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Momanyi, George O., Maureen A. Adoyo, Eunice M. Mwangi, and Dennis O. Mokua. "Strengthening Strategic Reward Framework in Health Systems: A Survey of Narok County, Kenya." Global Journal of Health Science 9, no. 1 (May 19, 2016): 181. http://dx.doi.org/10.5539/gjhs.v9n1p181.
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BACKGROUND: Rewards are used to strengthen good behavior among employees based on the general assumption that rewards motivate staff to improve organizational productivity. However, the extent to which rewards influence motivation among health workers (HWs) has limited information that is useful to human resources (HRs) instruments. This study assessed the influence of rewards on motivation among HWs in Narok County, Kenya. METHODS: This was a cross-sectional study done in two sub-counties of Narok County. Data on the rewards availability, rewards perceptions and influence of rewards on performance, as well as motivation level of the HWs, was collected using a self-administered questionnaire with HWs. SPSS version 21 was used to analyze descriptive statistics, and factor analysis and multivariate regression using Eigen vectors was used to assess the relationship between the reward intervention and HWs’ motivation.RESULTS: A majority of HWs 175 (73.8%) had not received a reward for good performance. Only 3 (4.8%) of the respondents who received rewards were not motivated by the reward they received. Overall, reward significantly predicted general motivation (p-value = 0.009).CONCLUSION: In Narok County, the HR’s instruments have not utilized the reward system known to motivate employees. In the study area, hard work was not acknowledged and rewarded accordingly. In addition, there were not sufficient opportunities for promotion in the county. An increased level of reward has the potential to motivate HWs to perform better. Therefore, providing rewards to employees to increase motivation is a strategy that the Narok County health system and its HR management should utilize.
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Ma, Rayna. "Advantages and Disadvantages of Tangible Reward Systems." SHS Web of Conferences 180 (2023): 02007. http://dx.doi.org/10.1051/shsconf/202318002007.
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The tangible reward system is defined as the use of material and symbolic rewards to influence students’ behaviors. Tangible rewards are widely used in all education systems and have been researched from multiple aspects. However, investigations on the impact of tangible reward systems revealed controversial results. This article summarizes studies that support and oppose the ongoing debate on whether teachers should use tangible reward systems in classrooms. Previous publications on the impact of the tangible reward system on students from kindergarten to undergraduates were analyzed. The findings were compared on different conditions such as grade levels, countries and regions, and the views of parents, teachers, and students. Literatures indicated that the tangible reward system could be used by teachers to an extent for young students or unmotivated classes only as an initial guide to lead students toward adequate learning behavior and self-motivation. Several suggestions were proposed on how to effectively use tangible rewards in the classroom.
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Grohn, Jan, Urs Schüffelgen, Franz-Xaver Neubert, Alessandro Bongioanni, Lennart Verhagen, Jerome Sallet, Nils Kolling, and Matthew F. S. Rushworth. "Multiple systems in macaques for tracking prediction errors and other types of surprise." PLOS Biology 18, no. 10 (October 30, 2020): e3000899. http://dx.doi.org/10.1371/journal.pbio.3000899.
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Animals learn from the past to make predictions. These predictions are adjusted after prediction errors, i.e., after surprising events. Generally, most reward prediction errors models learn the average expected amount of reward. However, here we demonstrate the existence of distinct mechanisms for detecting other types of surprising events. Six macaques learned to respond to visual stimuli to receive varying amounts of juice rewards. Most trials ended with the delivery of either 1 or 3 juice drops so that animals learned to expect 2 juice drops on average even though instances of precisely 2 drops were rare. To encourage learning, we also included sessions during which the ratio between 1 and 3 drops changed. Additionally, in all sessions, the stimulus sometimes appeared in an unexpected location. Thus, 3 types of surprising events could occur: reward amount surprise (i.e., a scalar reward prediction error), rare reward surprise, and visuospatial surprise. Importantly, we can dissociate scalar reward prediction errors—rewards that deviated from the average reward amount expected—and rare reward events—rewards that accorded with the average reward expectation but that rarely occurred. We linked each type of surprise to a distinct pattern of neural activity using functional magnetic resonance imaging. Activity in the vicinity of the dopaminergic midbrain only reflected surprise about the amount of reward. Lateral prefrontal cortex had a more general role in detecting surprising events. Posterior lateral orbitofrontal cortex specifically detected rare reward events regardless of whether they followed average reward amount expectations, but only in learnable reward environments.
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Rajalingham, Rishi, Richard Greg Stacey, Georgios Tsoulfas, and Sam Musallam. "Modulation of neural activity by reward in medial intraparietal cortex is sensitive to temporal sequence of reward." Journal of Neurophysiology 112, no. 7 (October 1, 2014): 1775–89. http://dx.doi.org/10.1152/jn.00533.2012.
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To restore movements to paralyzed patients, neural prosthetic systems must accurately decode patients' intentions from neural signals. Despite significant advancements, current systems are unable to restore complex movements. Decoding reward-related signals from the medial intraparietal area (MIP) could enhance prosthetic performance. However, the dynamics of reward sensitivity in MIP is not known. Furthermore, reward-related modulation in premotor areas has been attributed to behavioral confounds. Here we investigated the stability of reward encoding in MIP by assessing the effect of reward history on reward sensitivity. We recorded from neurons in MIP while monkeys performed a delayed-reach task under two reward schedules. In the variable schedule, an equal number of small- and large-rewards trials were randomly interleaved. In the constant schedule, one reward size was delivered for a block of trials. The memory period firing rate of most neurons in response to identical rewards varied according to schedule. Using systems identification tools, we attributed the schedule sensitivity to the dependence of neural activity on the history of reward. We did not find schedule-dependent behavioral changes, suggesting that reward modulates neural activity in MIP. Neural discrimination between rewards was less in the variable than in the constant schedule, degrading our ability to decode reach target and reward simultaneously. The effect of schedule was mitigated by adding Haar wavelet coefficients to the decoding model. This raises the possibility of multiple encoding schemes at different timescales and reinforces the potential utility of reward information for prosthetic performance.
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Haryanto, Hanny, Umi Rosyidah, Acun Kardianawati, Erna Zuni Astuti, Erlin Dolphina, and Ronny Haryanto. "Fuzzy Smart Reward for Serious Game Activity Design." Scientific Journal of Informatics 10, no. 3 (July 11, 2023): 271–86. http://dx.doi.org/10.15294/sji.v10i3.44051.
