top managers are the most important elements in the company's human capital, their remuneration and creation of favorable environment is a specific type of investment within the overall structure of the company’s compensation and incentive plan. While designing an effective compensation strategy for personnel, it is critical to acknowledge that the effects from providing incentives for top managers are of higher value to the company’s performance than rewarding other employees. The performance appraisal framework to assess senior-level managers should include the criteria relating to the company’s overall performance as well as the indicators of their individual contributions, with a focus to attaining the company’s strategic goals. Given the above, it is suggested to classify economic incentive tools into monetary and non-monetary. The monetary incentives are additional financial bonuses that enhance the overall motivation policies for the company’s top managers. Non-monetary instruments contribute to boosting personal motivation in the work quality as well as the company economic security. Business owners, in turn, should make every effort to employ a range of economic incentives, in different combinations, scale and patterns to build an effective management system and unlock the capacity of senior executives.
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Akinina, Ksenia O., and Olga A. Rasskazova. "Features of Personnel Motivation and Incentivization in the Electric Power Industry." Vestnik Tomskogo gosudarstvennogo universiteta. Ekonomika, no. 55 (2021): 89–104. http://dx.doi.org/10.17223/19988648/55/6.
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The article discusses the role of human resources in the efficiency of an organization. Employees influence the result of the company’s activities and make the company competitive in the market. The authors consider incentives as part of the HR management system and analyze the relationships between an incentive scheme and labor productivity, an incentive scheme and staff turnover, an incentive scheme and competitiveness. The authors note the importance of the electric power industry in the economy of the Russian Federation, investigate the labor market in electrical engineering in St. Petersburg, and determine a range of problems. Incentives are classified into types. The incentive system of the enterprise includes material incentives and non-material incentives. Material incentives are divided into material monetary incentives and material non-monetary incentives. Material monetary incentives consist of basic wages and additional wages. Material non-monetary incentives are material benefits and rights, as well as non-monetary forms of remuneration. Features of material incentives in the industry are noted. Enterprises in the industry use a lot of material incentives. The study shows that the majority of workers in the electric power industry are satisfied with the material incentives. Non-material incentives consist of moral incentives, organizational incentives, and work time incentives. Systematic informing of staff, organization of corporate events, official recognition of achievements, and regulation of relationships in the team are moral incentives. Improving the quality of employees’ working life, managing an employee’s career, involving the team in the management process, and organizing labor competitions are organizational incentives. Provision of additional rest time, establishment of flexible working hours, and use of flexible forms of employment are work time incentives. Features of non-material incentives for personnel in the electric power industry are analyzed. Leading enterprises of the electric power industry use company websites to inform staff. Organization of corporate events is a common incentivization method at Russian enterprises. Sports activities are most effective for increasing productivity. Enterprises of the industry do not organize creative competitions, but such competitions are necessary for satisfying the need in the implementation of employees’ creative abilities. Official recognition of merit in the power industry is manifested in the placement of the best employees’ photos on the honor board and in the granting of awards. Relationships in the team are regulated by codes of corporate ethics. The results of a special assessment of jobs at enterprises of the industry demonstrate that there are no optimal working conditions in the electric power industry. Practice shows that the opportunity of career advancement depends on the scale of the enterprise: the larger the number of staff, the more ramified the management structure and the more opportunities for career advancement. Involvement of teams in the management is difficult due the large number of enterprises in the industry. Labor competitions for teams are organized, and they are very efficient for the industry. Enterprises do not give work time incentives. The authors make recommendations on how to use various incentives at enterprises of the energy industry and name the factors influencing the incentive system.
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Indriastuti, Clara Noviana Agustina, Adriana Marini Purwanto, and Theodorus Radja Ludji. "Pengaruh Insentif Keuangan dan Kompleksitas Tugas terhadap Kinerja: Sebuah Studi Eksperimen." Jurnal Akuntansi 12, no. 2 (October 27, 2020): 313–26. http://dx.doi.org/10.28932/jam.v12i2.2540.
