Employee Incentives Research Articles

Corporate responsibility towards employees and innovation: Evidence from an emerging market

Against a background of rising labor costs and the need to build a harmonious labor–capital relationship in China, this paper focuses on non-pecuniary incentives for employees and discusses the impact of corporate social responsibility (CSR) towards employees on innovation performance. The empirical results show that CSR towards employees significantly promotes corporate innovation, and that this effect remains robust after accounting for alternative proxies and endogeneity issues. In addition, the positive effect of CSR towards employees on innovation is more significant for firms in high-tech industries, with high levels of R&D inputs and high valuation of employee collaboration. Further analysis indicates that CSR towards employees does not promote R&D investment, but does significantly improve innovation efficiency and the marginal output of R&D investment and reduces the turnover rate of management-level staff with production and R&D backgrounds, which is conducive to stability of the innovation team. In addition, this paper also finds that for companies with high R&D expenditures, CSR towards employees significantly eases the sensitivity between executive turnover and performance, which helps executives resist pressure arising from a decline in short-term performance. The findings of this paper have implications for improving labor–capital relations and enhancing firm innovation capabilities.

Drivers and barriers to business-to-business carsharing for work trips – A case study of Gothenburg, Sweden

Carsharing is an important element in the transition to a more sustainable transport system. In contrast to the widely studied business-to-consumer (B2C) market segment, studies on Business-to-business (B2B) carsharing and its impacts are limited. This paper analyses the factors that drive and hinder organisations from using B2B carsharing for their employees’ work trips. The paper takes a case study approach, analysing B2B carsharing use for local work-trips at seven employers in Gothenburg, Sweden, based on interviews with employers, property owners, and carsharing operators. Our results indicate that carsharing services can contribute to reducing the employers’ costs for work-trips, ensuring the sustainability and safety of the employee’s work-trips, as well as increasing the employer’s workplace attractivity. However, carsharing services are currently used only to a very limited extent. Obstacles that limit a greater use of carsharing services are employers’ lack of data on the employees’ work travel patterns, little economic incentives for employers, as well as parking management and travel policies that favour the use of the private car.

MULTIVARIATE ANALYSIS OF PERFORMANCE OF JAMBI CITY HEALTH SERVICE EMPLOYEES

Background: Performance is a function of encouragement and expertise for a person in carrying out an obligation and work in order to have a certain degree of ability and ability. Jambi Health Department report in 2020 it was known that of the 12 types of health services in the Jambi City Health Office, there are 8 health service performances that have decreased. This research aims to analyzed the performance of employees at the Jambi City Health Office.
 
 Methods: This type of research was a quantitative research with a cross sectional research design. Total population in this research were 140 respondents with a total sample of 82 respondents. Data collected was carried out in January 2022 to March 2022. Data collected used questionnaires that had been tested for validity and reliability. Data analyzed with SPSS with multiple linear regression test.
 
 Results: Based on the results research, the final model found that employee performance = 1.709 - 0.062 age + 0,098 vision and mission + 0.355 measure of success + 0.121 satisfaction with insentive + 0.262 satisfaction with superiors + 0.109 satisfaction with colleagues. The most influential factor on employee performance was the measure of success where if you increase it 100% (1 point) then the performance will increase by 31.7%.
 
 Conclusion: The most influential factor on employee performance was measure of success where if increased by 100% (1 point) then the performance will increase by 31.7%. It is hope that employees who are expected to use time effectively, know the results that each program wants, have supporting factors in achieving success, pay attention to employee incentives, superiors must be firm in giving warnings to employees who violate, and employees increase interaction with co-workers achieved.

Effectiveness of Pay for Performance Incentive System on Projects Performance

This study examines the effectiveness of implementing a project performance-based employee incentive system at a state-owned construction company in Indonesia, PT PP (Persero) Tbk. The data were analyzed using a quantitative approach, with the Key Performance Indicator (KPI) for each project before and after the implementation of the project performance-based incentive system. The data was tested using the Wilcoxon test to see if there were statistical differences in project performance before and after the implementation of the project performance-based employee incentive system. The results show that there are statistically significant differences in project KPIs before and after the implementation of the project performance-based employee incentive system. The project KPIs show a higher average value than before the implementation of this system. This research contributes especially for construction companies regarding the pros and cons of implementing a project performance-based incentive system because it is proven to be effective in motivating employees in increasing the average performance of their projects which affect the company's overall performance.

