Journal articles on the topic 'Work Reward'
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1
Disurya, Ramanata, Neta Dian Lestari, Rambat Nur Sasongko, and Muhammad Kristiawan. "Discipline, Infrastructure, Work Environment, and Work Rewards' Influence on Lecturer Performance." AL-ISHLAH: Jurnal Pendidikan 14, no. 4 (October 18, 2022): 6517–26. http://dx.doi.org/10.35445/alishlah.v14i4.2312.
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This study is to evaluate and analyze the hurdles and problems that a lecturer has in obtaining peak performance by examining the impact of discipline, infrastructure, work environment, and work rewards on lecturer performance. The sample of this study were 32 respondents and this study is quantitative and questionnaire was used to collect the data. We identify or uncover causality to determine the link or impact of discipline, infrastructure, work environment, and job rewards on lecturer performance in statistics are used in this study. The findings revealed that the existence of the Work Reward variable as a control variable had an effect on the variables discipline (X1), infrastructure (X2), work environment (X3) and lecturer performance (Y). Thus, it can be inferred that the variables of discipline, infrastructure, and work environment are not the only factors that influence lecturer performance, because another variable, namely the work reward variable, also has an impact on lecturer performance. Work reward, is one of the variables influencing the rise in discipline, infrastructure, and work environment on lecturer performance. Meanwhile, the statistical results of SPSS 25 show that discipline, infrastructure, work environment, and job rewards all have a substantial impact on professor performance.
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Devonish, Dwayne. "Gender, effort-reward imbalance at work, and burnout." Gender in Management: An International Journal 32, no. 6 (August 7, 2017): 441–52. http://dx.doi.org/10.1108/gm-06-2016-0128.
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Purpose The purpose of this study is to examine gender as a key moderator in the relationship between effort-reward imbalance (ERI) and burnout among employees in Caribbean workplaces. Design/methodology/approach Based on a survey sample of 323 employees in a small developing country in the Caribbean, this study tested the hypothesis that the stressor–strain relationship (captured by ERI and burnout) is stronger for women than for men. Findings The results revealed that the effect of high effort-low rewards (i.e. ERI) on burnout among females was significantly larger than its effect on burnout for males. In contrast, high effort-high rewards were significantly associated with higher burnout levels for males. Research limitations/implications The study used a cross-sectional approach using self-report measures of burnout, effort and rewards. Practical implications Management in organisations should ensure that male and female employees’ efforts and contributions at work are appropriately and fairly rewarded as a means of reducing negative effects of ERIs. Originality/value The study examined how gender moderated the adverse effects of a popular work-stress model on employee health in a developing country context.
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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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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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Song, Yuhang, Jianyi Wang, Thomas Lukasiewicz, Zhenghua Xu, Shangtong Zhang, Andrzej Wojcicki, and Mai Xu. "Mega-Reward: Achieving Human-Level Play without Extrinsic Rewards." Proceedings of the AAAI Conference on Artificial Intelligence 34, no. 04 (April 3, 2020): 5826–33. http://dx.doi.org/10.1609/aaai.v34i04.6040.
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Intrinsic rewards were introduced to simulate how human intelligence works; they are usually evaluated by intrinsically-motivated play, i.e., playing games without extrinsic rewards but evaluated with extrinsic rewards. However, none of the existing intrinsic reward approaches can achieve human-level performance under this very challenging setting of intrinsically-motivated play. In this work, we propose a novel megalomania-driven intrinsic reward (called mega-reward), which, to our knowledge, is the first approach that achieves human-level performance in intrinsically-motivated play. Intuitively, mega-reward comes from the observation that infants' intelligence develops when they try to gain more control on entities in an environment; therefore, mega-reward aims to maximize the control capabilities of agents on given entities in a given environment. To formalize mega-reward, a relational transition model is proposed to bridge the gaps between direct and latent control. Experimental studies show that mega-reward (i) can greatly outperform all state-of-the-art intrinsic reward approaches, (ii) generally achieves the same level of performance as Ex-PPO and professional human-level scores, and (iii) has also a superior performance when it is incorporated with extrinsic rewards.
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Narti, Ni Ketut, Ni Ketut Lasmini, Lily Marheni, and Ni Komang Suci Martini. "PENERAPAN SISTEM PEMBERIAN REWARD PADA HOTEL INNA GRAND BALI BEACH." Forum Manajemen 17, no. 2 (October 2, 2019): 30–41. http://dx.doi.org/10.61938/fm.v17i2.329.
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The purpose of this research is to know the application of reward system at Hotel Inna Grand Bali Beach. The object of research is the implementation of reward system using qualitative and qualitative descriptive approach. Data collection in this research is interview observation, and literature research.The results showed that at Hotel Inna Grand Bali Beach there are 4 types of rewards that are used to motivate employee performance: Reward Incentives, Reward Production Premium, Reward Best Employee, Reward Period. The application of the reward system of each type varies - based on SKD (Directors' Decree) and the basis of reward. Providing incentive rewards based on employee attendance. Reward of production premium based on company productivity. Giving rewards best employee based on employee performance. Giving rewards for working period based on length of employee work. The initial process of checking employee data requires a lot of time making the application of rewards less effective and efficient. This is caused by the data of many employees and done in two checking process that is timekeeping and finger print so that require precision in process of checking data.
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Hayat, Hayat, Sumartono Sumartono, Choirul Saleh, and Ratih Nur Pratiwi. "Religiosity Moderation on the Effect of Reward System and Motivation on Work Performance." IJEBD (International Journal Of Entrepreneurship And Business Development) 3, no. 02 (March 30, 2020): 152–67. http://dx.doi.org/10.29138/ijebd.v3i02.976.
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The purpose of this study is to analyze the reward system on work motivation of the state civil apparatus and work performance, the effect of religiosity moderation on the influence of motivation on the work performance of the state civil apparatus and the effect of religiosity moderation on the effect of the reward system on the work performance of the civil apparatus country. The research method used quantitative research using WarpPLS 0.6 analysis. The results of research and discussion show that the reward system has a positive and significant effect on work motivation. More rewards given will have an impact on employee motivation. In addition, the effect of the reward system on work performance also has a positive and significant effect. In the aspect of Religiosity as moderation, motivation and work performance effect is insignificant and positively moderates both, even the tendency to weaken. The emphasis is that work does not only depend on competence, skill, and capacity, but must be supported by the belief that there is a God who is always at work, because serving the community is part of worship that rewards God will repay with multiplied kindness.
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Garms, Lydia, Siaw-Lynn Ng, Elizabeth A. Quaglia, and Giulia Traverso. "Anonymity and rewards in peer rating systems1." Journal of Computer Security 30, no. 1 (January 20, 2022): 109–65. http://dx.doi.org/10.3233/jcs-200113.
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When peers rate each other, they may rate inaccurately to boost their own reputation or unfairly lower another’s. This could be mitigated by having a reputation server incentivise accurate ratings with a reward. However, assigning rewards becomes challenging when ratings are anonymous, since the reputation server cannot tell which peers to reward for rating accurately. To address this, we propose an anonymous peer rating system in which users can be rewarded for accurate ratings, and we formally define its model and security requirements. In our system ratings are rewarded in batches, so that users claiming their rewards only reveal they authored one in this batch of ratings. To ensure the anonymity set of rewarded users is not reduced, we also split the reputation server into two entities, the Rewarder, who knows which ratings are rewarded, and the Reputation Holder, who knows which users were rewarded. We give a provably secure construction satisfying all the security properties required. For our construction we use a modification of a Direct Anonymous Attestation scheme to ensure that peers can prove their own reputation when rating others, and that multiple feedback on the same subject can be detected. We then use Linkable Ring Signatures to enable peers to be rewarded for their accurate ratings, while still ensuring that ratings are anonymous. Our work results in a system which allows accurate ratings to be rewarded, whilst still providing anonymity of ratings with respect to the central entities managing the system.
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Schumacher, Max, Christian Medeiros Adriano, and Holger Giese. "Challenges in Reward Design for Reinforcement Learning-based Traffic Signal Control: An Investigation using a CO2 Emission Objective." SUMO Conference Proceedings 4 (June 29, 2023): 131–51. http://dx.doi.org/10.52825/scp.v4i.222.
