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Bibliographies thématiques / Monetary and non-monetary incentives / Livres

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Livres sur le sujet « Monetary and non-monetary incentives »

Auteur : Grafiati

Publié le 10 mars 2023

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1

Natalia, Montinari, Piovesan Marco et Harvard Business School, dir. Do not trash the incentive ! : Monetary incentives and waste sorting. [Boston] : Harvard Business School, 2011.

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2

Toma, Eugenia Froedge, et Mark Toma, dir. Central Bankers, Bureaucratic Incentives, and Monetary Policy. Dordrecht : Springer Netherlands, 1986. http://dx.doi.org/10.1007/978-94-009-4432-9.

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3

Froedge, Toma Eugenia, et Toma Mark, dir. Central bankers, bureaucratic incentives, and monetary policy. Dordrecht : Kluwer Academic Publishers, 1986.

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4

Beath, J. Optimal incentives for incom-generation within universities. St. Andrews : St. Salvator's College, 2000.

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5

W, Church Thomas. Speedy disposition : Monetary incentives and policy reform in criminal courts. Albany, N.Y : State University of New York Press, 1992.

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6

Jobber, David. Modelling the effects of prepaid monetary incentives on mail survey response. Loughborough : Department of Management Studies, Loughborough University of Technology, 1987.

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7

Honohan, Patrick. Recapitalizing banking systems : Implications for incentives and fiscal and monetary policy. Washington, DC : World Bank, Development Research Group, Finance, 2001.

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8

Anderson, Joseph A. Feasibility of monetary incentives within the United States Army Recruiting Command. Monterey, Calif : Naval Postgraduate School, 1994.

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9

Gurgand, Marc. Does work pay in France ? monetary incentives and the guaranteed minimum income. Bonn, Germany : IZA, 2005.

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10

Seerattan, Dave. Tax reform and financial development in Trinidad and Tobago. St. Augustine, Trinidad and Tobago : Caribbean Centre for Monetary Studies, University of the West Indies, 2002.

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11

Bilbiie, Florin Ovidiu. Inflation contracts, targets and strategic incentives for delegation in international monetary policy games. Florence : European University Institute, Department of Economics, 2001.

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12

Mats, Persson. Debt, cash flow and inflation incentives : A Swedish example. Cambridge, MA : National Bureau of Economic Research, 1996.

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13

Pant, Krishna Prasad. Monetary incentives to reduce open-field rice-straw burning in the plains of Nepal. Kathmandu, Nepal : South Asian Network for Development and Environmental Economics, 2013.

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14

S, Feldstein Martin. Budget deficits, tax incentives and inflation : A surprising lesson from the 1983-84 recovery. Cambridge, MA : National Bureau of Economic Research, 1989.

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15

1942-, Brada Josef C., et Dobozi István, dir. Money, incentives, and efficiency in the Hungarian economic reform. Armonk, N.Y : M.E. Sharpe, 1990.

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16

Maryland. State Board for Higher Education., dir. Higher education's monetary and non-monetary impact on Maryland's economy. Annapolis, Md. (16 Francis St., Annapolis 21401) : State Board for Higher Education, 1987.

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17

Hinchliffe, Keith. The monetary and non-monetary returns to education in Africa. [Washington, D.C.] : World Bank, Policy Division, Education and Training Department, 1986.

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18

Shaghil, M. The world economic order : Proposals for monetary and non-monetary reforms. New Delhi, India : Cosmo Publications, 1989.

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19

Prendergast, Canice. Non-monetary exchange within firms and industry. Cambridge, MA : National Bureau of Economic Research, 1996.

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20

Hall, Robert Ernest. A framework for studying monetary non-neutrality. Cambridge, MA : National Bureau of Economic Research, 1989.

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21

Lippi, Francesco. Strategic monetary policy with non-atomistic wage-setters. [Roma] : Banca d'Italia, 2000.

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22

Jensen, Christian. The non-optimality of proposed monetary policy rules under timeless-perspective commitment. Cambridge, MA : National Bureau of Economic Research, 2002.

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23

Yelten, Sibel. Price impacts of non-adoption of the euro for small European countries. Washington, D.C : International Monetary Fund, Monetary and Financial Systems Dept., 2006.

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24

Erceg, Christopher J. Optimal monetary policy with durable and non-durable goods. Washington, D.C : Federal Reserve Board, 2002.

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25

Andrés, Javier. Non-Ricardian fiscal policies in an open monetary union. Brussels : European Commission, Directorate-General for Economic and Financial Affairs, 2002.

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26

Pemberton, James. The non-vertical Phillips curve and the non-neutrality of monetary growth. Reading : University of Reading Department of Economics, 1985.

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27

Pemberton, James. The non-vertical Phillips curve and the non-neutrality of monetary growth. Reading : University of Reading, 1985.

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28

Hanʼguk kŭmnyung chayuhwa non : Kŭmnyung chayuhwa non kwa Hanʼguk kŭmnyung palchŏn ŭi kusang. Sŏul : Pŏmmunsa, 1992.

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29

Scholte, Jan Aart. Civil society voices and the International Monetary Fund. Ottawa : North-South Institute, 2002.

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30

Pecunia non olet : Potere e ideologia del denaro nell'antica Roma. Palermo : Nuova Ipsa editore, 2018.

