Bonus Distribution Research Articles

The Effect of Profit-Sharing on Productivity of Micro, Small, and Medium Enterprises (MSME) in Indonesia

Research on the effect of profit-sharing on large-scale enterprise productivity has been done in many countries. But previous study found an inconsistent results, that is profit sharing is not significantly influence productivity of MSMEs. This research aims to deepen more about the reason is this profit-sharing in its application have or don’t have a significant impact in increasing productivity of Micro and Small Enterprises in Indonesia. The qualitative research method used in this research is through in-depth interview techniques to seven respondents who are MSME entrepreneurs in the manufacturing sector with product types that vary between respondents. The purpose of this interview is to gather information about the system of wages and distribution of bonuses in MSMEs, which have different characteristics from large industries in general. The interview results show that there is profit sharing in Indonesia MSMEs, but it is not considered as financial compensation or work bonus that leads to the next performance target. However, most of them interpreted as "kindness" from MSME owners in form of financial or non-financial benefits. This research brings research implication that profit sharing on MSMEs are unique and can be applied in many forms. Even though in previous quantitative study, profit sharing is stated as not significantly influence the MSMEs productivity and performance, In some cases, profit sharing is proven to increase the motivation and loyalty of employees.

THE EFFECT OF PERFORMANCE APPRAISAL AND BONUS PROVISION ON EEMPLOYEE JOB STATISFACTION DURING THE COVID – 19 PANDEMIC CASE STUDY AT PT SUMBER MEGA JAYA COMPANY

The research that has been carried out is related to how performance appraisals and bonus payments can affect employee job satisfaction at PT. Sumber Mega Jaya. The purpose of carrying out this research is to determine whether performance appraisal has an influence on job satisfaction and to find out whether bonus payments have an influence on job satisfaction. This study used respondents, namely all employees of PT. Sumber Mega Jaya totaling 76 people consisting of permanent employees and contract employees. The method of data collection used is by distributing questionnaires. Data analysis techniques used in this study using quantitative analysis techniques used for t-test, F-test and multiple regression analysis. Data analysis was carried out using the SPSS 25.0 program.
 The results in the study obtained that the employee performance appraisal variable has a positive and significant effect on the employee job satisfaction variable, with a β value of 0.507 or 50.7%, while the remaining 49.3% can be influenced by other variables that are not considered in this study. The bonus distribution variable in this study has a positive and significant effect on the job satisfaction variable with a β value of 0.237 or 23.7%, and the remaining 76.3% can be influenced by other variables that are not considered in this study.

Pengaruh Kompensasi dan Pemberian Bonus Terhadap Kepuasan Kerja dan Kinerja Karyawan PT. Adhi Persada Properti Surabaya

PT. Adhi Persada Properti is a subsidiary of PT. Adhi Karya. The company is engaged in the residential, commercial building and property management sectors. This company was created in 1993. This study aims to find out the relationship between compensation and bonus distribution on job satisfaction and employee performance of PT. Adhi Persada Properti Surabaya branch. The approach of this research is quantitative, while the sampling in this study is a saturated sample where a total of 36 employees of PT. Adhi Persada Properti Surabaya as respondents. The data in this study were analyzed using the Statistical Program for Social Science (SPSS) version 23 software on computer. Further research shows that compensation and bonus distribution have a significant positive relationship on job satisfaction while job satisfaction has a significant positive relationship on employee performance. The results of the study provide conclusion that the more satisfied employees with compensation and bonuses provided by the company, the employees will be more diligent in working.

Analysis of Determinants of Employee Performance: A Case Study

This study aims to analyze and find empirical evidence that leadership style, supervision, work discipline, motivation, bonuses, and incentives on employee performance. This type of research is quantitative research. The population in this study were all employees of PT. Green Lahat, totaling 114 people. The data used in this study is primary data. Methods of data collection are done by using a questionnaire. The analysis technique used is multiple linear regression analysis. The results showed that leadership style, supervision, work discipline, motivation, bonuses, and incentives had a positive effect on employee performance. PT. Green Lahat needs to improve leadership and supervisory styles so that work discipline and employee motivation increase so that employee performance will also increase. In addition, PT. Green Lahat should maintain a system of distribution of bonuses and incentives so that employees can further improve their performance.

Who is paid in pay-for-performance? Inequalities in the distribution of financial bonuses amongst health centres in Zimbabwe.