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Purpose: Serious game has been widely considered to be a potential learning tool, due to its main advantage to provide a fun experience in learning. The experience is supported mainly by in-game activities, where feedback is given in the form of rewards. However, rewards often don't work well due to various factors, for example, rewards are always the same, so they are monotonous. We use Appreciative Learning as underlying concept for activity design and fuzzy logic to create the reward behavior, called Fuzzy Smart Reward.Methods: We use Appreciative Learning as underlying concept for activity design and fuzzy logic to create the reward behavior. Appreciative Learning activities consists of Discovery, Dream, Design and Destiny. We propose fuzzy-based smart reward for those activities. The smart reward takes player achievement in each activity as input for the fuzzy inference system and give the dynamic reward as output.Result: A game prototype is developed as a test subject. The result shows that the smart reward could dynamically adjust the reward based on game conditions and player performance. Test conducted using Game Experience Questionnaire get the score 3.3 out of 4.Novelty: There aren't many studies on dynamic rewards in structured reward systems; the majority of studies remove dynamic rewards from reward systems. In our research, a "smart reward" is a dynamic reward in a structured reward system that is created using artificial intelligence and is based on activities for appreciative learning. The use of Fuzzy Logic for structured reward behavior is also very rare.
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Lewis, Mark E., and Martin L. Puterman. "A note on bias optimality in controlled queueing systems." Journal of Applied Probability 37, no. 01 (March 2000): 300–305. http://dx.doi.org/10.1017/s002190020001545x.
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The use ofbias optimalityto distinguish among gain optimal policies was recently studied by Haviv and Puterman [1] and extended in Lewiset al.[2]. In [1], upon arrival to anM/M/1 queue, customers offer the gatekeeper a rewardR. If accepted, the gatekeeper immediately receives the reward, but is charged a holding cost,c(s), depending on the number of customers in the system. The gatekeeper, whose objective is to ‘maximize’ rewards, must decide whether to admit the customer. If the customer is accepted, the customer joins the queue and awaits service. Haviv and Puterman [1] showed there can be only two Markovian, stationary, deterministic gain optimal policies and that only the policy which uses thelargercontrol limit is bias optimal. This showed the usefulness of bias optimality to distinguish between gain optimal policies. In the same paper, they conjectured that if the gatekeeper receives the reward uponcompletionof a job instead of upon entry, the bias optimal policy will be the lower control limit. This note confirms that conjecture.
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Javed, Aisha, and Noor Muhammad. "Teachers Perceptions about Reward Systems in Classroom." Journal of Education and Social Studies 2, no. 2 (August 27, 2021): 59–62. http://dx.doi.org/10.52223/jess.20212204.
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A Reward system is used to influence the people in any organization. In education, teachers are used rewards to influence students learning outcomes. Therefore, the present study was conducted to find out the teacher's perceptions about rewards in the classroom. All the teachers of the public primary school of district Toba Tek Singh were considered for the population of the study. A questionnaire was used as a research tool for collecting the opinion of respondents, including a five-point rating scale. A total of 200 teachers (100 male and 100 female) were selected as a sample from 100 public primary schools in Toba Tek Singh. Data were analyzed using SPSS (Statistical Package of Social Sciences) through t-test, mean and standard deviation. It was concluded that most of the teachers agreed that reward encourages the students to move forward. It was also proved that the rewards system was significantly better towards learner’s achievement. It was also confirmed that most teachers improved their performance regarding their rewards system; therefore, it had a positive impact on achieving the targeted objectives.
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Brosi, Prisca, Matthias Spörrle, Isabell M. Welpe, and Jason D. Shaw. "Evaluations of One’s Own and Others’ Financial Rewards." Journal of Personnel Psychology 12, no. 3 (January 2013): 105–14. http://dx.doi.org/10.1027/1866-5888/a000083.
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Previous research indicates that trait positive affectivity (PA) directly and indirectly influences individuals’ evaluations of reward sizes. However, research shows conflicting results on the direction of PA’s moderating influence. Furthermore, past studies fail to differentiate evaluations of one’s own rewards versus rewards for others, which is particularly important as reward systems are designed from a third-person perspective. Our experimental design confirms PA’s direct and moderating effects on the evaluation of one’s own rewards, finding stronger positive relationship for small-to-moderate rewards but weaker positive relationship for moderate-to-large rewards. These evaluation processes further show that individuals high (low) in PA perceive their own rewards as being larger (smaller) than rewards for others. The discussion addresses the implications for designing reward systems in organizations.
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Zong, Silu. "Parents’ Perception of Using Tangible Reward Systems at Compulsory Schools in China." Journal of Education, Humanities and Social Sciences 10 (April 5, 2023): 139–45. http://dx.doi.org/10.54097/ehss.v10i.6904.
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With the establishment of the two-child and three-child policies in China, parents pay more attention to kids' education. Many countries support using tangible reward systems in educational institutions, and this situation is prevalent in Chinese schools, especially for young-age students. In this experiment, the author collected perceptions about using tangible reward systems in compulsory schools from Chinese parents who have at least one child currently studying in a compulsory school in China. The author summarized parents' thoughts about the expected advantages and disadvantages of using tangible rewards from other studies. A majority of parents supported using tangible reward systems at school. They somewhat or strongly agree with those advantages, such as improving children's self-esteem, collective sense of honor, and independent learning ability. Most of them did not think this kind of system could bring a significantly negative impact on children, such as undermining students' intrinsic motivation. However, a large number of parents agreed that tangible rewards could make students more working for external rewards. In conclusion, most participants still believe in the benefits of tangible reward systems and will also feel happy when their children obtain those rewards from school.
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Schultz, Wolfram. "Predictive Reward Signal of Dopamine Neurons." Journal of Neurophysiology 80, no. 1 (July 1, 1998): 1–27. http://dx.doi.org/10.1152/jn.1998.80.1.1.