Harmonization of Program on Awards and Incentives for Service Excellence (Praise) Implementation: Teachers’ Perception Toward Gawad Sagwan

This study aimed to develop deeper understanding on the perception of ten (10) selected junior high school teachers of Aplaya National High School in the Division of Santa Rosa City, Laguna, Philippines toward Gawad SAGWAN as an Institutionalized Program on Awards and Incentives for Service Excellence (PRAISE) Implementation. It posits the significance of awards, incentives, and recognition to encourage creativity, innovativeness, efficiency, integrity, and productivity in the public service by recognizing and rewarding officials and employees, individually or in groups for their suggestions, inventions, superior accomplishments, and other personal efforts which contribute to the efficiency, economy, or other improvements in government operations, or for other extraordinary acts or services in the public interest. Specifically, it aimed to address the following: (1) What are the participants' perceptions in terms of awards and recognition in Gawad SAGWAN? (2) How do the participants perceive the challenges and demands of an award and recognition recipient in Gawad SAGWAN? The study employed the Psychological Phenomenology of Creswell (2017). The verbatim transcriptions revealed four (4) themes. Among the teachers' perceptions that surfaced included knowing oneself, and knowing teachers. The participating teachers perceived the challenges and demands as award and recognition recipients in Gawad SAGWAN through exemplary performance, accountability, and dedication to work. The findings indicate that the proposed Gawad SAGWAN is well-designed and tailored fit to the needs of teachers and administrators of Aplaya National High School in the Department of Education in support of the Civil Service Commission's (CSC) guiding principle and policy that every agency shall establish its employee incentive awards system-PRAISE.

Staff Motivation for Green Behaviour and Environmental Initiatives

The main purpose of the study is to assess the use of motivational tools to green behaviour of employees and environmental initiatives in Ukrainian organizations. The results of the survey confirmed the working hypotheses: the practice of motivating staff to green behaviour and environmental initiatives in Ukraine has not become widespread. The research showed that a half of the organizations encourage environmental initiatives. At the same time, owners and managers of organizations prefer intangible rewards of encouraging employees to green behaviour and ecological initiatives. Although intangible rewards are more common in encouraging employees to participate in environmental activities than tangible ones, the practice of using them is still mediocre. The paper focuses on the necessity of paying more attention to both tangible and intangible incentives of encouraging employees to environmental activities by owners and managers. The study provides the important recommendations for encouraging employees to engage in green activities and environmental initiatives: increasing wages, paying bonuses, providing social benefits as tangible rewards; the publication of staff contributions to sustainable development, public recognition and awards for environmental efforts, green activities, encouraging the receipt of certificates and awards as intangible rewards; promotion of employees who have competencies in green management, involving employees in goal setting and the development of indicators of the environmental activities results, green corporate culture and green leadership as efficient corporate factors.

Exploration on the Role of Transformational Leadership Linkage Psychological Empowerment in Stimulating Employees' Innovation Behavior in an Uncertain Environment: Based on Entrepreneurship Perspective.

Employee Innovative Behavior (EIB) in a stable environment is often based on the company's planned policy orientation and has higher innovation performance under the transactional leadership behavior characterized by task orientation. In an uncertain environment, transformational corporate leadership behaviors will stimulate EIB. The essence of entrepreneurship is innovation. Enterprises provide employees with spiritual support through entrepreneurship, which can generate more effective long-term incentives for employees. From the perspective of entrepreneurship, based on the Uncertainty-Identity Theory (UIT), through the analysis of 287 pairs of valid sample data from 7 companies, it is found that Environmental Uncertainty (EU) has a positive moderating effect on the relationship between Transformational Leadership (TL) and Psychological Empowerment (PE). PE positively promotes EIB. The indirect effect size of PE is 0.2221, 0.3495, and 0.4450 from low to high, respectively. It is inferred that the interaction between TL and EU can positively promote EIB through the mediating effect of PE. The research conclusions expand the boundary conditions of the relationship between TL and EIB and innovatively provide theoretical guidance for the management of EIB from the perspective of entrepreneurship in an uncertain environment.