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This study used a 2x2 between-subject experiment to examine the relationship between monetary incentives, task complexity and performance. Monetary incentives in this study were applied in two types, piece-rate and fixed-rate, while task complexity was varied in two categories, low and high. Participants’ performance was measured through the completion of tasks assigned. Results of this study indicates no effect of monetary incentive on performance, yet there is a significant effect of task complexity on performance where participants provided with tasks with low complexity showed a significantly higher performance than participants provided with tasks with high complexity. Furthermore, this study finds no interaction between monetary incentives and task complexity on performance. It is implied from this study that monetary incentives were not the main factors that contribute towards employees’ performance in the companies. Besides, task complexity is an important factor to be considered by firms, as it can influence their employees’ performance.
Keywords: Monetary Incentives, Task Complexity, Performance
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Safarpour, Alauna, Sarah Sunn Bush, and Jennifer Hadden. "Participation incentives in a survey of international non-profit professionals." Research & Politics 9, no. 3 (July 2022): 205316802211257. http://dx.doi.org/10.1177/20531680221125723.
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Elite surveys are increasingly common in political science, but how best to motivate participation in them remains poorly understood. This study compares the effect of three treatments designed to increase participation in an online survey of international non-profit professionals: a monetary reward, an altruistic appeal emphasizing the study’s benefits, and a promise to give the respondent access to the study’s results. Only the monetary incentive increased the survey response rate. It did not decrease response quality as measured in terms of straight-lining or skipped questions, although it may have produced a pool of respondents more likely to speed through the survey. The findings suggest that monetary incentives reduce total survey error even in the context of an elite survey, perhaps especially with elite populations frequently contacted by researchers. However, such incentives may not be without trade-offs in terms of how carefully respondents engage with the survey.
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Armstrong, J. Scott, and J. Thomas Yokum. "Effectiveness of monetary incentives." Industrial Marketing Management 23, no. 2 (April 1994): 133–36. http://dx.doi.org/10.1016/0019-8501(94)90014-0.
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Mitchell, A., and R. Michalczuk. "Monetary Incentives for Schizophrenia." Schizophrenia Bulletin 36, no. 1 (December 7, 2009): 24–25. http://dx.doi.org/10.1093/schbul/sbp140.
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Meloy, Margaret G., J. Edward Russo, and Elizabeth Gelfand Miller. "Monetary Incentives and Mood." Journal of Marketing Research 43, no. 2 (May 2006): 267–75. http://dx.doi.org/10.1509/jmkr.43.2.267.
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Hsieh, Fu-Shiung. "A Comparative Study of Several Metaheuristic Algorithms to Optimize Monetary Incentive in Ridesharing Systems." ISPRS International Journal of Geo-Information 9, no. 10 (October 8, 2020): 590. http://dx.doi.org/10.3390/ijgi9100590.
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The strong demand on human mobility leads to excessive numbers of cars and raises the problems of serious traffic congestion, large amounts of greenhouse gas emissions, air pollution and insufficient parking space in cities. Although ridesharing is a potential transport mode to solve the above problems through car-sharing, it is still not widely adopted. Most studies consider non-monetary incentive performance indices such as travel distance and successful matches in ridesharing systems. These performance indices fail to provide a strong incentive for ridesharing. The goal of this paper is to address this issue by proposing a monetary incentive performance indicator to improve the incentives for ridesharing. The objectives are to improve the incentive for ridesharing through a monetary incentive optimization problem formulation, development of a solution methodology and comparison of different solution algorithms. A non-linear integer programming optimization problem is formulated to optimize monetary incentive in ridesharing systems. Several discrete metaheuristic algorithms are developed to cope with computational complexity for solving the above problem. These include several discrete variants of particle swarm optimization algorithms, differential evolution algorithms and the firefly algorithm. The effectiveness of applying the above algorithms to solve the monetary incentive optimization problem is compared based on experimental results.
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Engle, Terry J., and James E. Hunton. "The Effects of Small Monetary Incentives on Response Quality and Rates in the Positive Confirmation of Account Receivable Balances (Retracted)." AUDITING: A Journal of Practice & Theory 20, no. 1 (March 1, 2001): 157–68. http://dx.doi.org/10.2308/aud.2001.20.1.157.