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Schultz, Wolfram. Predictive reward signal of dopamine neurons. J. Neurophysiol. 80: 1–27, 1998. The effects of lesions, receptor blocking, electrical self-stimulation, and drugs of abuse suggest that midbrain dopamine systems are involved in processing reward information and learning approach behavior. Most dopamine neurons show phasic activations after primary liquid and food rewards and conditioned, reward-predicting visual and auditory stimuli. They show biphasic, activation-depression responses after stimuli that resemble reward-predicting stimuli or are novel or particularly salient. However, only few phasic activations follow aversive stimuli. Thus dopamine neurons label environmental stimuli with appetitive value, predict and detect rewards and signal alerting and motivating events. By failing to discriminate between different rewards, dopamine neurons appear to emit an alerting message about the surprising presence or absence of rewards. All responses to rewards and reward-predicting stimuli depend on event predictability. Dopamine neurons are activated by rewarding events that are better than predicted, remain uninfluenced by events that are as good as predicted, and are depressed by events that are worse than predicted. By signaling rewards according to a prediction error, dopamine responses have the formal characteristics of a teaching signal postulated by reinforcement learning theories. Dopamine responses transfer during learning from primary rewards to reward-predicting stimuli. This may contribute to neuronal mechanisms underlying the retrograde action of rewards, one of the main puzzles in reinforcement learning. The impulse response releases a short pulse of dopamine onto many dendrites, thus broadcasting a rather global reinforcement signal to postsynaptic neurons. This signal may improve approach behavior by providing advance reward information before the behavior occurs, and may contribute to learning by modifying synaptic transmission. The dopamine reward signal is supplemented by activity in neurons in striatum, frontal cortex, and amygdala, which process specific reward information but do not emit a global reward prediction error signal. A cooperation between the different reward signals may assure the use of specific rewards for selectively reinforcing behaviors. Among the other projection systems, noradrenaline neurons predominantly serve attentional mechanisms and nucleus basalis neurons code rewards heterogeneously. Cerebellar climbing fibers signal errors in motor performance or errors in the prediction of aversive events to cerebellar Purkinje cells. Most deficits following dopamine-depleting lesions are not easily explained by a defective reward signal but may reflect the absence of a general enabling function of tonic levels of extracellular dopamine. Thus dopamine systems may have two functions, the phasic transmission of reward information and the tonic enabling of postsynaptic neurons.
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Cwibi, Mzukisi. "What do hotel managers think of employee rewards? An exploration of five-star hotels in Cape Town." International Conference on Tourism Research 6, no. 1 (May 26, 2023): 462–69. http://dx.doi.org/10.34190/ictr.6.1.1292.
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Reward systems are important tools that management can use to motivate employees; the main objective of organizations in awarding rewards is to attract and retain efficient, productive, and motivated employees. However, there is no evidence available regarding managers' perceptions of employee rewards in five-star hotels in Cape Town. Therefore, this study aims to explore the perceptions of five-star hotel managers about the reward systems offered to employees. Further, this paper attempts to explore the influence and impact of the covid-19 pandemic on the employee reward systems offered at five-star hotels. A total of 14 interviews were conducted with managers working in four selected five-star hotels. The study used semi-structured interviews to collect qualitative data. The data were analysed using Creswell’s six steps. The study's findings indicate that managers offered distinct types of rewards to their employees, including extrinsic and intrinsic rewards. Managers revealed that extrinsic rewards, specifically money, are the most preferred rewards. The study revealed that the impact of the Covid-19 pandemic led to hotels adjusting their employee reward systems to offer less extrinsic rewards and more intrinsic rewards. This paper concludes by recommending strategies to hotel management for enhancing the type of rewards offered to employees and offering utilisation of effective intrinsic rewards. This is to ensure that employees increase their value towards intrinsic rewards as much as they value extrinsic rewards Implications for future research are also presented.
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PRIYANKA, SAI, and DR K. SASIREKHA. "A STUDY ON STRATEGIC REWARD SYSTEM OF EMPLOYEES WITH REFERENCE TO IT SECTOR." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 01 (January 25, 2024): 1–10. http://dx.doi.org/10.55041/ijsrem28319.
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Companies must grow to be more strategic if they are to carry on and do well in the current business situation. Functional and unit strategies must be aligned with overall company strategy to enhance organizational effectiveness. In this respect, strategic reward systems are vital to ensuring desired employee behaviours and enhanced company performance. This project reviews strategic reward systems and examines rewards. It outlines the employee’s strategic compensation and recognition programs and discusses implications for management. Companies for reaching higher goals and development use motivation. Motivation is a complex phenomenon which is influenced by individual, cultural, ethnic and historical factors. Some methods are suggested to increase employee performance. Rewards and incentives are probably among the most popular ones. So, organizations use reward systems and strategies to motivate their employees and to increase their performance. The aim of this study is to investigate how reward systems and organizational incentives influence employees.
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He, Liuyi, Jifeng Luo, Yisong Tang, Zhiyan Wu, and Han Zhang. "Motivating User-Generated Content: The Unintended Consequences of Incentive Thresholds." MIS Quarterly 47, no. 3 (June 1, 2022): 1015–44. http://dx.doi.org/10.25300/misq/2022/17369.
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While monetary rewards have been widely used by online platforms to motivate user-generated content (UGC) contributions, users may not always demonstrate the expected behaviors. Unintended consequences of reward policies, exemplified by unchanged or reduced UGC contributions, may occur. Through two natural experiments, this study investigates the implications of providing users with an incentive structure that rewards users’ continued contribution according to the volume of UGC. Using a unique data set on two completion-contingent incentive programs from a popular online aesthetic medicine platform, we examine user responses to reward thresholds. We found that after users reach a threshold to obtain a monetary reward, they are less likely to continue contributing UGC, suggesting a minimal-effort effect. Our findings indicate that social approval from peers helps to mitigate unintended user responses to monetary reward policies. We also observed that monetary rewards primarily improve the quality and website traffic of low- to moderate-quality contributions.
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Serhan, Carole, Wissam Salloum, and Nader Abdo. "How reward systems affect team performance in banks: evidence from the Middle East and North Africa (MENA) region." Team Performance Management: An International Journal 27, no. 5/6 (August 3, 2021): 446–65. http://dx.doi.org/10.1108/tpm-03-2021-0022.
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Purpose The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment. Design/methodology/approach Data was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region. Findings The analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention. Originality/value This study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.
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Diao, Liuting, Wenping Li, Wenhao Chang, and Qingguo Ma. "Reward Modulates Unconsciously Triggered Adaptive Control Processes." i-Perception 13, no. 1 (January 2022): 204166952110738. http://dx.doi.org/10.1177/20416695211073819.