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Deep Reinforcement Learning (DRL) is a promising data-driven approach for traffic signal control, especially because DRL can learn to adapt to varying traffic demands. For that, DRL agents maximize a scalar reward by interacting with an environment. However, one needs to formulate a suitable reward, aligning agent behavior and user objectives, which is an open research problem. We investigate this problem in the context of traffic signal control with the objective of minimizing CO2 emissions at intersections. Because CO2 emissions can be affected by multiple factors outside the agent’s control, it is unclear if an emission-based metric works well as a reward, or if a proxy reward is needed. To obtain a suitable reward, we evaluate various rewards and combinations of rewards. For each reward, we train a Deep Q-Network (DQN) on homogeneous and heterogeneous traffic scenarios. We use the SUMO (Simulation of Urban MObility) simulator and its default emission model to monitor the agent’s performance on the specified rewards and CO2 emission. Our experiments show that a CO2 emission-based reward is inefficient for training a DQN, the agent’s performance is sensitive to variations in the parameters of combined rewards, and some reward formulations do not work equally well in different scenarios. Based on these results, we identify desirable reward properties that have implications to reward design for reinforcement learning-based traffic signal control.
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Kartikaningdyah, Ely, and Fatimah Rima Ramadhani. "HUBUNGAN PERSEPSI PEMBERIAN REWARD TERHADAP KEPUASAN KERJA DAN LOYALITAS KERJA KARYAWAN PADA PEKERJA PENDATANG." JOURNAL OF APPLIED BUSINESS ADMINISTRATION 1, no. 1 (May 2, 2019): 82–95. http://dx.doi.org/10.30871/jaba.v1i1.1270.
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This study examines the extrinsic and intrinsic reward relationship to job satisfaction and loyalty work in manufacturing companies in Batam. The reward system consists of a reward desired and expected reward either extrinsic or intrinsic. Job satisfaction can be met if the reward system fair and equitable to all workers according to their contribution to the company and will reduce labor turnover because of their loyalty to the company's labor and employment. Respondents in this study were 239 labor migrants working in manufacturing companies in Batam that reside in the Flats Muka Kuning, an analytical technique used is the analysis of correlation and independent test samples t-test. The results of the hypothesis: there is a positive and significant relationship between reward extrinsic and reward intrinsically desirable to job satisfaction and loyalty work, there is a relationship reward extrinsic and rewards intrinsic to expect on job satisfaction and loyalty work and not there are reward differences in perception between men and women on job satisfaction.
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Septiana, Raka Ilham, and Ujang Wawan Sam Adinata. "Employee Work Discipline: The Effect of Reward and Punishment." Jurnal Ekonomi, Bisnis & Entrepreneurship 16, no. 2 (December 30, 2022): 194–201. http://dx.doi.org/10.55208/jebe.v16i2.304.
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This study investigates the effect of reward and punishment on employee work discipline. The employees at an auto dealer company in Bandung were asked questions as part of the research method. The number of respondents who participated in this study was 97 employees. The results of the study show that there is an effect of reward and punishment on work discipline. However, the effect of the reward variable on work discipline has a more minor effect than the punishment variable. The punishment variable is the dominant variable influencing work discipline; in other words, the effect of punishment on work discipline is greater than the effect of rewards on work discipline. Companies should be able to increase the punishment of employees based on such things as paying attention to clarity after making mistakes, demotions, and verbal reprimands. The hope is that optimal punishment will increase, impacting optimal discipline.
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Yang, Lin, Yu-zhen Janice Chen, Mohammad H. Hajiesmaili, Mark Herbster, and Don Towsley. "Hierarchical Learning Algorithms for Multi-scale Expert Problems." ACM SIGMETRICS Performance Evaluation Review 50, no. 1 (June 20, 2022): 71–72. http://dx.doi.org/10.1145/3547353.3530967.
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In this work,1 we study the multi-scale expert problem, where the rewards of different experts vary in different reward ranges. The performance of existing algorithms for the multi-scale expert problem degrades linearly proportional to the maximum reward range of any expert or the best expert and does not capture the non-uniform heterogeneity in the reward ranges among experts. In this work, we propose learning algorithms that construct a hierarchical tree structure based on the heterogeneity of the reward range of experts and then determine differentiated learning rates based on the reward upper bounds and cumulative empirical feedback over time. We then characterize the regret of the proposed algorithms as a function of non-uniform reward ranges and show that their regrets outperform prior algorithms when the rewards of experts exhibit non-uniform heterogeneity in different ranges. Last, our numerical experiments verify our algorithms' efficiency compared to previous algorithms.
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Wibowo, Sandi Nasrudin, Ade Solahudin, Bagus Eka Haryanto, and Yuni Widawati. "The Effect of Reward and Punishment on Work Discipline." Research Trend in Technology and Management 1, no. 1 (October 17, 2022): 48–56. http://dx.doi.org/10.56442/rttm.v1i1.4.
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The purpose of this research is to 1] test and analyze the effect of partial rewards on the work discipline of employees of PT. Brass Mega Building; 2] partially test and analyze the effect of punishment on the work discipline of PT. Brass Mega Building; and 3] testing and analyzing the effect of reward and punishment simultaneously on the work discipline of PT. Brass Mega Building. The research method used is descriptive and verification methods. The population in this study were all employees of PT. Kuningan Mega Building, Kuningan Regency, totaling 52 employees with a sampling technique using a saturated sample (Sesnus) so that the entire population was used as the research sample. The data analysis method used is multiple linear regression analysis. The results of this study indicate that Reward (X1) has a positive and significant effect on Work Discipline (Y) employees of PT. Kuningan Mega Building, Punishment (X2) has a positive and significant effect on work discipline (Y) employees of PT. Kuningan Mega Building, and Reward (X1) and Punishment (X2) simultaneously or jointly have a positive and significant effect on work discipline (Y) employees of PT. Kuningan Mega Building Kuningan district. This study verifies previous studies that reward and punishment either partially or simultaneously have a positive and significant effect on work discipline. This means that the higher the reward and punishment applied to a company, the higher the level of work discipline in the company.
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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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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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Kanang, Sri Wahyuni Yunus, and Syahrul Syahrul. "DAMPAK PEMBERIAN REWARD PERAWAT TERHADAP PELAYANAN DI RUMAH SAKIT : LITERATUR REVIEW." Jurnal Ilmu Keperawatan dan Kebidanan 10, no. 1 (January 25, 2019): 90. http://dx.doi.org/10.26751/jikk.v10i1.498.
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AbstrakLatar Belakang : Pelayanan asuhan keperawatan yang berkualitas dan profesional merupakan target yang ingin dicapai untuk meningkatkan mutu pada Rumah Sakit. Namun mutu yang diharapkan bertolak belakang bahwa penyedia layanan kesehatan khususnya perawat bekerja di bawah tekanan dengan beban kerja yang lebih besar. Ini berdampak pada ketidakseimbangan antara kerja dan reward yang diterima. Ini bertujuna untuk mengetahui dampak pemberian reward kepada perawat terhadap pelayanan di Rumah SakitMetode : Data didapatkan dari database PubMed, Wiley Online, Google Schoolar, Secondary Searching diperoleh 7 artikel yang terdiri dari 6 penelitian cross-sectional dan 1 penelitian Quasi-Experiment yang membahas mengenai pemberian reward pada perawat di rumah sakit. Pemilihan artikel dengan kriteria inklusi dan eksklusi kemudian proses pencarian artikel disintesis ke dalam PRISMA flow diagram. Telah dilakukan kritisi jurnal menggunakan Critical Appraisal of a Cross-Sectional Study (Survey) dan Case Control Study.Hasil : Hasil temuan diperoleh 6 dampak pemberian reward perawat di rumah sakit sakit yaitu berdampak pada stress kerja, ketidakhadiran karena sakit, turnover, motivasi, kepuasan kerja, dan komitmen organisasi. Namun reward tidak berdampak pada performa kerja, mood, fungsi saraf autonomic dan interaksi personal. Review ini membahas tentang dampak pemberian reward perawat terhadap pelayanan di rumah sakit namun tidak dijelaskan secara rinci pengkalsifikasian jenis reward yang dimaksud apakah reward intrinsic atau reward ekstrinsik..Kesimpulan: pemberian reward lebih berdampak pada kepuasan kerja (30%) dan komitmen organisasi (30%) AbstractBackground: Quality and professional nursing care services are targets to be achieved to improve the quality of hospitals. But the expected quality contradicts that health care providers, especially nurses, work under pressure with a greater workload. This has an impact on the imbalance between work and reward received. This aims to find out the impact of giving rewards to nurses on hospital servicesMethods: Data obtained from PubMed, Wiley Online, Google Schoolar, Secondary Searching databases obtained 7 articles consisting of 6 cross-sectional studies and 1 Quasi-Experiment study which discussed giving rewards to nurses in hospitals. Article selection with inclusion and exclusion criteria then the article search process is synthesized into the PRISMA flow diagram. Journal critics have used the Critical Appraisal of a Cross-Sectional Study (Survey) and Case Control Study.Results: The findings obtained 6 effects of rewarding nurses in a hospital that has an impact on work stress, absence due to illness, turnover, motivation, job satisfaction, and organizational commitment. But rewards do not have an impact on work performance, mood, autonomic nerve function and personal interaction. This review discusses the impact of rewarding nurses on services in the hospital but not explained in detail the calcification of the type of reward in question whether intrinsic reward or extrinsic reward ..Conclusion: giving rewards has more impact on job satisfaction (30%) and organizational commitment (30%)Keywords: reward, nurse, and hospital.