Although pay-for-performance (P4P) schemes have been implemented across low- and middle-income countries (LMICs), little is known about their distributional consequences. A key concern is that financial bonuses are primarily captured by providers who are already better able to perform (for example, those in wealthier areas), P4P could exacerbate existing inequalities within the health system. We examine inequalities in the distribution of pay-outs in Zimbabwe’s national P4P scheme (2014–2016) using quantitative data on bonus payments and facility characteristics and findings from a thematic policy review and 28 semi-structured interviews with stakeholders at all system levels. We found that in Zimbabwe, facilities with better baseline access to guidelines, more staff, higher consultation volumes and wealthier and less remote target populations earned significantly higher P4P bonuses throughout the programme. For instance, facilities that were 1 SD above the mean in terms of access to guidelines, earned 90 USD more per quarter than those that were 1 SD below the mean. Differences in bonus pay-outs for facilities that were 1 SD above and below the mean in terms of the number of staff and consultation volumes are even more pronounced at 348 USD and 445 USD per quarter. Similarly, facilities with villages in the poorest wealth quintile in their vicinity earned less than all others—and 752 USD less per quarter than those serving villages in the richest quintile. Qualitative data confirm these findings. Respondents identified facility baseline structural quality, leadership, catchment population size and remoteness as affecting performance in the scheme. Unequal distribution of P4P pay-outs was identified as having negative consequences on staff retention, absenteeism and motivation. Based on our findings and previous work, we provide some guidance to policymakers on how to design more equitable P4P schemes.

FORMATION OF AN EFFECTIVE SYSTEM MOTIVATION PERSONNEL ON THE BASIS OF COMPETENCE MODELS

The role of the competence approach in personnel management as the only methodological basis for the implementation of personnel processes, which will increase efficiency, create competitive advantages and increase the level of competitiveness of the enterprise as a whole. The competency approach provides ample opportunities to describe the type of behavior and those aspects that are necessary to achieve a high level of efficiency of the work process, which allows you to develop a system that combines the requirements of business and personnel management. Personnel selection, evaluation, development and motivation are interrelated processes. In the competence approach, this relationship has found a technological embodiment. It is determined that motivation is a function of personnel management, which forms the efficiency of personnel use. The main advantage of competency-oriented motivation is its developmental component. An approach to staff motivation based on the model of competencies has been formed, which is to develop and improve the permanent part of remuneration based on grading, and the variable part of the personnel motivation system based on KPI. Grading is an assessment of the work performed in each position on the basis of key groups of factors that are considered the most important for the operation and development of the business. Grading positions is based on the evaluation and ranking of positions according to the criteria, which are professional competencies that determine the requirements for the employee for a particular position. The competency approach can be used in the calculation of allowances and the distribution of bonuses using so-called key performance indicators (KPI), which can also be used as professional competencies for specific positions. In addition, within the competence approach it is possible to rationally use not only tangible but also intangible methods of staff motivation. The use of competency models in the system of staff motivation with proper information and appropriate regulatory support allows the company to implement the principles of objectivity and understanding of the goals of the organization to all employees.

Penggunaan Metode Analytic Network Process (ANP) Untuk Pendukung Keputusan Pemberian Bonus Karyawan

The decision support system is a system that can provide problem-solving abilities and communication skills for problems with semi-structured and unstructured conditions, such as determining which employees deserve a bonus. The decision-making process is a frequent occurrence and is at the core of activities at PT Perta Arun Gas, one of which is to determine bonuses for employees by calculating the average value of criteria for each employee, not counting the values of related criteria. The system designed is a decision-making system to determine employees who get bonuses using the Analytic Network Process (ANP) method, this ANP method can calculate the related criteria values. ANP is a method that accommodates the relationship between criteria and alternatives. The criteria used are, professional at work, politeness (behavior), presence, loyalty (a sense of ownership of employees towards the company), responsibility, cleanliness tidiness, and discipline. The test results indicate that this system can solve the problem of determining the distribution of bonuses to employees so that it can help in selecting employees who receive the bonus.

Peningkatan Kualitas Pelayanan Rumah Makan X Dengan Integrasi Metode DINESERV, ZOT, dan QFD

Restaurant X is in mall ambassador food district providing typical Manado food for customers. Complaints of customer cause discomfort and dissatisfaction, consequently, potential reduction in customer loyalty.To cope with customer dissatisfaction, the improvement of service quality is necessary. To improve service the DINESERV method was used serving in appraising customer satisfaction. Integration into Zone of Tolerance was made by choosing Restaurant X customer satisfaction standards to find out critical attributes which is not fulfilling customer satisfaction. The critical attributes was analyzed by using Quality Function Deployment to get recommendations of improvements. House of Quality was developed to clarify consumer perspective and a technical Restaurant X perspective in compliance with customer satisfaction.Based on questionnaires distributed to 240 respondents in 24 attributes, 7 are not yet meeting customer satisfaction. Attributes under minimum tolerance standard are 4, 11, 12, 13, 17, 23 and 24. The House of Quality in X Restaurant develops some recommendation of improvement in order are as follows: training programs construction, 2 S of service, positioning of employee in accordance with their competencies and skills, production of idea box, scheduling and an off-day employees, building up confidence and communication relationship with employees, neatly and beautiful decoration of food, distribution of bonuses to best employees, no error of payment,develop menu design, dish of food is served fit the presentation of menu, new infant baby seats and utensils, promotion of 1 free menu every month.