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The AICPA has indicated that the use of small monetary incentives might be an effective technique for improving confirmation response rates. A significant body of accounting and nonaccounting research supports the AICPA's position; however, studies in marketing and public opinion polling suggest that the quality of survey-based responses can either increase or decrease with the use of monetary incentives. Existing auditing research has not looked at the potential effect of monetary incentives on response quality in the context of confirming account receivable balances. This study was designed to investigate this important issue. In this field experiment, four large, independent newspaper organizations mailed a total of 7,200 trade accounts receivable confirmations. The experiment employed a three (no misstatement, understatement, and overstatement) by three (no incentive, quarter, and dollar) between-subjects, full-factorial design. Consistent with prior research, the use of monetary incentives improved response rates in all misstatement conditions and response quality was higher for overstated, when compared to understated, accounts. However, monetary incentives did not close the quality gap between overstated and understated accounts and, surprisingly, the use of incentives was associated with an overall decrease in response quality.
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Kusufi, Muhammad Syam, Frida Fanani Rohma, and Erfan Muhammad. "Pengaruh Horizon Skema Turnamen dan Frekuensi Publikasi Informasi Relatif Terhadap Kinerja Karyawan." Jurnal Kajian Akuntansi 4, no. 1 (July 18, 2020): 1. http://dx.doi.org/10.33603/jka.v4i1.3161.
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AbstractThe quality of human resources is one of primary keys to the success of company. Indicators of high-quality human resources can be reflected in improvements in employee performance. Stream of research has examined various efforts to encourage employee performance improvement, one of which is through the optimization of incentive schemes. This study investigates the effect of the tournament scheme horizon and the publication frequency of relative performance information on performance. This study uses an experimental method with a 3 x 2 factorial design between subjects. The horizontal scheme is manipulated into 3 (Hybrid vs. Repeated vs. Grand), while the frequency of publication of relative performance information is manipulated to 2 (high vs. low). The results of this study indicate that the tournament scheme horizon as a basis for monetary incentives is quite effective in driving performance improvement. In contrast, the publication frequency of relative performance information as an effort to compare social conditions and not as a basis for monetary incentives is not strong enough to trigger performance improvements. As a rational economic man, the attempt to pursue incentives can prove to be a trigger for efforts to drive performance improvements that are greater than the pursuit of non-monetary incentives.Keywords: Employee performance; Monetary; Non-monetary; Publication frequency of relative performance information; Tournament Abstrak Kualitas sumber daya manusia merupakan salah satu kunci utama suksesnya perusahaan. Indikator dari tingginya kualitas sumber daya manusia dapat tercermin dari peningkatan kinerja karyawan. Perkembangan penelitian telah mengkaji beragam upaya untuk mendorong peningkatan kinerja karyawan salah satunya melalui optimalisasi skema insentif. Penelitian ini menginvestigasi pengaruh horizon skema turnamen dan frekuensi publikasi informasi kinerja relatif terhadap kinerja. Penelitian ini menggunakan metode eksperimen dengan desain faktorial 3 x 2 antar-subjek. Horizon skema turmanen dimanipulasi menjadi 3 (Hibrida vs. Berganda vs. Tunggal) sementara frekuensi publikasi informasi kinerja relatif dimanipulasi menjadi 2 (tinggi vs. rendah). Hasil penelitian ini menunjukkan bahwa horizon skema turnamen sebagai dasar insentif moneter cukup efektif mendorong peningkatkan kinerja. Sementara frekuensi publikasi informasi kinerja relatif sebagai upaya perbadingan kondisi secara sosial dan tidak sebagai dasar pemberian insentif moneter, tidak cukup kuat memicu peningkatan kinerja. Sebagai manusia ekonomi yang rasional upaya untuk mengejar insentif terbukti dapat menjadi pemicu usaha untuk mendorong peningkatan kinerja yang lebih besar daripada upaya pengejaran insentif non-moneter.Kata kunci: Informasi kinerja relative; Kinerja karyawan; Moneter; Non-moneter; Turnamen
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Ponta, Linda, Francesco Delfino, and Gian Cainarca. "The Role of Monetary Incentives: Bonus and/or Stimulus." Administrative Sciences 10, no. 1 (February 5, 2020): 8. http://dx.doi.org/10.3390/admsci10010008.