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Putro, Samsunu Dwi, and Susanto Tirtoprojo. "Effect of Big Five Personality and Reward on Work Performance of Operational Unit Employees with Job Satisfaction as a Mediating Variable at PT. KAI Daop VI Yogyakarta." International Journal of Economics, Business and Management Research 06, no. 05 (2022): 201–21. http://dx.doi.org/10.51505/ijebmr.2022.6516.
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This study aims to examine and analyze: (1) the influence of the big five personality, reward, job satisfaction on work performance, (2) the influence of the big five personality on job satisfaction, (3) the effect of reward on job satisfaction, (4) job satisfaction in mediating the influence of the big five personality on work performance, (5) job satisfaction in mediating the effect of rewards on employee work performance. The sample in this study were operational employees at PT. KAI DAOP VI Yogyakarta as many as 200 people. Data collection was done by using a questionnaire. The data were analyzed using the Smart PLS 3.27 program and the SPSS version 28.00 program. The results of the study show that the big five personalities, especially conscientiousness and openness to experience, have a significant effect on employee work performance. The reward, both extrinsic and intrinsic rewards have a significant effect on employee work performance. Big five personality, only extraversion and neuroticism have a significant effect on employee job satisfaction. Reward (extrinsic and intrinsic) has a significant effect on job satisfaction. Job satisfaction was only proven to significantly mediate the effect of neuroticism on employee work performance. Job satisfaction has been shown to significantly mediate the effect of rewards (extrinsic and intrinsic) on the work performance of operational employees at PT. KAI DAOP VI Yogyakarta.
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Hareendrakumar V. R., Suresh Subramoniam, and Nizar Hussain M. "Redesigning Rewards for Improved Fairness Perception and Loyalty." Vision: The Journal of Business Perspective 24, no. 4 (September 29, 2020): 481–95. http://dx.doi.org/10.1177/0972262920946142.
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Human resource (HR) managers are deeply concerned with redesigning the process and changing the practices, to accommodate with the psychological changes happening in employee attitudes to tap committed contributions from them. Literature shows that employees reward fairness perception has a determinant role in shaping employee behaviour in addition to Reward satisfaction. This study has made an attempt to assess the impact of rewards and its contributing factors on improving employee loyalty directly and through the mediating variable of reward fairness perception, indirectly. The study adapted the Total Reward Model of ‘Worldat work’ to test the assumptions related with total rewards and employee loyalty. The data collected from the sample is analysed using structural equation modelling (SEM). The analysis revealed the explaining power and mediating effect of reward fairness perception in the relationship between total rewards and employee loyalty. The results show that enhancement of employee loyalty is possible by properly addressing employee’s reward fairness perception which is achieved through improved reward satisfaction. The results give clear indication to the HR managers about the need of redesigning the reward practice by incorporating employee reward fairness perception to optimize employee loyalty.
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Rizandi, Hidayat, and Jamilus Jamilus. "Sistem Imbalan Dalam Pendidikan Islam." Mimbar Kampus: Jurnal Pendidikan dan Agama Islam 23, no. 1 (August 8, 2023): 167–81. http://dx.doi.org/10.47467/mk.v23i1.3949.
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One of the most important components in improving education is employees, or people who work and are paid for their work. However, employee rights are often not fulfilled properly, leading to poor performance. will greatly affect the survival of the institution in the long run. Because the teachings of Islam want their people to work hard, so that they will obtain lawful results from their work, they are very concerned about the existence of workers. The purpose of this study is to see the understanding of the reward system, the purpose of rewarding, types of rewards, the reward system and factors that affect rewards. The research method used is library research.
Keywords : System, Rewards, Islamic Education
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Ojemakinde, Abiodun, and Elizabeth Mwaura-Smith. "Statistical assessment of employees’ perception of nonmonetary compensations: The case of a regional hospital." International Journal of Public Policy and Administration Research 10, no. 3 (November 24, 2023): 99–109. http://dx.doi.org/10.18488/74.v10i3.3528.
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Organizations often attempt to incentivize employees with nonmonetary rewards for the purpose of increasing workers’ productivity. The problem is that employers don’t always know which nonmonetary rewards are most beneficial to the employees and the organizational goal. Therefore, we attempt to investigate the statistical significance of employees’ perceptions of nonmonetary rewards at the workplace. A questionnaire was administered to the employees of the Accounting Department of a regional hospital to indicate their perception of the relevance of the nonmonetary rewards available to them vis-à-vis their work productivity. Employees’ preference for each of the five nonmonetary rewards was measured on a binary scale of yes, the nonmonetary reward was valuable, or no, the nonmonetary reward was not valuable. The acquired data underwent analysis to examine the proportion of workers who expressed a preference for one nonmonetary reward over another. This analysis was conducted using the conventional normal probability distribution, ensuring that the condition of a large sample size was satisfied. We concluded that not all nonmonetary rewards were considered valuable by the employees and that supervisors’ recognition of workers’ good ideas at work and collegiality with coworkers were considered prime nonmonetary rewards. Additionally, non-monetary rewards that have no close substitutes or that employees cannot easily provide for themselves—such as supervisors praising employees for their creative ideas at work—are significant drivers of engagement and productivity in small- and medium-sized businesses like the one used for our research. This research provides managers with empirical and valuable information regarding nonmonetary incentives and reward programs.
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Yang, Lin, Yu-Zhen Janice Chen, Mohammad H. Hajiesmaili, Mark Herbster, and Don Towsley. "Hierarchical Learning Algorithms for Multi-scale Expert Problems." Proceedings of the ACM on Measurement and Analysis of Computing Systems 6, no. 2 (May 26, 2022): 1–29. http://dx.doi.org/10.1145/3530900.
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In this paper, we study the multi-scale expert problem, where the rewards of different experts vary in different reward ranges. The performance of existing algorithms for the multi-scale expert problem degrades linearly proportional to the maximum reward range of any expert or the best expert and does not capture the non-uniform heterogeneity in the reward ranges among experts. In this work, we propose learning algorithms that construct a hierarchical tree structure based on the heterogeneity of the reward range of experts and then determine differentiated learning rates based on the reward upper bounds and cumulative empirical feedback over time. We then characterize the regret of the proposed algorithms as a function of non-uniform reward ranges and show that their regrets outperform prior algorithms when the rewards of experts exhibit non-uniform heterogeneity in different ranges. Last, our numerical experiments verify our algorithms' efficiency compared to previous algorithms.
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Karo, Toleransi karo karo. "PENGARUH REWARD, IKLIM KERJA DAN BUDAYA KERJA TERHADAP MOTIVASI KERJA DAN KINERJA KARYAWAN PT. SAWIT GRAHA MANUNGGAL – TAMIANG INDAH ESTATE KABUPATEN BARITO TIMUR PROVINSI KALIMANTAN TENGAH." KINDAI 19, no. 3 (January 26, 2024): 374–85. http://dx.doi.org/10.35972/kindai.v19i3.1287.
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ABSTRACT
Abstract: Toleransi Karo Karo, Effect of Reward, Work Climate on Work Motivation and Employee Performance of PT. Sawit Graha Manunggal – Tamiang Indah Estate, East Barito Regency, South Kalimantan Province, Main Advisor: Ujianto, Assistant Advisor: Dahliana Iskandar
This study aims to examine the Effect of Reward, Work Climate on Work Motivation and Employees of PT. Sawit Graha Manunggal – Tamiang Indah Estate, East Barito Regency, South Kalimantan Province.
The population in this study were 100 harvest employees of PT. Sawit Graha Manunggal, data were taken from questionnaires distributed to respondents. Data were analyzed using AMOS.