Primary Health Care Management Effectiveness as a Driver of Family Planning Service Readiness: A Cross-Sectional Analysis in Central Mozambique.

The effectiveness of facility-level management is an important determinant of primary health care (PHC) reach and quality; however, the nature of the relationship between facility-level management and health system effectiveness lacks sufficient empirical grounding. We describe the association between management effectiveness and facility readiness to provide family planning services in central Mozambique. We linked data from the Ministry of Health's 2018 Service Availability and Readiness Assessment and a second 2018 health facility survey that included the World Bank's Service Delivery Indicators management module. Our analysis focused on 68 public sector PHC facilities in Manica, Sofala, Tete, and Zambézia provinces in which the 2 surveys overlapped. We used logistic quantile regression to model associations between management strength and family planning service readiness. Of the 68 facility managers, 47 (69.1%) were first-time managers and (18) 26.5% had received formal management training. Managers indicated that 63.6% of their time was spent on management responsibilities, 63.2% of their employees had received a performance review in the year preceding the survey, and 12.5% of employee incentives were linked to performance evaluations. Adjusting for facility type and distance to the provincial capital, facility management effectiveness, and urban location were significantly associated with higher levels of readiness for family planning service delivery. We found that a higher degree of management effectiveness is independently associated with an increased likelihood of improved family planning service readiness. Furthermore, we describe barriers to effective PHC service management, including managers lacking formal training and spending a significant amount of time on nonmanagerial duties. Strengthening management capacity and reinforcing management practices at the PHC level are needed to improve health system readiness and outputs, which is essential for achieving global Sustainable Development Goals and universal health coverage targets.

Intellectual Property Rights and Debt Financing

Abstract I examine how the investment and financing of innovation are affected by the contractual allocation of intellectual property rights using a Federal Circuit ruling that strengthened firms’ property rights to employee patents. I find that treatment firms’ total debt-to-assets ratio and R&D spending increase by 18% and 9%, respectively, as the residual control over patents increases firms’ incentives to innovate. These effects are more pronounced when ex ante holdup exposure is high. Furthermore, I find a positive marginal effect of asset complementarity as it limits the decline in employee incentives. Consistently, I show that firms’ ex post asset complementarity improves. Authors have furnished an Internet Appendix, which is available on the Oxford University Press Web site next to the link to the final published paper online.

A Comparative Study of Employees Motivation in Public and Private Hospitals of NCR

The propelling force that encourages someone to act and maintain their conduct is called motivation. At first, people believed that finance was the only elementthat could inspire workers, but there are actually a variety of other considerations as well. Individual preferences for these elements may differ. While some people choose non-financial factors, others favour financial factors. The current study is sought to discover the preferences of the elements influencing the overall motivation of personnel working in both commercial and public hospitals. For this study, a questionnaire was used to perform the investigation. There were two sections to the questionnaire: Part (A) and Part (B). Ten components of motivation served as foundation for the questionnaire, and participants were asked to rate these criteria in order of significance. The goal of the study was to determine the motivating preferences of staff members working in publicand private hospitals. With the use of LR, the motivating variables were determined. Managers and other policy makers should be able to use the study to build employee incentive policies.

Beyond the short-term: the effects of broad-based employee ownership on labor productivity in family and nonfamily firms

PurposeThis study investigates whether broad-based employee ownership (BBEO), in isolation and in conjunction with cash profit sharing (CPS), can enhance labor productivity in family firms over nonfamily firms.Design/methodology/approachHypothesis testing was conducted using cross-sectional time-series regression with a matched sample of 393 family and nonfamily firms listed on the US S&P 500 over a five-year timeframe.FindingsOverall, the findings indicate that BBEO does not increase labor productivity more in family firms compared to nonfamily firms in the short term; however, BBEO does enable family firms to experience greater labor productivity relative to nonfamily firms beyond the short term. Moreover, when BBEO is combined with CPS, labor productivity improves more for family firms than nonfamily firms both in the short term and beyond.Originality/valueWhile prior studies have relied largely on agency theory, this study contributes to the literature on family firms and employee incentives by being amongst the first to draw upon temporal motivation theory to distinguish between family and nonfamily firms regarding the incentive effect of BBEO on labor productivity.