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Adaptive control (e.g., conflict adaptation) refers to dynamic adjustments of cognitive control processes in goal-directed behavior, which can be influenced by incentive rewards. Recently, accumulating evidence has shown that adaptive control processes can operate in the absence of conscious awareness, raising the question as to whether reward can affect unconsciously triggered adaptive control processes. Two experiments were conducted to address the question. In Experiment 1, participants performed a masked flanker-like priming task manipulated with high- and low-value performance-contingent rewards presented at the block level. In this experiment conflict awareness was manipulated by masking the conflict-inducing stimulus, and high- or low-value rewards were presented at the beginning of each block, and participants earned the reward contingent upon their responses in each trial. We observed a great conflict adaptation for high-value rewards in both conscious and unconscious conflict tasks, indicating reward-induced enhancements of consciously and unconsciously triggered adaptive control processes. Crucially, this effect still existed when controlling the stimulus-response repetitions in a rewarded masked Stroop-like priming task in Experiment 2. The results endorse the proposition that reward modulates unconsciously triggered adaptive control to conflict, suggesting that individuals may enable rewarding stimuli to dynamically regulate concurrent control processes based on previous conflict experience, regardless of whether the previous conflict was experienced consciously.
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Robertson, Shelley, Stacey Baror, and Hein Venter. "Metaverse: Virtual Currencies as a Mechanism for Employee Engagement and Retention." International Conference on Cyber Warfare and Security 19, no. 1 (March 21, 2024): 289–98. http://dx.doi.org/10.34190/iccws.19.1.2033.
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Virtual currencies, including cryptocurrencies and non-fungible tokens (NFT’s), are increasingly used as rewards in virtual environments. Traditional reward systems have been effective in improving employee satisfaction and retention but with the shift to hybrid or remote work post-COVID-19, organisations need adapted reward systems. However, the problem of this research is that it’s unclear how virtual currencies can be effectively utilised as a reward system, in the Metaverse, and their impact on employee motivation and engagement. This study explores this by reviewing literature, analysing reward mechanisms, and proposing a conceptual model to evaluate the feasibility of such a reward system. The study considers factors like social comparison and loss aversion as well as rewards known to boost motivation and engagement. The flexibility of virtual currencies for conversion or exchange into rewards offers numerous possibilities, with specific reward choices left to organisations’ discretion. This study offers promise to organisations seeking to retain and motivate their employees, ultimately contributing to increased productivity. In turn, employees can benefit from improved job satisfaction and reduced work-related pressures. The study’s conclusion assesses the usefulness of this research and outlines potential areas for future research.
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Duru, Innocent U., Millicent Adanne Eze, Abubakar Yusuf, Akpan Aaron Udo, and Abubakar Sadiq Saleh. "Effect of reward systems on workers' performance at the university of Abuja." Asian Journal of Social Sciences and Management Studies 10, no. 1 (January 3, 2023): 9–18. http://dx.doi.org/10.20448/ajssms.v10i1.4391.
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This study examined the effect of reward systems on workers' performance at the University of Abuja. It utilized descriptive and inferential statistics on a sample of 337 workers’ derived from 2145 workers through the random sampling technique. The results showed that employees are contented with the recognition accorded to them for executing good works, supervisors are open to assist or direct employees, supervisors encourage the ideas of employees’ and their styles of accomplishing things, supervisors’ expectations from employees in terms of job done are unclear to them and promotions and pay increases depend on the attainment of known performance goals exerted a positive effect on workers’ performance. However, this university does not automatically reward good performance, exceptional incentives and rewards are provided by management to all employees and the process of performance appraisal is connected to the reward system had a negative impact on workers' performance. The study recommends that the University of Abuja management should ensure that rewards are based on merit and matched with performance to inspire workers to perform optimally. In addition, reward management practices on rewards for good performance, promotions going to people that deserve them and celebration of excellent service should be reviewed and strengthened.
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Blaukopf, Clare L., and Gregory J. DiGirolamo. "Reward, Context, and Human Behaviour." Scientific World JOURNAL 7 (2007): 626–40. http://dx.doi.org/10.1100/tsw.2007.122.
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Animal models of reward processing have revealed an extensive network of brain areas that process different aspects of reward, from expectation and prediction to calculation of relative value. These results have been confirmed and extended in human neuroimaging to encompass secondary rewards more unique to humans, such as money. The majority of the extant literature covers the brain areas associated with rewards whilst neglecting analysis of the actual behaviours that these rewards generate. This review strives to redress this imbalance by illustrating the importance of looking at the behavioural outcome of rewards and the context in which they are produced. Following a brief review of the literature of reward-related activity in the brain, we examine the effect of reward context on actions. These studies reveal how the presence of reward vs. rewardandpunishment, or being conscious vs. unconscious of reward-related actions, differentially influence behaviour. The latter finding is of particular importance given the extent to which animal models are used in understanding the reward systems of the human mind. It is clear that further studies are needed to learn about the human reaction to reward in its entirety, including any distinctions between conscious and unconscious behaviours. We propose that studies of reward entail a measure of the animal's (human or nonhuman) knowledge of the reward and knowledge of its own behavioural outcome to achieve that reward.
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Yang, Lusi, Zhiyi Wang, and Jungpil Hahn. "Scarcity Strategy in Crowdfunding: An Empirical Exploration of Reward Limits." Information Systems Research 31, no. 4 (December 2020): 1107–31. http://dx.doi.org/10.1287/isre.2020.0934.
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Scarcity-based marketing strategy has been prevalently implemented in reward-based crowdfunding in the form of reward limits, whereby campaign creators restrict the number of backers for each reward tier. This study uncovers the effect of reward limits on eventual and concurrent funding performance. Specifically, we performed campaign-level and campaign day–level analyses on a unique data set from a dominant crowdfunding platform. At the campaign level, we determined that setting reward limits at the beginning of a campaign is beneficial, with the number of limited reward tiers exerting an inverted-U-shaped relationship with campaign performance. Further exploration of different forms of reward limits suggests that the scarcity effects largely originate from limited edition and price discount rewards. At the campaign day level, we determined that incorporating new limited edition rewards is helpful for attracting new contributions, whereas depleted price discount rewards will demotivate subsequent contributions. In addition, the goal-directed mechanism in crowdfunding plays an influential role in shaping scarcity effects. Our findings highlight the importance of considering backer-as-consumer needs in crowdfunding campaign design and the dynamics of campaign attribute changes in the fundraising process. Our findings also provide important practical implications for platform operators, campaign creators, and marketers.