Bisnis Multi Level Marketing Pada PT. K-Link Nusantara Di Tinjau Dari Hukum Bisnis Islam

The purpose of this research is to discuss the multi level marketing (MLM) business in terms of Islamic business law, as well as to find out how the business practices carried out by PT. K-LINK and whether K-Link's MLM business practices are in accordance with the DSN-MUI fatwa No 75 / DSN-MUI / VII / 2009. This study used descriptive qualitative method. The data collection techniques used interviews and documentation. Based on the research results it is known that the Multi Level Marketing business practices at PT. K-Link Nusantara, starting from its direct selling practice, marketing and recruiting, bonus distribution and prices have followed the existing Islamic law rules and can be said to be in accordance with the basic principles of the Islamic religion which refers to the Al-Quran, Hadith, and Ijma '. And the MLM business practices of PT. K-Link Nusantara is protected from something that is forbidden such as maisir, ghoror, haram, usury, indecency, dzulm and immorality. The aqad uses aqad al-bai '/ murabahah, aqad wakalah, aqad ju'alah, and aqad ujroh. All of these aqads are adjusted to the contents of the DSN-MUI fatwa Number 75 / DSN-MUI / VII / 2009 concerning the Guidelines for Direct Selling in Sharia Level, so the practice can be said to be in accordance with the DSN-MUI fatwa Number 75 / DSN-MUI / VII / 2009.

How to distribute the bonus among the company's employees

Many employers are concerned about the issue of the distribution of bonuses among employees, each of whom should receive a decent reward for their contribution to the "common piggy bank". There are several ways to determine the size of the premium, each of which has its own nuances.

"It Depends on What They Experience in Each Health Facility. Some Are Satisfied, Others Are Not." A MixedMethods Exploration of Health Workers' Attitudes Towards Performance-Based Financing in Burkina Faso.

Background: Evidence emerging from qualitative studies suggests the existence of substantial variation in how health workers experience performance-based financing (PBF) within the same setting. To date, however, no study has quantified or systematically explored this within-setting heterogeneity. Considering that differences in health workers’ affective reactions to PBF likely constitute an important element mediating the effectiveness of PBF in improving health service delivery, systematic and tangible information will be highly valuable to policy-makers and program managers who aim to maximize positive impacts of PBF. Our study aimed at contributing to filling this gap in knowledge by quantifying health workers’ knowledge of, satisfaction with, and perceptions of PBF in Burkina Faso, and exploring factors associated with heterogeneity therein. Methods: The study employed a post-intervention cross-sectional explanatory mixed methods study design with a dominant quantitative component – a structured survey to a total of 1314 health workers from 396 intervention health facilities – and a small and focused qualitative component – key informant interviews with 5 program managers – to triangulate and further elucidate the quantitative findings. Quantitative data were analyzed descriptively as well as using 3-level mixed-effects models. Qualitative data were analyzed in a largely deductive process along the quantitative variables and results. Results: Health workers were on average moderately satisfied with PBF overall, with a slight tendency towards the positive and large variation between individuals. Two-thirds of health workers did not have adequate basic knowledge of key PBF elements. Perceived fairness of the performance evaluation process, of the bonus distribution process, and satisfaction with the individual financial bonuses varied dramatically between respondents. Factors associated with heterogeneity in knowledge, satisfaction, and fairness perceptions included responsibility at the facility, general work attitudes, management factors, and training in and length of exposure to PBF. Conclusion: Findings imply that investments into staff training on PBF and manager training on organizational change processes might be beneficial to positive staff attitudes towards PBF, which in turn would likely contribute to improving the effectiveness of PBF.