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In this paper, the role of the monetary incentives in the employee performance is investigated in the context of Public Administration (PA). In particular, the distribution of monetary incentives among the employees based on the position held, is compared with a merit approach which tends to recognize and reward individual contributions. Starting from a questionnaire, the informal network, which ignores the vertical relation among supervisor and employees, is created and a Centrality Index, based on the employee connections, has been defined and used to proxy the performance of employees. The main goals of the paper are to understand if the two mechanisms of monetary incentive distribution affect the employee performance, to analyze the variables that influence the employee performance, and therefore to identify the role of monetary incentives. The linear regression methodology has been chosen as a tool of analysis. Results show that the distribution of monetary incentives according to merit criteria rewards the employee performance and has positive effects on the employee performance in the short term.
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OSWALD, Dr RUDAHIGWA. "FACTORS AFFECTING JOB SATISFACTION AMONG SECONDARY SCHOOL TEACHERS IN RWANDA." International Journal of Social Sciences and Management Review 05, no. 04 (2022): 26–46. http://dx.doi.org/10.37602/ijssmr.2022.5403.
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The purpose of this study was to determine the factors affecting the job satisfaction of teachers in secondary schools in Rwanda. The selected demographic factor, monetary incentives, and non-monetary incentives as independent variables were studied to if they influence the job satisfaction of secondary school teachers as the dependent variables. Statistical findings revealed a significant correlation at the level of 0.01of the relationship between the demographic factors and job satisfaction among secondary school teachers with various variables such as age, gender, and qualification fully involved in job satisfaction among secondary school teachers with a coefficient of 0.837. Monetary incentives were ranked as an important factor towards job satisfaction, the results indicated that there was a number of significance strong positive correlation between variables where factors like salary, taking up more responsibilities and boosting their social status, Bonuses, Contests, Profit Sharing, with coefficient 0.868, 0.854, 0.849, 0.835 respectively. Lastly, the study finds that non-monetary incentives play a significant role in the perception of the employee regarding the reward climate in the workplace and job satisfaction indicated by the nature of the job, interpersonal relationships, and additional life insurance with a coefficient of 0.868, 0.854, and 0.849 respectively. It is concluded that in the secondary school context of Rwanda; demographic factors, monetary incentives, and non-monetary incentives are much necessary for high employee engagement and have a positive impact on job satisfaction among secondary school teachers. The study recommended that School managers need to create a working environment with good interpersonal relationships and provide secondary school teachers with workshops, training, positive relationships with the principal, students and parents need to be nurtured and improved, and seminars on how to improve on their profession. Teachers’ salaries should be reviewed to enhance teachers’ job satisfaction.
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Banerjee, Prasenjit, Rupayan Pal, Ada Wossink, and James Asher. "Heterogeneity in Farmers’ Social Preferences and the Design of Green Payment Schemes." Environmental and Resource Economics 78, no. 2 (January 25, 2021): 201–26. http://dx.doi.org/10.1007/s10640-020-00529-7.
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AbstractWe examine how social preferences affect the workings of voluntary green payment schemes and show that a regulator could use facilitation services along with a social reward to generate better ecological outcome at less cost by exploiting a farmer’s social preferences to gain a green social-image/reputation. To motivate our model, we first present the results of an incentivized elicitation survey in Scotland which shows that there is a social norm of biodiversity protection on private land among farmers. Moreover, the results of a discrete choice experiment reveal that farmers are willing to give up economic rents for more publicity of their conservation activities; this confirms the relevance of reputational gain in the context of green payment schemes. Our model assumes two types of farmers, green and brown, with a green farmer taking more biodiversity protection actions than a brown farmer. We design a menu of contracts that offers both monetary incentives and non-monetary incentives (a facilitation service with social reward) to induce both type of farmers to join the scheme and to exert first-best levels (i.e., symmetric information levels) of action. Results show that under asymmetric information the regulator can implement the symmetric information equilibrium levels of biodiversity protection actions with only non-monetary incentives for the green farmer and only monetary incentives for the brown farmer. This implies that a regulator can ensure better environmental outcomes, at a lower cost, by exploiting farmers’ social preferences and by offering non-monetary incentives.