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Dr. Puttam Lavanya, Dr. Tavva Varalakshmi, and Goka Sruthi. "Effectiveness of Reward System on the Employee’s Performance." International Research Journal on Advanced Engineering and Management (IRJAEM) 2, no. 05 (May 31, 2024): 1666–69. http://dx.doi.org/10.47392/irjaem.2024.0237.
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Reward system plays a vital role in the organization. The rewards may be monetary or non-monetary helps the organization to retain its employees in the organization for longer time. Effective reward systems help to achieve organizational goals, improves employee satisfaction. The study explains about: monetary rewards on employee performance, employee recognition programs on employee performance, promotion policies or schemes on employee performance. Historically different studies have proven that reward systems can improve the employee performance. Present study consists of Sample size 200 respondents, selected by using simple random sampling technique. The research design is empirical which included both qualitative and quantitative data. The data is primary, well-structured questionnaires are prepared some part of secondary data is also used for references. (Depth analysis) The study needs to be identified the relationship between monetary reward system and employe performance, with respect to employee satisfaction and retention.
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Caudill, Helene L., and Constance D. Porter. "An Historical Perspective of Reward Systems: Lessons Learned from the Scientific Management Era." International Journal of Human Resource Studies 4, no. 4 (December 1, 2014): 127. http://dx.doi.org/10.5296/ijhrs.v4i4.6605.
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This paper reveals how similar the reward systems prevalent during the scientific management era are to the rewards systems in use today. Systems popular today, such as profit sharing, gain sharing, skill/knowledge-based pay, merit-based pay/pay for performance, and variable-based pay, were also advocated during the reign of scientific management. The ideas expressed by several key scientific management contributors, including Frederick W. Taylor, Henry L. Gantt, Harrington Emerson, and Frank B and Lillian M. Gilbreth, are detailed. These ideas are compared and contrasted with existing reward systems and their underlying premises. In addition, the lessons learned from the scientific management era as they relate to reward system philosophies of today are presented.
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Pradhan, Gopal Man. "Impact of Reward Systems on Employee Performance of Service Sector Institutions in Nepal." Batuk 8, no. 2 (July 28, 2022): 1–13. http://dx.doi.org/10.3126/batuk.v8i2.47008.
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Reward management in an organization helps to motivate and retain employees at work. It is an important element of human resource management. It is the process of creating, implementing and controlling an effective reward system in the organization that helps to maintain and improve organizational performance. It emphasizes the strategic purposes of attracting, motivating and retaining employees. Human resources are said to be the human capital that can play significant role for improving competitive advantage and sustaining business activities of all the organizations including financial institutions. This study attempts to analyze the impact of reward systems on employee performance of service oriented institutions of Nepal. Opinion on rewards in terms of salary, bonus, promotion, empowerment, achievement, appreciation, and employee performance from 395 employees of service sector institutions working at managerial, officer and assistant levels are taken into account. Pearson and Spearman Rho Correlation are used to find out the correlation between reward system and employee performance where multiple regression is used to analyze the impact of reward systems on employee performance. The study concluded that reward systems have positive correlation and impact of employee performance of service sector institutions of Nepal.
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Sulistiasih, S., and Widodo Widodo. "How do learning organisation and reward system affect lecturers’ innovative work behaviour?" Cypriot Journal of Educational Sciences 17, no. 9 (September 30, 2022): 3490–502. http://dx.doi.org/10.18844/cjes.v17i9.8088.
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Innovative work behaviour (IWB) is essential for the survival of individuals and organisations. Therefore, this research examines IWB based on learning organisation, reward systems, and job involvement perspectives. It also proves job involvement’s role in mediating learning organisation and reward systems on IWB. A quantitative approach was adopted with a causal design, and questionnaires were administered to 230 lecturers of private universities in Indonesia to collect data. The result of path analysis showed that learning organisation, reward system, and job involvement significantly affects IWB. Job involvement also mediates the relationship between the learning organisation and rewards system with IWB. Therefore, a new model that learning organisation and reward system affects IWB mediated by job involvement is confirmed. IWB can be improved through learning organisation and reward system with the support of job involvement.
Keywords: learning organisation, reward system, job involvement, innovative work behaviour, lecturer.
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Cissell, Michael J. "Designing Effective Reward Systems." Compensation & Benefits Review 19, no. 6 (December 1987): 49–55. http://dx.doi.org/10.1177/088636878701900605.
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Ledford, Gerald E. "Designing Nimble Reward Systems." Compensation & Benefits Review 27, no. 4 (August 1995): 46–54. http://dx.doi.org/10.1177/088636879502700408.
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Roesset, Jose M., and James T. P. Yao. "Engineering Faculty Reward Systems." Journal of Professional Issues in Engineering Education and Practice 128, no. 3 (July 2002): 95–98. http://dx.doi.org/10.1061/(asce)1052-3928(2002)128:3(95).
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Keevan, Richard J. "Automating manual reward systems." Computers & Industrial Engineering 13, no. 1-4 (January 1987): 78–82. http://dx.doi.org/10.1016/0360-8352(87)90055-6.
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Lunde, Joyce Povlacs, and Leverne A. Barrett. "Decentralized/departmental reward systems." New Directions for Teaching and Learning 1996, no. 65 (1996): 93–98. http://dx.doi.org/10.1002/tl.37219966516.
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Pikitda, Bulus. "Assessment of Technical and Supporting Staff Reward Systems during COVID-19 Pandemic in Jos University Teaching Hospital (JUTH), Plateau State, Nigeria." TEXILA INTERNATIONAL JOURNAL OF MANAGEMENT 7, no. 2 (August 30, 2021): 71–83. http://dx.doi.org/10.21522/tijmg.2015.07.02.art008.