The results of this study are Reward has a significant positive effect on work motivation, Work climate has a significant positive effect on work motivation, work culture has a significant positive effect on work motivation, Reward has a significant positive effect on employee performance, Work climate has a significant positive effect on employee performance, Work culture has an effect significant positive effect on employee performance, work motivation has a significant positive effect on employee performance, work motivation does not mediate the effect of rewards on employee performance, work motivation does not mediate the effect of work climate on employee performance, work motivation mediates the effect of work culture on employee performance at PT. Sawit Graha Manunggal – Tamiang Indah Estate
Keywords: Reward, Work Climate, Work Motivation, Employee Performance
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Stephen, Bliss U., Simeon Ozuomba, and Idongesit E. Eyibo. "Development of Reward Mechanism for Proxy Marketers Engaged in E-Commerce Platforms." European Journal of Engineering Research and Science 3, no. 10 (October 17, 2018): 45–52. http://dx.doi.org/10.24018/ejers.2018.3.10.837.
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A reward model/mechanism for proxy marketer-based e-commerce/e-shopping system was developed in this work. The system comprised of two modules, the shopping module which has an online shop and virtual warehouse; and the reward module. The online shop and virtual warehouse are used to manage the products on the e-commerce system, the reward mechanism is used to manage the reward paid to the proxy marketer. Proxy marketers have been introduced into online shopping to extend their market reach and increase their market share. The proxy marketers are organized in a unilevel multilevel market structure. The work offers three types of rewards: transaction reward which is paid to three generations from the proxy marketer who made the transaction; trust reward which is based on the trustworthiness rating of proxy marketer for a transaction; and turnover reward which is paid for transaction that is up to the amount stipulated for the reward. The various levels of reward were designed to total fifty percent of the profit made per transaction in order to attain sustainability of the network. The work proves that with a sustainable reward mechanism, proxy marketers can be incorporated into an e-commerce platform in a way that betters the profitability of such e-commerce platforms as compared to standalone e-shopping ones.
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Stephen, Bliss U., Simeon Ozuomba, and Idongesit E. Eyibo. "Development of Reward Mechanism for Proxy Marketers Engaged in E-Commerce Platforms." European Journal of Engineering and Technology Research 3, no. 10 (October 17, 2018): 45–52. http://dx.doi.org/10.24018/ejeng.2018.3.10.837.
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A reward model/mechanism for proxy marketer-based e-commerce/e-shopping system was developed in this work. The system comprised of two modules, the shopping module which has an online shop and virtual warehouse; and the reward module. The online shop and virtual warehouse are used to manage the products on the e-commerce system, the reward mechanism is used to manage the reward paid to the proxy marketer. Proxy marketers have been introduced into online shopping to extend their market reach and increase their market share. The proxy marketers are organized in a unilevel multilevel market structure. The work offers three types of rewards: transaction reward which is paid to three generations from the proxy marketer who made the transaction; trust reward which is based on the trustworthiness rating of proxy marketer for a transaction; and turnover reward which is paid for transaction that is up to the amount stipulated for the reward. The various levels of reward were designed to total fifty percent of the profit made per transaction in order to attain sustainability of the network. The work proves that with a sustainable reward mechanism, proxy marketers can be incorporated into an e-commerce platform in a way that betters the profitability of such e-commerce platforms as compared to standalone e-shopping ones.
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Racmanihwanto, Ardiansyah, Awin Mulyati, and Ute Chairus M. Nasution. "PENGARUH REWARD, PUNISHMENT, DAN MOTIVASI TERHADAP PRODUKTIVITAS KERJA KARYAWAN PT. ANGKASA PURA SURABAYA." Jurnal Dinamika Administrasi Bisnis 9, no. 2 (February 15, 2024): 30–34. http://dx.doi.org/10.30996/jdab.v9i2.10539.
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Human resource management is very important for a company or organization in managing, organizing and employing its employees so that they can function and achieve the company's desired goals. One of the factors that influences employee work productivity is reward. Providing rewards will greatly influence employee productivity in the company because it can provide satisfaction both materially and non-materially. Apart from rewards, there are other variables that influence work productivity, namely punishment. In companies, sanctions are given to employees who commit negligence. Or make mistakes that can harm the company. If the reward is positive, then the punishment is negative. However, if punishment is given appropriately and wisely, then it can be a tool to stimulate employees to increase their work productivity. Apart from reward and punishment variables that influence work productivity is motivation. Motivation is a very important thing for management to pay attention to if they want every employee to make a positive contribution to achieving company goals. Based on these things, the researcher is interested in conducting research entitled "THE INFLUENCE OF REWARD, PUNISHMENT, AND MOTIVATION ON THE WORK PRODUCTIVITY OF PT.ANGKASA PURA SURABAYA EMPLOYEES" This research uses quantitative analysis research methods, the population in this study is 50 employees from PT. Angkasa Pura Surabaya. The sampling method uses a non- probability sampling method, namely a sampling technique from total sampling or saturated samples. The data collection method uses a questionnaire, while the data analysis techniques used are instrument testing, classical assumption testing, multiple linear regression testing and hypothesis testing. The research results show that partially reward, punishment and motivation have a significant effect on work productivity. Simultaneously Reward, Punishment, Motivation influence the Work Productivity of PT Employees. Angkasa Pura Surabaya.
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Immanullah, Muhammad. "Analysis of factors influencing Work Motivation." Business and Entrepreneurial Review 7, no. 1 (October 24, 2016): 35. http://dx.doi.org/10.25105/ber.v7i1.1176.
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The objective of this research is to understand if there is influence from mission valence, extrinsic reward toward job difficulty, and job specificity to the mediating variables of job importance and self efficacy in order to increase work motivation on employees of PT Margacipta Wirasentosa in Tangerang, Banten. The research used primary data, simple random sampling in data collection, and multiple regression data analysis method. The result shows that mission valence, extrinsic reward toward job difficulty, and job specificity to the mediating variables of job importance and self efficacy significantly influence work motivation on employees of PT Margacipta Wirasentosa in Tangerang, Banten. Mission socialization is important in order to increase employees work motivation to achieve organization goal. Paradigm change on how job importance is perceived, not only from materials but also rewards, is a must. In order to achieve maximum work result, organization management and eployees must do self-introspection, and understand their capability and skill. In order to force down the gap between employee's capability, skill, and job specification, an excellent job design is a must.
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Taba, Muhammad Idrus. "Mediating effect of work performance and organizational commitment in the relationship between reward system and employees’ work satisfaction." Journal of Management Development 37, no. 1 (February 12, 2018): 65–75. http://dx.doi.org/10.1108/jmd-11-2016-0256.
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Purpose The purpose of this paper is to investigate the mediation effect of work performance and organizational commitment in the relationship between reward system and employees’ work satisfaction. Design/methodology/approach The study population constituted all employees/permanent employees (civil servants and non-civil servants) at Bank of BNI, Bank of BRI, Bank of Mandiri, and Bank of South Sulawesi. The analytical method used to test the hypothesis of the research was structural equation modeling. Findings Based on the analysis results, it can be concluded that the extrinsic reward system and the intrinsic reward system have a direct, significant effect on work performance and organizational commitment, and work performance and also organizational commitment have a direct, significant effect on work satisfaction. On the other hand, the extrinsic reward system and the intrinsic reward system have no direct effect on work performance, but work performance and organizational commitment as mediation variables bridge the relationship between the extrinsic reward system and the intrinsic reward system to work satisfaction. Originality/value Mediation effect (using the Sobel test) of work performance, and organizational commitment in the relationship between Reward Systems on work satisfaction, location of the study (no previous research for this relationship): Bank of South Sulawesi, Indonesia.
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Sattler, Sebastian, and Olaf von dem Knesebeck. "Effort–Reward Imbalance at Work and Prescription Drug Misuse—Prospective Evidence from Germany." International Journal of Environmental Research and Public Health 19, no. 13 (June 22, 2022): 7632. http://dx.doi.org/10.3390/ijerph19137632.
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This study examines how work stress affects the misuse of prescription drugs to augment mental performance without medical necessity (i.e., cognitive enhancement). Based on the effort–reward imbalance model, it can be assumed that a misalignment of effort exerted and rewards received increases prescription drug misuse, especially if employees overcommit. To test these assumptions, we conducted a prospective study using a nationwide web-based sample of the working population in Germany (N = 11,197). Effort, reward, and overcommitment were measured at t1 and the 12 month frequency of prescription drug misuse for enhancing cognitive performance was measured at a one-year follow-up (t2). The results show that 2.6% of the respondents engaged in such drug misuse, of which 22.7% reported frequent misuse. While we found no overall association between misuse frequency and effort, reward, or their imbalance, overcommitment was significantly associated with a higher misuse frequency. Moreover, at low levels of overcommitment, more effort and an effort–reward imbalance discouraged future prescription drug misuse, while higher overcommitment, more effort, and an imbalance increased it. These findings suggest that a stressful work environment is a risk factor for health-endangering behavior, and thereby underlines the importance of identifying groups at risk of misusing drugs.