How Do Employee Incentives Work? A Systematic Review with Implications for Research and Practice

For decades, many organizations have offered various types of incentives to their employees hoping to influence them in a way that they do and be their best in supporting the organizations to accomplish their goals and thereby sometimes even make a larger impact and help to create a better world. Intensive research efforts from various streams have investigated the mechanisms of these employee incentives and found support for complementary, partly substituting, and sometimes even conflicting theories, models, and concepts. By systematically reviewing over 300 empirical research papers in top journals from 1953 to 2021 and comparing, organizing, and aggregating over 90 identified theories, models, and concepts into a framework, our main contribution lays in a comprehensive overview and synthesis into the six incentive mechanisms: interest aligning, motivating, satisfying, identifying & retaining, informing & developing, and health-promoting. Based on this, we make several recommendations to advance research, including the need to consider that incentives work in more than one way and the encouragement to advance research jointly across research streams, as well as provide practical guidance.

Design thinking-based Data Analytic Lifecycle for improving management control in banks

ABSTRACT In developing countries, banks have been looking out for new ways to improve their performance using digital transformation. This research bases itself on critical methodology, in which, a Data Analytics Lifecycle based on the Design Thinking concept (DAL-DT) has been used to support management control systems, and propose ways to optimise employee incentives, capital budgeting, workforce planning systems, in the context of a commercial bank in Vietnam. In addition, our study also examines the organisational actors engaged in the application of DT initiatives through the social practice theoretical lens of Bourdieu, regarding habitus, capitals, and fields. The results reveal that although DAL-DT, in principle, provides effective strategic plans along with a cohesive corporate culture that supports the implementation of DT initiatives, there are some constraints to this innovative reform. For instance, the top management of commercial banks in developing nations seem to display a lack of willingness and misunderstanding of the concept of DT, add to that the lack of suitable resources coupled with over-expectations.

Resource Integration Efficiency Analysis of Precision Instrument under Data Mining

This study aims to explore the factors that affect the integration efficiency of resources in the use of various precision instruments by enterprises. A strategy to improve the resource integration efficiency of enterprises is proposed. Firstly, the theory and integration technology of precision instruments are described. Decision tree technology in the field of data mining technology is introduced as a basis. The effectiveness of computers for resource integration work is explored. The influence of resource integration efficiency is discussed from five factors: government subsidy, fiscal taxation, commodity preference, enterprise market financing, and enterprise financial department planning. The financial department has the most significant impact, and most of the other four factors emphasize the capital utilization of enterprises and the motivation of employees. Therefore, it is proposed that the financial department of enterprises should be improved. Regarding the ability of market financing, it is emphasized that employee incentive strategies should be submitted to achieve the ultimate goal of improving the efficiency of resource integration, which provides a particular theoretical reference for the customization of enterprise resource data acquisition strategies.

The Mechanism of Personnel Support for Heavy and Defense Industry Enterprises (1946–1950)

Introduction. The concept of “mechanism” is widely used in modern economic research. The mechanism of staffing is a set of forms and methods of forming the necessary quantitative and qualitative composition of the organization’s personnel. The purpose of the article is to identify the mechanism of staffing used in the period 1946–1950 at the enterprises of heavy and defense industry, to disclose the industry specifics of its implementation. Materials and Methods. The methodological basis of the research is the modernization historical paradigm. When writing the article, the author was guided by the principles of historicism and objectivity. Work with historical sources was carried out through general scientific and historical methods. Results and Discussion. The mechanisms of solving personnel problems used at defense and heavy industry enterprises aimed at replenishing the workforce (transfer of employees, training of specialists in educational institutions, voluntary hiring, mobilization, use of labor of a special agent (prisoners, special settlers, prisoners of war)), securing personnel at enterprises (administrative and legal regulation and control of labor discipline, financial incentives for employees). Conclusion. The industry specifics consisted in a higher intensity of application of positive (benefits, financial incentives for employees) and negative (administrative coercion, control of labor discipline) forms of staffing at enterprises of priority industry objects. The use of mobilization tools made it possible to overcome the personnel shortage, accumulate labor resources for the development of priority industries.