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The aim of this study was to assess the reward system for technical and supporting staff in Jos University Teaching Hospital (JUTH) in Plateau State. The study was guided by two objectives and one hypothesis. The study used a descriptive design approach, while a self-developed structured questionnaire titled Covid-19 Pandemic and Reward System Questionnaire (CARS-Q). The data were analyzed using simple percentages, mean rating standard deviation, and independent t-statistics. The results revealed that covid-19 allowances, access to palliatives, provision of personal protective equipment, payment of salaries, provision of relevant information, and staff training were the types of reward systems provided to technical and supporting staff of JUTH during the covid-19 Pandemic. It was also fund that these rewards were not distributed to the staff equally. The results indicated that the technical staff were better rewarded during the Pandemic than the supporting staff. The study concluded that there were differences in the reward system provided to technical and supporting staff of JUTH during the covid-19 Pandemic. The study recommended amongst others that the government and management of JUTH should ensure that both technical and supporting staff are rewarded equally during a pandemic so as to enhance their level of efficiency in service delivery, government and management of the Hospitals should make provision for equality in the payment of covid-19 allowances, insurance benefits and overtime allowances for staff of JUTH during a pandemic and that the hospital should provide flexible working opportunities for the staff for maximum performance.
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Beal, Brian. "Stress of underworked and overpaid." Human Resource Management International Digest 24, no. 6 (August 8, 2016): 18–20. http://dx.doi.org/10.1108/hrmid-05-2016-0075.
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Purpose Frequent absences from work can be highly disruptive, while also potentially indicating problematic working conditions that can lead to increased withdrawal behavior. The purpose of this paper is to test the predictive capability of an expanded effort-reward imbalance model on employee absenteeism within the context of policing. Design/methodology/approach Three separate reward systems are identified by the effort-reward imbalance model. In this study, the authors assessed these individual components for their contribution to officer withdrawal behavior in the form of absenteeism frequency. Data were gathered from officers within a large Australian police agency. Findings Findings indicate that there was a strong influence of social rewards, such as social support and recognition in the workplace on officer absenteeism rates. Low workload was associated with a higher frequency of absenteeism, suggesting a potential underloading effect. There were a number of significant interactions providing support for the effort-reward imbalance mechanism and the separation of the reward construct. Security rewards were particularly influential and significantly moderated the relationship between effort and absenteeism. Originality/value This paper considers an expanded model of worker strain and contributes a longitudinal assessment of the association between perceived effort and reward systems and worker absenteeism.
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Balakrishnan, Avinash, Djallel Bouneffouf, Nicholas Mattei, and Francesca Rossi. "Incorporating Behavioral Constraints in Online AI Systems." Proceedings of the AAAI Conference on Artificial Intelligence 33 (July 17, 2019): 3–11. http://dx.doi.org/10.1609/aaai.v33i01.33013.
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AI systems that learn through reward feedback about the actions they take are increasingly deployed in domains that have significant impact on our daily life. However, in many cases the online rewards should not be the only guiding criteria, as there are additional constraints and/or priorities imposed by regulations, values, preferences, or ethical principles. We detail a novel online agent that learns a set of behavioral constraints by observation and uses these learned constraints as a guide when making decisions in an online setting while still being reactive to reward feedback. To define this agent, we propose to adopt a novel extension to the classical contextual multi-armed bandit setting and we provide a new algorithm called Behavior Constrained Thompson Sampling (BCTS) that allows for online learning while obeying exogenous constraints. Our agent learns a constrained policy that implements the observed behavioral constraints demonstrated by a teacher agent, and then uses this constrained policy to guide the reward-based online exploration and exploitation. We characterize the upper bound on the expected regret of the contextual bandit algorithm that underlies our agent and provide a case study with real world data in two application domains. Our experiments show that the designed agent is able to act within the set of behavior constraints without significantly degrading its overall reward performance.
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Allisey, Amanda, John Rodwell, and Andrew Noblet. "An application of an extended effort-reward imbalance model to police absenteeism behaviour." Personnel Review 45, no. 4 (June 6, 2016): 663–80. http://dx.doi.org/10.1108/pr-06-2014-0125.
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Purpose – Frequent absences from work can be highly disruptive, whilst also potentially indicating problematic working conditions that can lead to increased withdrawal behaviour. The purpose of this paper is to test the predictive capability of an expanded effort-reward imbalance model on employee absenteeism within the context of policing. Design/methodology/approach – Three separate reward systems are identified by the effort-reward imbalance model. In this study, the authors assessed these individual components for their contribution to officer withdrawal behaviour in the form of absenteeism frequency. Data were gathered from a sample of operational officers (n=553) within a large Australian police agency. Findings – Findings indicate that there was a strong influence of social rewards such as social support and recognition in the workplace on officer absenteeism rates. Low workload was associated with a higher frequency of absenteeism suggesting a potential underloading effect. There were a number of significant interactions providing support for the effort-reward imbalance mechanism and the separation of the reward construct. Security rewards were particularly influential and significantly moderated the relationship between effort and absenteeism. Research limitations/implications – Differential effects of occupational rewards were identified in the study, indicating that there are significant opportunities for expansion of the effort-reward imbalance model along with opportunities for HRM practitioners in terms of employee recognition and remuneration programmes. This research was focused on a specific sample of operational officers, therefore should be expanded to include multiple occupational groups. Originality/value – This paper considers and expanded model of worker strain and contributes a longitudinal assessment of the association between perceived effort and reward systems and worker absenteeism.
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Ibrahim, Mariam, and Ruba Elhafiz. "Security Analysis of Cyber-Physical Systems Using Reinforcement Learning." Sensors 23, no. 3 (February 2, 2023): 1634. http://dx.doi.org/10.3390/s23031634.
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Future engineering systems with new capabilities that far exceed today’s levels of autonomy, functionality, usability, dependability, and cyber security are predicted to be designed and developed using cyber-physical systems (CPSs). In this paper, the security of CPSs is investigated through a case study of a smart grid by using a reinforcement learning (RL) augmented attack graph to effectively highlight the subsystems’ weaknesses. In particular, the state action reward state action (SARSA) RL technique is used, in which the agent is taken to be the attacker, and an attack graph created for the system is built to resemble the environment. SARSA uses rewards and penalties to identify the worst-case attack scenario; with the most cumulative reward, an attacker may carry out the most harm to the system with the fewest available actions. Results showed successfully the worst-case attack scenario with a total reward of 26.9 and identified the most severely damaged subsystems.
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Atrazhev, Peter, and Petr Musilek. "It’s All about Reward: Contrasting Joint Rewards and Individual Reward in Centralized Learning Decentralized Execution Algorithms." Systems 11, no. 4 (March 30, 2023): 180. http://dx.doi.org/10.3390/systems11040180.