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Eko Wahyu Hidayat Udjut Saputra, Mei Indrawati, and Woro Utari. "PENGARUH KEPEMIMPINAN, KOMUNIKASI DAN PEMBERIAN REWARD TERHADAP KINERJA PEGAWAI BADAN KOORDINASI WILAYAH II BOJONEGORO PEMPROV JATIM MELALUI MOTIVASI KERJA." Journal of Applied Management and Accounting Science 2, no. 2 (June 4, 2021): 104–15. http://dx.doi.org/10.51713/jamas.v2i2.39.
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The purpose of this study was to describe the leadership, communication, reward, work motivation and performance of employees in the Bojonegoro Regional Coordinating Board for the East Java Provincial Government. To determine and analyze the influence of leadership, communication, reward on motivation. The influence of leadership, communication, reward, motivation on performance. The influence of leadership, communication and reward on performance through motivation. The population in this study were employees of the Regional Coordinating Board II of Bojonegoro, East Java Provincial Government, amounting to 34 people with a sample of 33 people. Data collection techniques using questionnaires and documentation. The data analysis technique used path analysis. The results of the study can be explained that the performance of employees is in very good condition, while for work motivation, leadership, communication and reward are in good condition. Leadership and giving rewards do not have a significant effect on motivation. Communication has a significant effect on motivation. Leadership, communication and motivation have a significant effect on performance. Rewards do not have a significant effect on performance. Leadership and rewarding do not have a significant effect on performance through motivation. Communication has a significant effect on performance through motivation.
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Robert, Sarah A. "Incentives, Teachers, and Gender at Work." education policy analysis archives 21 (April 1, 2013): 31. http://dx.doi.org/10.14507/epaa.v21n31.2013.
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Incentive pay programs have become panacea for a multitude of educational challenges. When aimed at teachers the assumption is that rewards entice them to work in particular ways or particular schools. However, the assumption is based on an economic formula that does not take into consideration the gendered nature of policy processes. This study examined ethnographically 10 teachers’ decision-making processes regarding whether to take up The Rural Program [La Ruralidad] in the Province of Buenos Aires, Argentina, which rewarded qualified educators with bonus pay to work in hard-to-staff schools, to address the question: How does gender mediate teachers’ decision-making process to take up an incentive reward? I isolate three conditions: safety, transportation, and community, to show how gendered relations, identities, and roles incentivize teachers. I argue that masculinities and femininities mediated teachers’ approach to taking up incentives. Rather than a simplistic, one-time-only decision, the study shows an on-going policy process that involves women and men in “rational economic decision making” mired by gender.
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Akgunduz, Yilmaz, Özge Adan Gök, and Ceylan Alkan. "The effects of rewards and proactive personality on turnover intentions and meaning of work in hotel businesses." Tourism and Hospitality Research 20, no. 2 (April 3, 2019): 170–83. http://dx.doi.org/10.1177/1467358419841097.
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This study investigates the effects of rewards and proactive personality on meaning of work and turnover intention. It is theoretically based on Vroom’s Expectancy Theory, which focuses on three components: valence, expectancy and instrumentality. The theory argues that employees are motivated when the following conditions are met. Employees should first see that there is a positive relation between effort and performance, and performance and reward (expectancy). Then, they should accept that the reward is valuable for them (valence). Finally, they should believe that first-level rewards have instrumental effects on second-level rewards (instrumentality). Data were collected through a survey of 224 hotel employees in Turkey. Confirmatory factor analysis was conducted to assess the convergent and construct validity of the measurement model, while multiple regression analysis was used to test the research hypotheses. The results indicate that both non-financial and financial rewards have negative effects on turnover intention, while financial rewards and proactive personality have positive effects on meaning of work. The theoretical and managerial implications are discussed.
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Putri, Melia, Enjang Suherman, and Flora Patricia Angela. "WORK DISCIPLINE REVIEWED BASED PUNISHMENTS AND REWARDS (STUDY OF PT. ACTMETAL INDONESIA)." Value : Jurnal Manajemen dan Akuntansi 18, no. 2 (August 15, 2023): 510–19. http://dx.doi.org/10.32534/jv.v18i2.4076.
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Delay shows one of the undisciplined attitudes of employees in complying with the rules that have been set. One way to uphold the level of work discipline is to properly apply punishment and reward. The purpose of this study is to analyze and explain the relationship between punishment and reward with employee work discipline. This study uses a descriptive and verification research approach with quantitative data analysis and survey research methods. The number of samples used was 109 with the slovin formula from a population of 150 employees of PT. Actmetal Indonesia. Data analysis used multiple linear regression for the verification test and analysis of the scale range for the descriptive test. The results of the statistical the scale range for the descriptive test, the results of the statistical analysis show that the correlation coefficient R2 0,835 which indicates that the relationship between the punishment variable (X1) and the reward variable (X2) together with work discipline (Y) has a strong and positive relationship.
Keywords: Punishment, Rewards, Work discipline
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Fahlevi, Anggun Badriyansyah, and Dedi Rianto Rahadi. "The Effect of Reward and Punishment on Employee Performance Through Work Motivation as an Intervning Variable (Case Study at PT. MOA)." International Journal of Scientific and Management Research 07, no. 01 (2024): 102–14. http://dx.doi.org/10.37502/ijsmr.2024.7110.
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This research aims to investigate the effect of reward and punishment on work motivation and employee performance at PT. MOA. The research methodology uses Partial Least Squares Structural Equation Modeling (PLS-SEM) with the SmartPLS analysis tool, allowing in-depth analysis of the relationship between the variables studied. The research population includes employees from various levels and functions at PT. MOA, with 155 respondents selected representatively as the research sample. The research results show that rewards have a positive and significant influence on work motivation, while punishment also contributes to motivation, independent of the level of perceived severity. Furthermore, reward and punishment make a positive contribution to employee performance. These findings provide valuable insight for PT management. MOA to design more effective employee motivation strategies and improve the company's reward and punishment system, as well as understand more deeply the complex interactions between reward, punishment, work motivation and employee performance in a business context.
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Sujatmiko, Arif, Rahmad Gurusinga, Iskandar Markus Sembiring, Novita Br Ginting Munthe, and Indah Pratiwi. "HUBUNGAN REWARD DAN PUNISHMENT DENGAN DISIPLIN KERJA PADA KARYAWAN RUMAH SAKIT GRANDMED LUBUK PAKAM KABUPATEN DELI SERDANG." JURNAL KEPERAWATAN DAN FISIOTERAPI (JKF) 3, no. 1 (October 31, 2020): 50–57. http://dx.doi.org/10.35451/jkf.v3i1.515.
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Grandmed Lubuk Pakam Hospital applies reward and punishment in completing employee work discipline that must be in accordance with hospital regulations. Good rewards and punishments can motivate employees to improve work discipline and help employees achieve effective performance. This study aims to determine the Relationship of Reward and Punishment with Work Discipline in Employees of the Grandmed Lubuk Pakam Hospital in 2020. This type of quantitative research is analytic survey using cross sectional design. The sample in this study was taken by purposive sampling of 48 employees. Analysis using the Chi-Square test with a confidence level of 95%, α = 0.05. The results of the research between reward and work discipline show that there is a significant relationship between reward and work discipline in the employees of Grandmed Lubuk Pakam Hospital in 2020, p value (0.022) <α (0.05) is obtained. While the results of research between punishment with work discipline that shows there is a significant relationship between punishment with work discipline on employees of the Grandmed Lubuk Pakam Hospital in 2020. From the Chi Square test results obtained p value (0.036) <α (0.05). It is expected that the hospital should pay more attention to the rewards and punishments for employees to further improve discipline, work motivation, work morale so that they can be maintained or further improved and it is advisable to pay more attention to work discipline to employees by giving reprimands or punishment to employees who work discipline is not good so the bias is even better.
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Oberlian, Oberlian. "PENGARUH SISTEM REWARD, MOTIVASI DAN KETERAMPILAN KOMUNIKASI TERHADAP PRODUKTIVITAS KERJA AGEN ASURANSI SEQUIS LIFE JAKARTA." Jurnal Ekonomi Manajemen 5, no. 2 (December 21, 2019): 124–33. http://dx.doi.org/10.37058/jem.v5i2.1126.