Process reengineering and effectiveness analysis of scientific research achievements reward based on scientific research management system

Objective To make good use of the incentive function of the reward policy of scientific research achievements in hospitals, shorten the reward cycle of scientific and technological achievements, reduce the management cost, achieve the ultimate goal of details management of scientific and technological achievements. Methods Through retrospective analysis of the incentive process to identify possible barriers, reconstruct the rewarding procedures of scientific and technological achievements by bringing in informatization and publicity strategy, compare the bonus distribution cycle with the traditional model. Results The results show that the reward model based on the scientific research management system reduces the bonus arrival waiting period by about 62%, saves management costs and improves staff compliance. Conclusions According to the 4-year practice experiences, the new management model has further released the positive impact of the hospital award policy, solved the key problem of restricting the rewarding effect by technological means in the process of rewarding scientific research achievements. Key words: Scientific research achievements reward; Process reconstruction; Detail management; Scientific research management system; Effect analysis; Hospital

ВЫТОКІ ВЫТВОРЧЫХ КАНФЛІКТАЎ НА ПРАМЫСЛОВЫХ ПРАДПРЫЕМСТВАХ ПАСЛЯСТАЛІНСКАГА ЧАСУ І СПОСАБЫ ІХ УРЭГУЛЯВАННЯ (ПА МАТЭРЫЯЛАХ БССР)

The article discusses contradictions and conflicts at work on the industrial enterprises of the BSSR, including strikes, in the second half of the 1950s and in 1960s. The main reasons for the conflict were the facts of corruption, lower salaries, changes in working conditions, and the inefficient enterprise and management system. There were a lot of facts of abuse by the authorities of their service ranks by distribution of bonuses, financial aids, passports to sanatoria, apartments and so on. Although these questions were under control of party’s and trade union’s committees, the effectiveness of their work was low. The bureaucratic system of supervision and management has shown its inconsistency of practical implementation of promised social justice standards. In the face of weakening repressive legislation workers increasingly decided for various forms of protest and even for escalation of conflicts. An analysis of archival materials revealed 62 facts of refusal to work at industrial enterprises of the BSSR only during the period from 1956 till 1965. Struggle of workers for their rights including strikes of workers created no danger for the political regime, but became a factor which increased the attentiveness of party’s and economic authorities to the situation in industry. Administrative and organizational attempts to stop the rot in giving bonuses to the heads, engineers, technical personal as well as office workers were done. Party’s and economic governing bodies tried to avoid publicity in considering of conflict situations. Under the dominance of the command and administrative system, the management bodies were not ready for partnership relations with employees. They perceived conflicts in a socialist society as an accidents and used tactics of organizational and psychological pressure in conflict situations and demanded unilateral concessions from workers. In essence, this tactic was selfdeception and, in a strategic plan, did not lead to conflicts’ resolutions.

Improving the satisfaction of hospital staff: an attempt at Enterprise WeChat

Objective To explore the application and effect of enterprise WeChat in improving satisfaction. Methods Medical from Beijing Tongren Hospital were randomly recruited, and divided into an observation group and a control group according to whether they keep track of WeChat enterprise account prior to the first survey. In December 2016, a satisfaction survey was conducted, followed by the increased frequency and content of WeChat service, as well as 7 newly introduced applications. The second survey was made in December 2017. Propensity score matching was applied to the respondents of the two questionnaires, to eliminate such differences as gender, age, and education between the two surveys. Chi-square test was used to analyze the difference of satisfaction between the observation group and the control group before and after improving the WeChat service. Results Compared with the control group, the observation group has made significant improvement in 8 items, including efforts made by the to improve the practice environment of medical staff , current work intensity and pressure , complaint handling , performance bonus distribution , administrative and logistical staff′s clinical front-line service , continue to work in our hospital , consciously safeguard the reputation of the hospital , overall satisfaction with the hospital . There was no significant difference between the 11 items, and none of them decrease (P<0.05). Conclusions Enterprise WeChat can improve satisfaction in 6 dimensions: working environment, workload, welfare and pay, guarantee, identification and honor, and overall evaluation. Key words: WeChat; Enterprise account; Staff satisfaction; Hospital

ANALISIS KOMPARATIF EARNINGS MANAGEMENT PADA PERUSAHAAN FORCED DAN VOLUNTARY DELISTING PADA BURSA EFEK INDONESIA

From 2005 until early 2015, as many as 52 companies perform delisting. Meanwhile, the practice of earnings management will be found on all companies including the delisted companies. Previously earnings management are found on discretionary accruals, but because it is often used and can be detected easily managers began to switch to manipulate earnings through operating activities or real activities manipulation. The purpose of this study is to analyze the practices of earnings management through real activities manipulation in companies that perform forced and voluntary delisting. Obtained each of 14 companies forced and voluntary delisting during observation from 2005 to 2014 who meet the criteria of purposive sampling. The results using independent t-test found there were no difference in the average earnings management in forced and voluntary delisting companies, which in both earnings management done to lower profits. It is analyzed as the company's goals for the restructuring of debt, save on tax payments as well as the distribution of dividends and employee bonuses. Thus, earnings management to do more to efficient contracting perspective