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This paper addresses the issue of choosing an appropriate reward function in multi-agent reinforcement learning. The traditional approach of using joint rewards for team performance is questioned due to a lack of theoretical backing. The authors explore the impact of changing the reward function from joint to individual on learning centralized decentralized execution algorithms in a Level-Based Foraging environment. Empirical results reveal that individual rewards contain more variance, but may have less bias compared to joint rewards. The findings show that different algorithms are affected differently, with value factorization methods and PPO-based methods taking advantage of the increased variance to achieve better performance. This study sheds light on the importance of considering the choice of a reward function and its impact on multi-agent reinforcement learning systems.
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Proper, Scott, and Kagan Tumer. "Multiagent Learning with a Noisy Global Reward Signal." Proceedings of the AAAI Conference on Artificial Intelligence 27, no. 1 (June 30, 2013): 826–32. http://dx.doi.org/10.1609/aaai.v27i1.8580.
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Scaling multiagent reinforcement learning to domains with many agents is a complex problem. In particular, multiagent credit assignment becomes a key issue as the system size increases. Some multiagent systems suffer from a global reward signal that is very noisy or difficult to analyze. This makes deriving a learnable local reward signal very difficult. Difference rewards (a particular instance of reward shaping) have been used to alleviate this concern, but they remain difficult to compute in many domains. In this paper we present an approach to modeling the global reward using function approximation that allows the quick computation of local rewards. We demonstrate how this model can result in significant improvements in behavior for three congestion problems: a multiagent ``bar problem'', a complex simulation of the United States airspace, and a generic air traffic domain. We show how the model of the global reward may be either learned on- or off-line using either linear functions or neural networks. For the bar problem, we show an increase in reward of nearly 200% over learning using the global reward directly. For the air traffic problem, we show a decrease in costs of 25% over learning using the global reward directly.
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Lleras, A., and B. Levinthal. "Attention ignores rewards when feature-reward mappings are uncertain." Journal of Vision 10, no. 7 (August 3, 2010): 259. http://dx.doi.org/10.1167/10.7.259.
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Zhi, Dapeng, Peixin Wang, Cheng Chen, and Min Zhang. "Robustness Verification of Deep Reinforcement Learning Based Control Systems Using Reward Martingales." Proceedings of the AAAI Conference on Artificial Intelligence 38, no. 18 (March 24, 2024): 19992–20000. http://dx.doi.org/10.1609/aaai.v38i18.29976.
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Deep Reinforcement Learning (DRL) has gained prominence as an effective approach for control systems. However, its practical deployment is impeded by state perturbations that can severely impact system performance. Addressing this critical challenge requires robustness verification about system performance, which involves tackling two quantitative questions: (i) how to establish guaranteed bounds for expected cumulative rewards, and (ii) how to determine tail bounds for cumulative rewards. In this work, we present the first approach for robustness verification of DRL-based control systems by introducing reward martingales, which offer a rigorous mathematical foundation to characterize the impact of state perturbations on system performance in terms of cumulative rewards. Our verified results provide provably quantitative certificates for the two questions. We then show that reward martingales can be implemented and trained via neural networks, against different types of control policies. Experimental results demonstrate that our certified bounds tightly enclose simulation outcomes on various DRL-based control systems, indicating the effectiveness and generality of the proposed approach.
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Lewis, Mark E., and Martin L. Puterman. "A note on bias optimality in controlled queueing systems." Journal of Applied Probability 37, no. 1 (March 2000): 300–305. http://dx.doi.org/10.1239/jap/1014842288.
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The use of bias optimality to distinguish among gain optimal policies was recently studied by Haviv and Puterman [1] and extended in Lewis et al. [2]. In [1], upon arrival to an M/M/1 queue, customers offer the gatekeeper a reward R. If accepted, the gatekeeper immediately receives the reward, but is charged a holding cost, c(s), depending on the number of customers in the system. The gatekeeper, whose objective is to ‘maximize’ rewards, must decide whether to admit the customer. If the customer is accepted, the customer joins the queue and awaits service. Haviv and Puterman [1] showed there can be only two Markovian, stationary, deterministic gain optimal policies and that only the policy which uses the larger control limit is bias optimal. This showed the usefulness of bias optimality to distinguish between gain optimal policies. In the same paper, they conjectured that if the gatekeeper receives the reward upon completion of a job instead of upon entry, the bias optimal policy will be the lower control limit. This note confirms that conjecture.
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Allimia, Hamza, Stacey Baror, and Hein Venter. "Cybersecurity Implications of Virtual Currency Reward Systems in the Metaverse." International Conference on Cyber Warfare and Security 19, no. 1 (March 21, 2024): 1–9. http://dx.doi.org/10.34190/iccws.19.1.2057.
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In the digital age, the metaverse emerges as a revolutionary platform, intertwining virtual reality, augmented reality, and the internet. Central to its allure is the virtual currency reward system, a dynamic mechanism driving user engagement and economic transactions. However, with innovation comes vulnerability. This paper delves into the pressing question: How do virtual currency reward systems in the metaverse introduce cybersecurity threats, and what measures can safeguard against them? The metaverse's vastness, while offering unparalleled opportunities, is a fertile ground for cyber threats. As users navigate virtual landscapes, engage in transactions, and earn rewards, they become potential targets for cyberattacks. This research, rooted in a comprehensive literature review, identifies the gaps in current cybersecurity measures within the metaverse's virtual currency reward systems. Through a vivid case scenario, we illustrate the real-world ramifications of these vulnerabilities, offering readers a tangible grasp of potential threats. Our methodology, a blend of qualitative analysis and conceptual modelling, dissects the intricate relationship between reward systems and their cybersecurity implications. The findings, derived from rigorous analysis, unveil a set of best practices tailored to combat cybersecurity threats specific to virtual currency reward systems. The distilled insights propose a suite of best practices, encompassing both preventive and reactive strategies tailored for the unique challenges posed by virtual currency systems. This research holds immense value for a diverse audience: metaverse users seeking a secure experience, businesses aiming to establish a foothold in this digital realm, cybersecurity professionals navigating new challenges, and platform developers striving for robustness. In essence, as the metaverse's horizon expands, understanding and fortifying its virtual currency reward systems against cyber threats becomes paramount. This paper offers a roadmap to that secure future, emphasizing the need for vigilance, innovation, and collaboration in the face of evolving cyber challenges.