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ABSTRACTThis study aims to determine how much influence the Reward System, Motivation and Communication Skills on the Productivity of Jakarta Sequis Life Insurance Agents. Respondents are 365 Sequis Life insurance agents who were asked to fill out a questionnaire. Data obtained from the results of filling out the questionnaire, were analyzed using multiple regression. The results of this study indicate that there is a significant positive effect of the variable Reward System, Motivation, and Communication Skills on Work Productivity, which means that a decrease or increase in the Reward System, Motivation, and Communication Skills will be followed in the direction of the Work Productivity of Sequis Life Insurance Agents . Communication skills are the most dominant factor in giving a positive influence on work productivity, followed by a reward system in the second and motivation in the third. So to increase the work productivity of sequis life insurance agents, the company needs to be consistent in increasing activities that enhance communication skills, maintain and if possible improve the reward system that has been going on so far, as well as strengthen things that can increase the motivation of sequis life insurance agents.Keywords: rewards system; motivation; communication skillsABSTRAKPenelitian ini bertujuan untuk mengetahui seberapa besar pengaruh Sistem Reward, Motivasi dan Keterampilan Komunikasi Terhadap Produktivitas Kerja Agen Asuransi Sequis Life Jakarta. Responden adalah agen asuransi Sequis Life yang berjumlah 365 orang yang diminta mengisi kuesioner. Data yang diperoleh dari hasil pengisian kuesioner, dianalisis menggunakan regresi berganda. Hasil penelitian ini menunjukkan bahwa terdapat pengaruh positif yang signifikan dari variabel Sistem Reward, Motivasi, dan Keterampilan Komunikasi Terhadap Produktivitas Kerja, yang berarti bahwa penurunan atau peningkatan pada Sistem Reward, Motivasi, dan Keterampilan Komunikasi akan diikuti dengan searah oleh Produktivitas Kerja Agen Asuransi Sequis Life. Keterampilan komunikasi merupakan faktor yang paling dominan dalam memberi pengaruh positif terhadap produktivitas kerja, disusul oleh sistem reward pada urutan kedua dan motivasi pada urutan ketiga. Maka untuk meningkatkan produktivitas kerja agen asuransi sequis life, perlu konsistensi perusahaan dalam meningkatkan kegiatan-kegiatan yang meningkatkan keterampilan komunikasi, mempertahankan dan jika memungkinkan meningkatkan sistem reward yang sudah berlangsung selama ini, serta memperkuat hal-hal yang dapat meningkatkan motivasi agen asuransi sequis life.Kata Kunci: sistem rewards; motivasi; keterampilan komunikasi
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Bowman, E. M., T. G. Aigner, and B. J. Richmond. "Neural signals in the monkey ventral striatum related to motivation for juice and cocaine rewards." Journal of Neurophysiology 75, no. 3 (March 1, 1996): 1061–73. http://dx.doi.org/10.1152/jn.1996.75.3.1061.
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1. The results of neuropsychological, neuropharmacological, and neurophysiological experiments have implicated the ventral striatum in reward-related processes. We designed a task to allow us to separate the effects of sensory, motor, and internal signals so that we could study the correlation between the activity of neurons in the ventral striatum and different motivational states. In this task, a visual stimulus was used to cue the monkeys as to their progress toward earning a reward. The monkeys performed more quickly and with fewer mistakes in the rewarded trials. After analyzing the behavioral results from three monkeys, we recorded from 143 neurons from two of the monkeys while they performed the task with either juice or cocaine reward. 2. In this task the monkey was required to release its grip on a bar when a small visual response cue changed colors from red (the wait signal) to green (the go signal). The duration of the wait signal was varied randomly. The cue became blue whenever the monkey successfully responded to the go signal within 1 s of its appearance. A reward was delivered after the monkey successfully completed one, two, or three trials. The schedules were randomly interleaved. A second visual stimulus that progressively brightened or dimmed signaled to the monkeys their progress toward earning a reward. This discriminative cue allowed the monkeys to judge the proportion of work remaining in the current ratio schedule of reinforcement. Data were collected from three monkeys while they performed this task. 3. The average reaction times became faster and error rates declined as the monkeys progressed toward completing the current schedule of reinforcement and thereby earning a reward, whereas the modal reaction time did not change. As the duration of the wait period before the go signal increased, the monkeys reacted more quickly but their error rates scarcely changed. From these results we infer that the effects of motivation and motor readiness in this task are generated by separate mechanisms rather than by a single mechanism subserving generalized arousal. 4. The activity of 138 ventral striatal neurons was sampled in two monkeys while they performed the task to earn juice reward. We saw tonic changes in activity throughout the trials, and we saw phasic activity following the reward. The activity of these neurons was markedly different during juice-rewarded trials than during correctly performed trials when no reward was forthcoming (or expected). The responses also were weakly, but significantly, related to the proximity of the reward in the schedules requiring more than one trial. 5. The monkeys worked to obtain intravenous cocaine while we recorded 62 neurons. For 57 of the neurons, we recorded activity while the monkeys worked in blocks of trials during which they self-administered cocaine after blocks during which they worked for juice. Although fewer neurons responded to cocaine than to juice reward (19 vs. 33%), this difference was not significant. The neuronal response properties to cocaine and juice rewards were independent; that is, the responses when one was the reward one failed to predict the response when the other was the reward. In addition, the neuronal activity lost most of its selectivity for rewarded trials, i.e, the activity did not distinguish nearly as well between cocaine and sham rewards as between juice and sham rewards. 6. Our results show that mechanisms by which cocaine acts do not appear to be the same as the ones activated when the monkeys were presented with an oral juice reward. This finding raises the intriguing possibility that the effects of cocaine could be reduced selectively without blocking the effects of many natural rewards.
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Pujianti, Harini, Agustin HP, and Hary Sulaksono. "THE EFFECT OF REWARD AND PUNISHMENT AND WORK MOTIVATION ON EMPLOYEE PERFORMANCE THROUGH WORK DISCIPLINE." MBA - Journal of Management and Business Aplication 5, no. 2 (August 13, 2022): 567–78. http://dx.doi.org/10.31967/mba.v5i2.598.
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The purpose of this study was to determine the direct or indirect effect of Reward andPunishment and work motivation on employee performance through work discipline as anintervening variable on employees of the Public Works and Spatial Planning Office ofBondowoso Regency. The total population of this study was 266 with a sample of 40respondents. The sampling technique used was purposive sampling. The analytical techniqueused is path analysis using SPSS 22.0. The results of data analysis show that the Reward andPunishment variable has a significant effect on work discipline, work motivation has asignificant effect on work discipline, Reward and Punishment has a significant effect onemployee performance, work motivation has a significant effect on employee performance ,work discipline has a significant effect on employee performance.Keywords: Reward And Punishment, Work Motivation, Work Motivation and EmployeePerformance
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Hermawan, Eric. "LITERATURE REVIEW RELATIONSHIP OF WORK DISCIPLINE, REWARD AND JOB TRAINING ON WORK ACHIEVEMENT." Dinasti International Journal of Digital Business Management 3, no. 2 (March 2, 2022): 346–55. http://dx.doi.org/10.31933/dijdbm.v3i2.1328.
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The Literature Review article on the Relationship of Work Discipline, Reward and Job Training to Job Performance is a scientific article that aims to build a research hypothesis on the influence between variables that will be used in further research, within the scope of Human Resource Management. The method of writing this Literature Review article is using the library research method, which is sourced from online media such as Google Scholar, Mendeley and other academic online media. The results of this study are: 1) Work Discipline is related to Work Performance; 2) Rewards are related to Work Performance; and 3) Job Training related to Job Performance. Apart from these 3 exogenous variables that affect the endogenous variable of Work Achievement, there are still many other factors including the variables of Motivation, Skill and Education.
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Nursaadah, Nidia. "Implementasi Classical Conditioning dalam Melatih Kedisiplinan Anak Kb Paud Tunas Cindo Desa Upang Ceria melalui Reward Belajar Anak." Jurnal Kreativitas Pengabdian Kepada Masyarakat (PKM) 6, no. 6 (June 1, 2023): 2228–36. http://dx.doi.org/10.33024/jkpm.v6i6.9656.