Structural changes and growth regimes

We study the relation between income distribution and growth, mediated by structural changes on the demand and supply sides. Using the results from a multi-sector growth model, we compare two growth regimes that differ in three aspects: labour relations, competition and consumption patterns. Regime one, similar to Fordism, is assumed to be relatively less unequal, more competitive and to have more homogeneous consumers than regime two, which is similar to post-Fordism. We analyse the parameters that define the two regimes to study the role of the economy’s exogenous institutional features and endogenous structural features on output growth, income distribution, and their relation. We find that regime one exhibits significantly lower inequality, higher output and productivity and lower unemployment compared to regime two, and that both institutional and structural features explain these differences. Most prominent amongst the first group are wage differences, accompanied by capital income and the distribution of bonuses to top managers. The concentration of production magnifies the effect of wage differences on income distribution and output growth, suggesting the relevance of competition norms. Amongst structural determinants, firm organisation and the structure of demand are particularly relevant. The way that final demand is distributed across sectors influences competition and overall market concentration; demand from the least wealthy classes is especially important. We show also the tight linking between institutional and structural determinants. Based on this linking, we conclude by discussing a number of policy implications that emerge from our model.

Twelve months of implementation of health care performance-based financing in Burkina Faso: A qualitative multiple case study.

To improve health services' quantity and quality, African countries are increasingly engaging in performance‐based financing (PBF) interventions. Studies to understand their implementation in francophone West Africa are rare. This study analysed PBF implementation in Burkina Faso 12 months post‐launch in late 2014.The design was a multiple and contrasted case study involving 18 cases (health centres). Empirical data were collected from observations, informal (n = 224) and formal (n = 459) interviews, and documents.Outside the circle of persons trained in PBF, few in the community had knowledge of it. In some health centres, the fact that staff were receiving bonuses was intentionally not announced to populations and community leaders. Most local actors thought PBF was just another project, but the majority appreciated it. There were significant delays in setting up agencies for performance monitoring, auditing, and contracting, as well as in the payment. The first audits led rapidly to coping strategies among health workers and occasionally to some staging beforehand. No community‐based audits had yet been done. Distribution of bonuses varied from one centre to another.This study shows the importance of understanding the implementation of public health interventions in Africa and of uncovering coping strategies.

Structural Changes and Growth Regimes

We study the relation between income distribution and growth mediated by structural changes on the demand and supply side. Using results from a multi-sector growth model we compare two growth regimes which differ in three aspects: labour relations, competition, and consumption patterns. Regime one, similar to Fordism, is assumed to be relatively less unequal, more competitive, and with more homogeneous consumers than regime two, similar to post-Fordism. We analyse the parameters that define the two regimes to study the role of exogenous institutional features and endogenous structural features of the economy on output growth, income distribution, and their relation. We find that regime one exhibits significantly lower inequality, higher output and productivity, and lower unemployment than regime two. Both institutional and structural features explain these difference. Most prominent among the first group are wage differences, accompanied by capital income, and the distribution of bonuses to top managers. The concentration of production magnifies the effect of wage differences on income distribution and output growth, suggesting the relevance of the norms of competition. Among structural determinants, particularly relevant are firm organisation and the structure of demand. The way in which final demand distributes across sectors influences competition and overall market concentration. Particularly relevant is the demand of the least wealthy classes. We also show how institutional and structural determinants are tightly linked. Based on this link we conclude by discussing a number of policy implications emerging from our model.

Оценка личной эффективности сотрудников в системе стимулирования персонала банка

The article presents arguments justifying the role and importance of assessment of efficiency of employees in the General system of stimulation of personnel of the organization. The modern approach to the development of a system of material incentives associated with performance management of staff is described, for example, the large domestic banks. The evaluation criteria of efficiency of employees are reviewed and systemized, the principles of evaluation are grouped, the basic evaluation stages of efficiency in order to improve the system of staff incentives are considered. Examples of defining criteria for determining individual awards are given. Possible to the application rules for the assessment of the personal performance of the employees immediate supervisor and subsequent distribution of bonuses are described. Conclusions about the significance of the assessment of personal performance of employees of large organizations and the opportunities for its subsequent use in the enterprise are made.

T&amp;S and Robotics and Automation Team Up for Bonus Distribution [News and Notes

T&amp;S and Robotics and Automation Team Up for Bonus Distribution [News and Notes