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Konhäusner, Peter, Maria Margarita Cabrera Frias, and Dan-Cristian Dabija. "Monetary Incentivization of Crowds by Platforms." Információs Társadalom 21, no. 2 (June 1, 2021): 97. http://dx.doi.org/10.22503/inftars.xxi.2021.2.7.
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The platform industry is currently on the rise, and with so many platforms, acquiring users and getting them to engage can be challenging. To address this, many platforms are relying on crowdfunding, network effects and incentives, including monetary incentives. But what techniques are platforms using to monetarily incentivize their crowd? Although the study of platform dynamics has been on the rise, including research on crowdsourcing, network effects and incentivization, there is no present research being done on the methods being implemented by platforms to use monetary incentives on their crowd. This paper uses an inductive empirical method based on grounded theory, with data gathered from 15 different platforms that are known to be using a monetary incentivization method, to analyze and categorize the different strategies used by platforms and their marketing objectives. This paper presents useful information to assist managers to make the right decisions regarding monetary incentives and for fostering the potential of their crowd.
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Bigoni, Maria, Margherita Fort, Mattia Nardotto, and Tommaso G. Reggiani. "Cooperation or Competition? A Field Experiment on Non-monetary Learning Incentives." B.E. Journal of Economic Analysis & Policy 15, no. 4 (October 1, 2015): 1753–92. http://dx.doi.org/10.1515/bejeap-2014-0109.
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Abstract We assess the effect of two antithetic non-monetary incentive schemes based on grading rules on students’ effort, using experimental data. We randomly assigned students to a tournament scheme that fosters competition between paired up students, a cooperative scheme that promotes information sharing and collaboration between students and a baseline treatment in which students can neither compete nor cooperate. In line with theoretical predictions, we find that competition induces higher effort with respect to cooperation, whereas cooperation does not increase effort with respect to the baseline treatment. Nonetheless, we find a strong gender effect since this result holds only for men while women do not react to this type of non-monetary incentives.
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Ströbel, Tim, Christopher Maier, and Herbert Woratschek. "How to reduce turnover intention in team sports? Effect of organizational support on turnover intention of professional team sports athletes." Sport, Business and Management: An International Journal 8, no. 2 (May 14, 2018): 98–117. http://dx.doi.org/10.1108/sbm-05-2017-0032.
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Purpose Turnover of employees is a key challenge for companies. The same is true for sports clubs that must set appropriate incentives to decrease their athletes’ turnover intention. As salary caps and team budgets restrict monetary incentives, the purpose of this paper is to investigate the effect of organizational support on turnover intention of professional team sports athletes. Design/methodology/approach The paper applies a combined approach of qualitative and quantitative research and considers the specific requirements of European professional team sports. First, a qualitative study investigates organizational support in team sports and identifies relevant non-monetary incentives. Second, a quantitative study tests the effects of the identified organizational support incentives on turnover intention using a unique data set of professional team sports athletes. Third, a moderation analysis measures possible effects of age. Findings Through the qualitative study, three relevant non-monetary incentives could be identified in the context of professional team sports: integration of family (IOF), second career support, and private problem support. The subsequent quantitative study of football, ice hockey and handball athletes assesses the effectiveness of the identified incentives. All three incentives negatively influence athletes’ turnover intention, while IOF has a substantially stronger negative effect on turnover intention for younger athletes. Originality/value The findings indicate the importance of organizational support to decrease athletes’ turnover intention. Although money is relevant, sports clubs also need to address non-monetary incentives to decrease their athletes’ turnover intention.