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ABSTRAK Anak adalah calon masa depan, sebagai generasi penerus yang membutuhkan dukungan, pembinaan, perhatian dan pengembangan yang optimal dari sejak usia dini (Husnul, 2016), sehingga harus selalu mendapat perhatian dan pendampingan. Erikson mengatakan bahwa tahap kehidupan seseorang dibentuk atas berbagai pengaruh dan interaksi sosial yang diterimanya sehingga menjadikan dia sebagai manusia yang matang secara fisik dan psikologis (Erik, 2010). Pendidikan anak usia dini (PAUD) merupakan pendidikan yang harus diberikan bagi anak usia dini 0-6 tahun yang dilakukan melalui pemberian berbagai ransangan untuk membantu pertumbuhan dan perkembangan baik jasmani dan rohani agar memiliki kesiapan untuk memasuki jenjang pendidikan berikutnya, Susanto (2017 : 16). Pendidikan usia dini sangat berperan penting dalam kehidupan anak usia dini, karena pendidikan di usia dini adalah masa pembentukan karakter terhadap anak agar menjadikan anak yang memiliki jiwa dan pemikiran yang positif. Untuk mengembangkan jiwa karakter anak dalam pendidikan bisa dilakukan dengan menggunakan Reward pada anak. Reward merupakan hal yang menggembirakan bagi anak dan menjadi pendorong atau motivasi bagi anak. Reward yaitu segala yang diberikan guru berupa penghormatan, pujian, hadiah yang menyenangkan siswa atas hasil baik yang telah dicapai dan diraih dalam proses pembelajaran di dalam kelas, Dalam pembelajaran reward dilakukan dalam rangka memberikan dorongan dan rangsangan pada siswa agar memicu motivasi untuk meningkatkan kemampuanya dalam pengembangan potensi kepribadian. Reward dalam dunia pembelajaran diberikan sebagai hadiah kepada siswa yang memiliki prestasi paling baik, dengan harapan siswa yang mendaptkan hadiah akan bertambah semangat dan terdorong untuk meningkatkan prestasinya. Selain untuk kepuasan pada siswa, reward akan memberikan dorongan pada siswa lain dan antar siswa untuk memicu sebuah kompetisi dalam mendapatkan hadiah dari hal yang dicapai. Memang dampak reward dianggap memberikan manfaat yang cukup baik pada siswa sehingga reward dianggap penting untuk diberikan sebagai hadiah pada siswa yang mendapatkan pencapaian belajar yang tinggi. Menurut Rosyid Zaiful (2018 : 43) reward adalah salah satu alat pendidikan, jadi dengan sendirinya maksud reward (ganjaran) itu adalah sebagai alat untuk mendidik anak – anak supaya anak dapat merasa senang karena perbuatan atau pekerjaanya mendapat penghargaan. Umumnya anak mengetahui bahwa pekerjaan atau perbuatannya yang menyebabkan mendapat reward. Kata Kunci: Implementasi, Reward, DisiplinABSTRACT Children are future candidates, as the next generation who need optimal support, guidance, attention and development from an early age (Husnul, 2016), so they must always receive attention and assistance. Erikson said that the stages of a person's life are formed by the various influences and social interactions he receives so as to make him a physically and psychologically mature human being (Erik, 2010). Early childhood education (PAUD) is education that must be given to early childhood 0-6 years which is carried out through the provision of various stimuli to help growth and development both physically and spiritually so that they are ready to enter the next level of education, Susanto (2017: 16) . Early childhood education plays an important role in the life of early childhood, because education at an early age is a period of character building for children so that children have positive thoughts and souls. To develop children's character souls in education can be done by using rewards for children. Rewards are fun things for children and become a driving force or motivation for children. Reward, namely everything that is given by the teacher in the form of respect, praise, pleasant prizes for students for the good results that have been achieved and achieved in the learning process in the classroom. In learning, rewards are carried out in order to provide encouragement and stimulation to students so as to trigger motivation to improve their abilities in development personality potential. Rewards in the world of learning are given as prizes to students who have the best achievements, with the hope that students who get prizes will be more enthusiastic and motivated to improve their achievements. In addition to student satisfaction, rewards will provide encouragement to other students and between students to trigger a competition in getting prizes for things achieved. Indeed, the impact of rewards is considered to provide quite good benefits to students so that rewards are considered important to be given as prizes to students who get high learning achievements. According to Rosyid Zaiful (2018: 43) reward is an educational tool, so by itself the meaning of reward is as a tool to educate children so that children can feel happy because their actions or work are rewarded. Generally, children know that their work or actions cause rewards. Keywords: Implementation, Reward, Discipline
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Noorazem, Nurul Asyiqin, Sabiroh Md Sabri, and Eliy Nazira Mat Nazir. "The Effects of Reward System on Employee Performance." Jurnal Intelek 16, no. 1 (January 26, 2021): 40–51. http://dx.doi.org/10.24191/ji.v16i1.362.
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Reward system which consists of financial rewards and non-financial rewards has become essential to an organization in managing employees’ performance. Motivated employees can be a significant factor in organizational success. When employees are motivated to work at higher levels of productivity, the organization as a whole will run more efficiently and is more effective at reaching its goals. Literature review on the previous studies has proven that the reward system can motivate and subsequently increase employees’ performance. Reward system comes in many forms, for example, intrinsic rewards and extrinsic rewards. Thus, the organization must critically understand what types of reward system can motivate the employee to perform well in their job. The purpose of this research is to investigate the effects of the reward system in an organization on employee performance. The variable tested in this study includes salary, bonuses, appreciation and medical benefits. This study adopted a quantitative approach where 132 sets of questionnaires were distributed to the participants selected using convenience sampling. Data were then analyzed using SPSS software and a few analyses were carried out such as correlations analysis and regression analysis. The results show that all variables have a significant impact on employees’ performance. The results of this study can be used by the organization to improve its reward system and to ensure it could help in increasing the employees’ performance.
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M.P, Bhavya P., and M. P. Somashekar. "A Study on Reward System on Employee Performance (With Special Reference to KPR Cars PVT LTD Volkswagen Mysore)." Interdiciplinary Journal and Hummanity (INJURITY) 2, no. 10 (October 31, 2023): 861–65. http://dx.doi.org/10.58631/injurity.v2i10.131.
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Rewards and incentives are “important aspect in today’s competitive environment. As the role of rewards has grown, a lot of changes have been taking place in the reward system, so while making a reward strategy, a type of industry and their involvement is considered.” In earlier times, the manager faces a problem of huge turnover of employees due to which an employee never has a bond with his employer. So, a manager decided to retain their highly talented employee by motivating them so that the quality of work would be maintained. Employee reward is one of the methods of motivating employees increasing employee performance, which benefit the organization. Reward involves the management of expectations in which both employer and employee except from each other. The employer wants the maximum contribution of their employer, and employees want their effort to be matched with their pay in return of their pay. Then, of reward management takes place which involves the strategy and policies related to pay
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Skylark, William J., Kieran T. F. Chan, George D. Farmer, Kai W. Gaskin, and Amelia R. Miller. "The delay-reward heuristic: What do people expect in intertemporal choice tasks?" Judgment and Decision Making 15, no. 5 (September 2020): 611–29. http://dx.doi.org/10.1017/s193029750000783x.
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AbstractRecent research has shown that risk and reward are positively correlated in many environments, and that people have internalized this association as a “risk-reward heuristic”: when making choices based on incomplete information, people infer probabilities from payoffs and vice-versa, and these inferences shape their decisions. We extend this work by examining people’s expectations about another fundamental trade-off — that between monetary reward and delay. In 2 experiments (total N = 670), we adapted a paradigm previously used to demonstrate the risk-reward heuristic. We presented participants with intertemporal choice tasks in which either the delayed reward or the length of the delay was obscured. Participants inferred larger rewards for longer stated delays, and longer delays for larger stated rewards; these inferences also predicted people’s willingness to take the delayed option. In exploratory analyses, we found that older participants inferred longer delays and smaller rewards than did younger ones. All of these results replicated in 2 large-scale pre-registered studies with participants from a different population (total N = 2138). Our results suggest that people expect intertemporal choice tasks to offer a trade-off between delay and reward, and differ in their expectations about this trade-off. This “delay-reward heuristic” offers a new perspective on existing models of intertemporal choice and provides new insights into unexplained and systematic individual differences in the willingness to delay gratification.
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Hadačová, Daniel, and Lenka Maličká. "Reward-Based Crowdfunding : How to Make it Work?" Theory, Methodology, Practice 18, no. 1 (2022): 45–59. http://dx.doi.org/10.18096/tmp.2022.01.04.