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31

Francis, Mensah, et Ghana Statistical Service, dir. 2010 population & housing census report : Non-monetary poverty in Ghana. [Accra] : Ghana Statistical Service, 2013.

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32

l'arbitrage, Association suisse de, dir. Performance as a remedy : Non-monetary relief in international arbitration. Huntington, N.Y : Juris, 2011.

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33

Tyran, Jean-Robert. Money illusion and strategic complementarity as causes of monetary non-neutrality. Berlin : Springer, 1999.

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34

1949-, Feldman Robert A., dir. Impact of EMU on selected non-European-Union countries. Washington, DC : International Monetary Fund, 1998.

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35

Tyran, Jean-Robert. Money Illusion and Strategic Complementarity as Causes of Monetary Non-Neutrality. Berlin, Heidelberg : Springer Berlin Heidelberg, 1999. http://dx.doi.org/10.1007/978-3-642-46883-4.

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36

Strategic reward and recognition : Improving employee performance through non-monetary incentives. Kogan Page, 2015.

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37

Fisher, John G. Strategic Reward and Recognition : Improving Employee Performance Through Non-Monetary Incentives. Kogan Page, Limited, 2015.

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38

Fisher, John G. Strategic Reward and Recognition : Improving Employee Performance Through Non-monetary Incentives. Kogan Page, 2016.

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39

Krueckeberg, Harry F., William A. Kelly et Judith F. Karofsky. Monetary Incentives for Credit Union Staffs. Filene Research Institute, Incorporated, 1998.

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40

Grensing, Lin. How to build a motivated work force using non-monetary incentives. Abbott, Langer & Associates, 1988.

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41

Toma, M., et E. Froedge Toma. Central Bankers, Bureaucratic Incentives, and Monetary Policy. Springer London, Limited, 2012.

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42

Central Bankers, Bureaucratic Incentives, and Monetary Policy. Springer, 2011.

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43

Toma, Eugenia Froedge. "Central Bankers, Bureaucratic Incentives, and Monetary Policy". Springer, 2011.

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44

Honohan, Patrick. Recapitalizing Banking Systems : Implications for Incentives and Fiscal and Monetary Policy. The World Bank, 1999. http://dx.doi.org/10.1596/1813-9450-2540.

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45

Gambling with Other People's Money : How Perverse Incentives Caused the Financial Crisis. Hoover Institution Press, 2019.

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46

Lourenço, Sofia Margarida Morais. Do monetary incentives, feedback and recognition matter for performance ? : Evidence from a field experiment in a retail services company. 2010.

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47

Frey, Bruno S., et Jana Gallus. Awards in Firms. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198798507.003.0006.

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Money is not always successful in sustaining and raising employee motivation. When money is perceived to be controlling, financial incentives may backfire and undermine motivation. High-powered incentives can also lead to strategic behaviour and gaming. Many firms are aware of the limitations of monetary incentives. They use non-financial rewards in an effort to sustain and raise employee motivation. Awards are a special kind of non-financial yet extrinsic incentive, whose value resides primarily in the recognition conveyed among peers and in the public. Awards are used in firms to raise employees’ motivation, to foster retention, and to establish role models. They are a valuable component of organizations’ human resource strategy. Outside the boundaries of the firm awards are used to set standards, to establish norms, and to support innovation. Awards may have unintended motivational effects, particularly on non-recipients. Awards may create and foster competitive advantage.

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48

Marco, Vega, et Martinelli César. The Monetary and Fiscal History of Peru, 1960-2017 : Radical Policy Experiments, Inflation and Stabilization. Pontificia Universidad Católica del Perú, 2018. http://dx.doi.org/10.18800/2079-8474.0468.

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We show that Peru’s chronic inflation through the 1970s and 1980s was the result of the need for inflationary taxation in a regime of fiscal dominance of monetary policy. Hyperinflation occurred when debt accumulation became unavailable, and a populist administration engaged in a counterproductive policy of price controls and loose credit. We interpret the fiscal difficulties preceding the stabilization as a process of social learning to live within the realities of fiscal budget balance. The credibility of the policy regime change in the 1990s may be linked ultimately to the change in public opinion giving proper incentives to politicians, after the traumatic consequences of the hyperstagflation of 1987–1990.

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49

Dolgan, Jeffrey I. Dollar-a-day teenage pregnancy prevention program : An innovative demonstration project using monetary incentives to prevent additional pregnancies in high-risk adolescents. Planned Parenthood of the Rocky Mountains, 1989.

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50

Frey, Bruno S., et Jana Gallus. What Do We Know ? Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198798507.003.0009.

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Awards directly and succinctly cater to one of the major human desires, namely, to be recognized and appreciated. Awards can raise recipients’ intrinsic motivation, make them more creative, and induce them to identify with the task. Awards establish a bond of loyalty to the giver. Monetary incentives, in particular pay-for-performance, may be applied to simple tasks. With more complex tasks, monetary incentives risk leading to multitasking and manipulation of the performance measurement and criteria. There is a lack of comprehensive and reliable data. Open issues include, but are not limited to, the question of who does and who does not get awards, why some organizations refrain from handing out awards, and what effects different types of awards have under varying conditions.

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