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He, Zhenhong, Dandan Zhang, Nils Muhlert, and Rebecca Elliott. "Neural substrates for anticipation and consumption of social and monetary incentives in depression." Social Cognitive and Affective Neuroscience 14, no. 8 (August 2019): 815–26. http://dx.doi.org/10.1093/scan/nsz061.
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Abstract Depression has been reliably associated with abnormalities in the neural representation of reward and loss. However, most studies have focused on monetary incentives; fewer studies have considered neural representation of social incentives. A direct comparison of non-social and social incentives within the same study would establish whether responses to the different incentives are differentially affected in depression. The functional magnetic resonance imaging study presented here investigated the neural activity of individuals with subthreshold depression (SD) and healthy controls (HCs) while they participated in an incentive delay task offering two types of reward (monetary gain vs social approval) and loss (monetary loss vs social disapproval). Compared to HCs, individuals with SD showed increased subgenual anterior cingulate cortex (sgACC) activity during anticipation of social loss, whereas the response in the putamen was decreased during consumption of social gain. Individuals with SD also exhibited diminished insula responses in consuming social loss. Furthermore, positive connectivity between the insula and ventral lateral pre-frontal cortex (VLPFC) was observed in individuals with SD while negative connectivity was found in HCs when consuming social loss. These results demonstrate neural alterations in individuals with depression, specific to the processing of social incentives, mainly characterised by dysfunction within the ‘social pain network’ (sgACC, insula and VLPFC).
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Proshkin, B. G., and I. P. Povarich. "On the Issue of Material Non-Monetary Work Incentives." Soviet Sociology 25, no. 4 (April 1987): 77–90. http://dx.doi.org/10.2753/sor1061-0154250477.
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Komarnytskyi, I. М., and O. М. Hurman. "Potential of non-monetary incentives of service economy employees." Entrepreneurship and Trade, no. 25 (2019): 60–69. http://dx.doi.org/10.36477/2522-1256-2019-25-08.
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Sorauren, Ignacio Falgueras. "Non-Monetary Incentives: Do People Work Only for Money?" Business Ethics Quarterly 10, no. 4 (October 2000): 925–44. http://dx.doi.org/10.2307/3857840.
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Abstract:The paper explores the problem of motivation in organizations. This problem arises because people may prefer to pursue their own interest instead of the firm’s common goals (the two underlying forces in any organization). First, the most representative economic proposals to motivate people are studied and summarized. The study leads us to the conclusion that those proposals do not mitigate the conflict of interests, because they do not make people pursue the common goals. To solve the problem, the common elements of the firm must be promoted. In order to be really “common,” those elements must be composed of “non-material” goods, which are the only perfectly shareable ones. They motivate workers by attracting their internal faculties, making the job more interesting and appealing, and providing it with a meaning. Finally, these considerations imply that a richer model of human motivation must be developed in order to reach more comprehensive conclusions.
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Ponomarev, A. V. "Tagging Public Event Images based on Non-Monetary Incentives." Informatsionno-upravliaiushchie sistemy (Information and Control Systems) 3, no. 88 (July 2017): 105–14. http://dx.doi.org/10.15217/issn1684-8853.2017.3.105.
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Riener, Gerhard, and Valentin Wagner. "On the design of non-monetary incentives in schools." Education Economics 27, no. 3 (March 4, 2019): 223–40. http://dx.doi.org/10.1080/09645292.2019.1586835.
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Lourenço, Sofia M. "Monetary Incentives, Feedback, and Recognition—Complements or Substitutes? Evidence from a Field Experiment in a Retail Services Company." Accounting Review 91, no. 1 (May 1, 2015): 279–97. http://dx.doi.org/10.2308/accr-51148.