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The paper aims to identify attributes having a significant impact on the successful financing of crowdfunding campaigns published on the largest crowdfunding platform based on reward models in the Czech Republic. The paper’s motivation arises from the theoretical background of crowdfunding and related empirical research, where crowdfunding based on rewards is analysed. The paper aims to identify the determinants of the success of selected crowdfunding projects using logistic regression analysis. Results of the logit estimation show that the number of fans on the campaign’s Facebook page, the use of video in the campaign and the size of the campaign’s financial goal have a significant impact on the campaign’s success. The last part of the paper also includes the limitations of the performed analysis and suggestions for further analysis of crowdfunding.
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Moser, Karin S., and Katrin Wodzicki. "The Effect of Reward Interdependence on Cooperation and Information-Sharing Intentions." Swiss Journal of Psychology 66, no. 2 (June 2007): 117–27. http://dx.doi.org/10.1024/1421-0185.66.2.117.
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Incentives are central to the reinforcement of behavior. In the context of group work, it is important to distinguish between individual and collective incentives as rewards. High reward interdependence should constitute an incentive for cooperation among group members (e.g., collective vs. individual financial rewards), but experimental studies provide no support for this assumption, whereas some field studies found an increase in information exchange and team productivity. In the two experimental studies presented here (N1 = 46, N2 = 28), high reward interdependence resulted in a higher willingness to share information with and to help other group members, stronger responses to the poor quality of others’ work, higher preference for a group layout, and less withdrawal as a response to the reluctant commitment of others. The findings suggest that high reward interdependence can indeed act as an incentive for cooperative behavior and information sharing in an experimental setting as well.
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Barnard, M. "Making CDM work—perseverance and reward." Proceedings of the Institution of Civil Engineers - Management, Procurement and Law 160, no. 4 (November 2007): 141–45. http://dx.doi.org/10.1680/mpal.2007.160.4.141.
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Amoore, Louise. "Risk, reward and discipline at work." Economy and Society 33, no. 2 (May 2004): 174–96. http://dx.doi.org/10.1080/03085140410001677111.
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Rahmat Kholid, Afhal, Marta Widian Sari, Dinal Adriansyah, and Irfandi Saputra. "Application of Motivation and Development to the Performance of Coffeeshop Alco Discussion House to Realize an Organizational Culture that is Aligned with Organizational Goals." PKM-P 7, no. 2 (December 1, 2023): 355. http://dx.doi.org/10.32832/jurma.v7i2.2117.
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This study aims to examine the application of work motivation, and performance development in realizing the best organizational culture at the UMKM coffee shop discussion house alco, Jl Durian. Tarung, Kec. Kuranji, Padang city, West Sumatra. Data collection techniques in this study were questionnaires and interviews. The results showed that rewards and work ethics have a significant effect on employee motivation. The results of this study indicate that there is a significant influence of the reward system on employee motivation. This can be seen where employees who are given appreciation or rewards show better performance than employees who are not given rewards. So it can be concluded that the reward system for employees has a positive effect on employee motivation to achieve organizational culture.
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Sari, Ika Laudia, and Subandrio Subandrio. "PENGARUH REWARD DAN LINGKUNGAN KERJA TERHADAP KINERJA KARYAWAN CV. PUTRA MAS REJANG LEBONG." (JEMS) Jurnal Entrepreneur dan Manajemen Sains 3, no. 2 (February 26, 2022): 192–99. http://dx.doi.org/10.36085/jems.v3i2.3177.
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The purpose of this study was to determine the effect of rewards and work environment on the performance of employees of CV. Putra Mas Rejang Lebong.This research uses descriptive research method with quantitative data analysis. The population in this study were all employees at CV. Putra Mas Rejang Lebong.Based on the results of multiple linear regression, the form of regression equation is Y = 3.708 + 0.373 (X_1) + 0.644 (X_2). The results of the research and hypothesis show that the reward shows the value of t_hit> t_ (α / 2) (2,338> 2,026) and (sig α = 0.025 <0.050), the work environment shows the value of t_hit> t_ (α / 2) (6,138> 2,026) and (sig α = 0.000 <0.050). Reward (X1) is 2,338 and Work Environment variable (X2) is 6,138. Conclusion based on the results of research that has been done, there is a positive and significant influence between the variable Reward (X_1) and Work Environment (X_2) together have an effect on the Employee Performance of CV. Putra Mas Rejang Lebong. We recommend that the leader of CV. Putra Mas Rejang Lebong, where the company is expected that in the future the perception of these matters can be of special concern so that in the future employee perceptions of the rewards from the company can be better, after that the work environment is expected in the future this can be material for evaluation and special attention so that the work environment of the the company can increase as well as employee performance. Keywords : Reward, Work Environment, and Employee Performance
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Martin, Kerry C., and Jay Hewitt. "Sex Differences in Reward Allocation." Perceptual and Motor Skills 67, no. 3 (December 1988): 981–82. http://dx.doi.org/10.2466/pms.1988.67.3.981.
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Men and women were presented descriptions of two dyadic work groups. In both groups, one member of the dyad did approximately two-thirds of the work. For one of the groups, subjects were asked to imagine that they were the worker of high productivity while for the other group subjects were asked to imagine that they were impartial observers. Subjects were asked to divide the rewards among the two workers for both groups. Men and women did not differ in allocation of reward when acting as impartial observers. When subjects imagined themselves as the worker of high productivity, men gave themselves a greater share of the reward than did women. It was concluded that the results were consistent with the self-interest explanation of sex differences in allocation of reward.
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Kuswantoro, Edy, Menik Kustriyani, and Arifianto Arifianto. "Hubungan Pemberian Reward dengan Motivasi Kerja Perawat di Ruang Inap Rumah Sakit." Jurnal Ilmiah Ners Indonesia 3, no. 2 (November 30, 2022): 63–70. http://dx.doi.org/10.22437/jini.v3i2.21366.
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Nurses are the main key in a service. As a form of professional service, nursing is expected to improve the quality of the hospital in providing nursing care, be it promotive, preventive, curative and rehabilitative. By giving rewards aims to maintain the motivation of these employees so that they are always in good condition, so that the quality of hospital services increases. This research uses quantitative research, which is a non-experimental research with cross sectional design. The sample technique used in this study is Proportionate Random Sampling with a sample size of 102 respondents. Bivariate analysis was performed using the Rank Spearman Correlation test. The results of research and data analysis obtained Rho = 0,462 and ρ value of 0,000. The Rho value indicates that reward giving with work motivation is in moderate correlation strength with unidirectional correlation. The results of ρ value indicate that the hypothesis is accepted that there is a significant relationship between the provision of rewards and the work motivation of the nurses who work in the Inpatient Room of dr. Ario Wirawan Salatiga Hospital. Conclusion of this study indicate that there is a significant relationship between giving rewards and the work motivation of the nurses who work in the hospital room of dr. Ario Wirawan Salatiga. Abstrak Perawat menjadi kunci utama dalam sebuah pelayanan Sebagai bentuk pelayanan profesional, keperawatan diharapkan dapat meningkatkan mutu Rumah Sakit dalam memberikan asuhan keperawatan, baik itu bersifat promotif, preventif, kuratif dan rehabilitative. Dengan pemberian reward bertujuan untuk menjaga motivasi pegawai tersebut supaya selalu dalam kondisi yang baik, sehingga mutu pelayanan Rumah Sakit meningkat. Penelitian ini menggunakan jenis penelitian kuantitatif deskriptif analitik dengan desain cross sectional. Teknik sampel yang digunakan dalam penelitian ini adalah Proportionate Random Sampling dengan jumlah sampel 102 responden. Penelitian ini menggunakan alat ukur kuesioner pemberian reward dan motivasi kerja. Analisis bivariat dilakukan dengan uji Korelasi Spearman Rank. Hasil penelitian dan analisis data diperoleh Rho = 0,462 dan ρ value sebesar 0,000 < 0. Nilai Rho tersebut menunjukkan bahwa pemberian reward dengan motivasi kerja berada dalam kekuatan korelasi sedang dengan arah korelasi yang searah. Hasil ρ value menunjukkan hipotesis diterima bahwa ada hubungan yang signifikan antara pemberian reward dengan motivasi kerja perawat pelaksana di Ruang Inap RS Paru dr. Ario Wirawan Salatiga. Simpulan hasil penelitian ini menunjukan bahwa ada hubungan signifikan pemberian reward dengan motivasi kerja perawat pelaksana di Ruang Inap RS Paru dr. Ario Wirawan alatiga. Dengan adanya reward yang jelas dapat mempengaruhi motivasi kerja perawat dalam melakukan asuhan keperawatan. Kata kunci : Perawat, reward, motivasi kerja