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Purohit, Neetu. "Reward encourages beast.....oops, best!" Emerald Emerging Markets Case Studies 8, no. 4 (October 29, 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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ZHAO, RUIQING, and BAODING LIU. "RENEWAL PROCESS WITH FUZZY INTERARRIVAL TIMES AND REWARDS." International Journal of Uncertainty, Fuzziness and Knowledge-Based Systems 11, no. 05 (October 2003): 573–86. http://dx.doi.org/10.1142/s0218488503002338.
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This paper considers a renewal process in which the interarrival times and rewards are characterized as fuzzy variables. A fuzzy elementary renewal theorem shows that the expected number of renewals per unit time is just the expected reciprocal of the interarrival time. Furthermore, the expected reward per unit time is provided by a fuzzy renewal reward theorem. Finally, a numerical example is presented for illustrating the theorems introduced in the paper.
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Aung, Nyothiri, Weidong Zhang, Sahraoui Dhelim, and Yibo Ai. "T-Coin: Dynamic Traffic Congestion Pricing System for the Internet of Vehicles in Smart Cities." Information 11, no. 3 (March 9, 2020): 149. http://dx.doi.org/10.3390/info11030149.
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Alleviating traffic congestion is one of the main challenges for the Internet of Vehicles (IoV) in smart cities. Many congestion pricing systems have been proposed recently. However, most of them focus on punishing the vehicles that use certain roads during peak hours, neglecting the proven fact that rewards can encourage drivers to follow the rules. Therefore, in this paper, we propose a new congestion pricing system based on reward and punishment policies for the IoV in a smart city environment, where the vehicles are rewarded for voluntarily choosing to take an alternative path to alleviate traffic congestion. The proposed system is implemented using vehicular ad hoc networks, which eliminate the need for installing a costly electronic toll collection system. We propose a new virtual currency called T-Coin (traffic coin), that is used to reward the vehicles for their positive attitude. T-Coin is also used in the tender between vehicles to manage the road reservation process. The proposed system uses dynamic pricing to adapt to peak-hour traffic congestion. Using simulated traffic on a real map of Beijing city, we prove the usefulness of T-Coin as a traffic congestion pricing system.
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Wang, Caifen, and Lizelle Eugenio Villanueva. "The Impact of Extrinsic and Intrinsic Rewards on Employee Satisfaction: Towards a Reward Management Plan." Journal of Education and Educational Research 8, no. 3 (May 27, 2024): 505–18. http://dx.doi.org/10.54097/m4626y62.
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This study evaluated how extrinsic and intrinsic could potentially impact the levels of employee satisfaction at Y College, in order to suggest inputs for reward management strategies. The study involved 69 non-teaching staff members from Y College, representing the entire population of interest. The researcher employed total enumeration, ensuring ethical standards and rigorous data collection and analysis for all participants involved in the study. The goal of this research was to propose a reward management plan incorporating Herzberg's Two Factor Theory of Motivation that could enhance employee satisfaction. Based on the conclusions derived in this study, the following are the recommendations: (1) Offer flexible work arrangements, considering the significant number of female employees balancing work and family responsibilities. (2) Implement diverse recognition programs alongside cash rewards, including employee of the month awards, team-based incentives, and non-monetary rewards like extra time off or professional development opportunities. (3) Maintain consistency and transparency in reward systems across all employees, irrespective of demographic variables. (4) Foster a culture of appreciation by celebrating achievements, milestones, and performance -based incentives. (5) Address gender gaps in job satisfaction through gender-sensitive policies, support resources, diversity promotion, regular monitoring, training, and leadership commitment to gender equality. (6) Align reward systems with organizational objectives and values, acknowledging individual preferences and career goals. (7) Adopt the proposed Rewards Management Plan to integrate both hygiene and motivator factors, optimizing intrinsic and extrinsic rewards for enhanced employee satisfaction.
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Rothwell, S. "Current trends in reward systems." Engineering Management Journal 4, no. 6 (1994): 252. http://dx.doi.org/10.1049/em:19940602.
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FIBIGER, H. C., and A. G. PHILLIPS. "Mesocorticolimbic Dopamine Systems and Reward." Annals of the New York Academy of Sciences 537, no. 1 The Mesocorti (October 1988): 206–15. http://dx.doi.org/10.1111/j.1749-6632.1988.tb42107.x.
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Došenović, Dragana. "Employee Reward Systems in Organizations." ECONOMICS 4, no. 1 (June 1, 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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Holman, Bruce. "Brain reward systems and abuse." Neurochemistry International 12, no. 4 (January 1988): 548. http://dx.doi.org/10.1016/0197-0186(88)90042-3.
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Rahim, Ramita Abdul, Noor Azrin Mohammad Nasir, Marlita Mat Yusof, and 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, no. 4 (October 15, 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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Kinman, Gail. "Effort-reward imbalance in academic employees: Examining different reward systems." International Journal of Stress Management 26, no. 2 (May 2019): 184–92. http://dx.doi.org/10.1037/str0000128.
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TUMER, KAGAN, and ADRIAN AGOGINO. "MULTIAGENT LEARNING FOR BLACK BOX SYSTEM REWARD FUNCTIONS." Advances in Complex Systems 12, no. 04n05 (August 2009): 475–92. http://dx.doi.org/10.1142/s0219525909002295.
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In large, distributed systems composed of adaptive and interactive components (agents), ensuring the coordination among the agents so that the system achieves certain performance objectives is a challenging proposition. The key difficulty to overcome in such systems is one of credit assignment: How to apportion credit (or blame) to a particular agent based on the performance of the entire system. In this paper, we show how this problem can be solved in general for a large class of reward functions whose analytical form may be unknown (hence "black box" reward). This method combines the salient features of global solutions (e.g. "team games") which are broadly applicable but provide poor solutions in large problems with those of local solutions (e.g. "difference rewards") which learn quickly, but can be computationally burdensome. We introduce two estimates for local rewards for a class of problems where the mapping from the agent actions to system reward functions can be decomposed into a linear combination of nonlinear functions of the agents' actions. We test our method's performance on a distributed marketing problem and an air traffic flow management problem and show a 44% performance improvement over team games and a speedup of order n for difference rewards (for an n agent system).