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ABSTRACT This study investigates the performance effects of the combined use of three reinforcers, or incentive motivators, commonly used by companies: monetary incentives, feedback, and recognition. Using a field experiment in a retail services company, I test whether these incentives, which appeal to diverse motivation mechanisms—tangible payoffs, self-regulation, and social esteem—and, hence, have different utilities, are complements or substitutes. The results of the hard performance data collected, in the form of a ratio of sales relative to goals, show that monetary incentives and recognition are substitutes, while feedback is independent of the other incentives. The negative interaction between monetary incentives and recognition is evidence of crowding out between tangible payoffs and social esteem motivations. Individually, these two incentives have a positive impact on performance of about 13 percentage points, which corresponds to a 32.5 percent performance increase. Feedback interactions and main effects are not statistically significant, which suggests that, in this setting, providing feedback in the form of knowledge of results has no impact.
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Shapran, Vitaliy. "Monetary incentives and fiscal policy mutual influence." VUZF Review 6, no. 4 (December 27, 2021): 180–86. http://dx.doi.org/10.38188/2534-9228.21.4.21.
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The article considers the problems and practice of using the tools of monetary and fiscal stimulation of the economy. The main problems of the application of monetary instruments in practice in emerging markets are identified. The author paid special attention to the definition of classical monetary policy instruments and their role in economic growth in emerging markets. Critical assessment of the role of monetary policy instruments in stimulating economic growth is based on the practice of central banks in emerging markets. Recommendations for the analysis of the efficiency of monetary transmission are given. Problems of efficiency of application of fiscal stimulus instruments in emerging markets are raised. The mechanisms of the dependence between fiscal and monetary policies and the strengthening of such dependence in the case of a significant informal sector of the economy and an underdeveloped financial market are demonstrated. The author not only points out the need for coordination in choosing between monetary and fiscal policy but also advocates the idea of having an independent arbitrator between monetary and fiscal authorities in developing countries. The article also focuses on the analyzing algorithm of the use of monetary policy instruments for economic growth effectiveness. The conclusions made in the article will be especially useful for those who are interested in the issue of optimal choice between monetary and fiscal instruments to stimulate economic development in emerging markets.
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Bastian, Chris, Larry VanTassell, Karen Williams, Dale Menkhaus, and Larry Held. "Active Learning with Monetary Incentives." Review of Agricultural Economics 19, no. 2 (1997): 475. http://dx.doi.org/10.2307/1349754.
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Locke, Edwin A. "Linking goals to monetary incentives." Academy of Management Perspectives 18, no. 4 (November 2004): 130–33. http://dx.doi.org/10.5465/ame.2004.15268732.
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Wright, Patrick M. "Goal Setting and Monetary Incentives." Compensation & Benefits Review 26, no. 3 (June 1994): 41–49. http://dx.doi.org/10.1177/088636879402600308.
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Dwibedi, Lalan. "Employee Motivation in Private Schools of Birgunj Metropolitan City." Dristikon: A Multidisciplinary Journal 10, no. 1 (December 31, 2020): 157–68. http://dx.doi.org/10.3126/dristikon.v10i1.34553.
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The paper aims to find out which motivational factors can effectively increase employee motivation, to know whether the delivered incentives are sufficient or not and also to know effect of incentives in their performance. Motivation and its influence on organizational performance has always remained highly researched area and have gone through many discussions and repetitions. In this research both exploratory and descriptive research design used to explore employee motivation issues in schools of Birgunj Metropolitan city. Data was collected through Questionnaire and content analysis. It is revealed that motivating factors and motivational packages has positive impact on employee motivation in private schools. The responses of this paper were analyzed and found that monetary and non-monetary both incentives are active tools to motivate workforce. Good salary and allowances have been used as monetary motivators, while, good working environment, freedom to work and recognition as non-monetary motivator. This study has recommended that promotion system of the career development is desired to satisfy and motivate the employee. Moreover, the work appreciation should craft the feeling that they are value for the organization.
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Zhang, Xumin, and Hayk Khachatryan. "Investigating Monetary Incentives for Environmentally Friendly Residential Landscapes." Water 12, no. 11 (October 28, 2020): 3023. http://dx.doi.org/10.3390/w12113023.
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State and local governments develop policies that promote environmentally friendly landscaping practices with the goal to mitigate adverse environmental impacts from heavily maintained residential lawns. One of the mechanisms to achieve low-input landscaping practices in the urban environment is to promote the conversion of monoculture turfgrass lawns into partial turfgrass, low-input landscapes. Rebate incentives are used as an instrument to encourage the adoption of such landscapes. This study investigates the effects of households’ monetary incentive requirement on households’ preferences and willingness to pay for low-input landscapes. The discrete choice experiment method was used to analyze responses from households categorized into low, medium, and high incentive requirement groups. The results show that rebate incentives may have significant positive effects on individuals’ intentions to adopt low-input landscapes. Participants with low incentive requirement were willing to pay more for environmentally friendly attributes, compared with their counterparts in the medium and high incentive requirement groups. Practical implications for relevant stakeholders are discussed.
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Pharr, Steven W., Randall M. Stuefen, and Molly Wilber. "The Effects Of Non-Monetary Incentives Upon Survey Refusal Tendencies Of The Affluent Consumer Population." Journal of Applied Business Research (JABR) 6, no. 3 (October 21, 2011): 88. http://dx.doi.org/10.19030/jabr.v6i3.6294.
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This study examined the refusal to respond phenomenon in survey research. The effects of various non-monetary incentives upon response rates of upscale consumers were tested. High value probabilistic and low value reward incentives were administered, in conjunction with a control group. Chi Square analysis indicated a significant difference between response rates for the control and probabilistic executions. These results suggest that the high value probabilistic incentive actually decrease response rates in the affluent population.
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Tooley, Melissa S. "Incentives and Rates of Return for Travel Sur veys." Transportation Research Record: Journal of the Transportation Research Board 1551, no. 1 (January 1996): 67–73. http://dx.doi.org/10.1177/0361198196155100109.
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In recent years, lower rates of return for household-based travel surveys have become a reality. It may be difficult to collect enough data for effective transportation planning. Various incentive methods have been used to induce survey recipients to participate fully. Incentive methods will be described (along with other factors affecting rates of return), and their apparent effect on rates of return discussed. It appears that monetary incentives sent with survey materials are most effective in increasing return rates; nonmonetary incentives offered with survey packets are somewhat less effective. The data are inconclusive regarding monetary and nonmonetary incentives offered as a reward upon completion of surveys.
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Jing, Dong, Yu Jin, and Jianwei Liu. "The Impact of Monetary Incentives on Physician Prosocial Behavior in Online Medical Consulting Platforms: Evidence From China." Journal of Medical Internet Research 21, no. 7 (July 26, 2019): e14685. http://dx.doi.org/10.2196/14685.
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Background In online medical consulting platforms, physicians can get both economic and social returns by offering online medical services, such as answering questions or sharing health care knowledge with patients. Physicians’ online prosocial behavior could bring many benefits to the health care industry. Monetary incentives could encourage physicians to engage more in online medical communities. However, little research has studied the impact of monetary incentives on physician prosocial behavior and the heterogeneity of this effect. Objective This study aims to explore the effects of monetary incentives on physician prosocial behavior and investigate the moderation effects of self-recognition and recognition from others of physician competence. Methods This study was a fixed-effect specification-regression model based on a difference-in-differences design with robust standard errors clustered at the physician level using monthly panel data. It included 26,543 physicians in 3851 hospitals over 133 months (November 2006-December 2017) from a leading online health care platform in China. We used the pricing strategy of physicians and satisfaction levels to measure their own and patients’ degree of recognition, respectively. Physicians’ prosocial behavior was measured by free services offered. Results The introduction of monetary incentives had a positive effect on physician prosocial behavior (β=1.057, P<.01). Higher self-recognition and others’ recognition level of physician competence increased this promotion effect (γ=0.275, P<.01 and γ=0.325, P<.01). Conclusions This study explored the positive effect of the introduction of monetary incentives on physician prosocial behavior. We found this effect was enhanced for physicians with a high level of self-recognition and others’ recognition of their competence. We provide evidence of the effect of monetary incentives on physicians’ prosocial behaviors in the telemedicine markets and insight for relevant stakeholders into how to design an effective incentive mechanism to improve physicians’ prosocial engagements.