Develop effective incentives for employees through motivation theory

Motivation incentive mechanism refers to the sum of the interaction between the incentive subject and the incentive object through incentive factors or incentive means in the organizational system, that is, the sum of the internal relationship structure, operation mode, and development and evolution law of enterprise incentive. Under the modern enterprise system, to give full play to the enthusiasm of employees, it is necessary to adopt an incentive mechanism, so that they can realize their value in the process of creating for the enterprise so that their enthusiasm and creativity will be more full play and develop. Therefore, the establishment of a motivation incentive mechanism will enable enterprises to maintain strong momentum of development. Stimulating internal and external motivation of employees by different management methods, formulating motivation measures according to ERG theory, and setting motivation goals for the team by using goal-setting theory. These methods can successfully motivate team members to complete their tasks to a certain extent.

THE ROLE OF THE GOVERNMENT IN PROVIDING LEGAL PROTECTION TO WORKERS THAT WAS LAID OFF DUE TO THE COVID-19 PANDEMIC

<span class="fontstyle0">This study aims to determine the role of the government in providing legal protection to workers who have been laid off due to the COVID-19 pandemic. The impact of Covid 19 has shaken the Indonesian economy and of course the biggest impact is felt in industrial relations, both macro and micro. Many companies are threatened with the continuity of their production, which has an impact on the survival of our workers. Many have been laid off with wages not paid in full. To support the welfare and continuity of work for workers as well as to support workers who have been laid off due to Covid-19, the Government has issued various<br />incentives for employers and workers, namely in the form of cash assistance in the form of Wage Subsidy Assistance (BSU) and issuing pre-employment cards thataims to provide training, namely to provide skills that can be used for industrial and entrepreneurship needs.</span> <br /><br />

Human Resource Management Planning at PT. Batang Hari Benulu Primary

The objective of this research is to describe the Human Resource Management Planning at PT. Batang Hari Bengkulu Pratama. This research is categorized as a qualitative descriptive data collection by means of interviews, observation and documentation. The selection of informants was done by purposive sampling of five people with theory. According to Schuler's opinion, (1987: 62-78) it can be concluded that there are four important stages in the HR planning process of (1) Gathering, Analizing, and Forecasting Supply and Demand Data. Collecting, Analyzing, Predicting Supply and Demand Data. Employees at the company are given special training, recruitment of new employees complete the requirements, placement of employees in accordance with their expertise and are professional but employees still get knowledge and technology. (2) Establishing Human Resource Objectives and Policies. Setting HR goals and policies. Not all employees get training and seminars, only a certain section on education, no help with student fees for formal education provided by the company. (3) Humand Resource Programming. There are incentives for employees who reach the target, pension funds and layoffs are given by the company in accordance with the work period of employees who are 55 years old, calculated as working years, while employees who are laid off are calculated as their years of service in the company. (4) Humand Resource Planning-Control and Evaluation. HR Planning and Evaluation Control. Supervision and evaluation of employee performance is carried out by the foreman to laboratory analysis of the company leadership, there is no specific space for counseling. There is a special forum formed by the company to select employees who excel to be promoted and occupy certain positions.

Effect of Human Resource Management Functions on the Balanced Scorecard – Case Study Jordanian Public Joint-stock Companies

The acceleration of contemporary and influencing changes in the future of administrative organizations has imposed on these organizations new, added challenges, which are evident in their relentless pursuit of realizing, absorbing, and introducing advanced systems adapting to modern ideas and trends, which give organizations the modernity and development character. The paper's study sought to determine the impact of human resource management functions on the balanced scorecard in Jordanian public joint-stock companies. Appropriate statistical methods were applied to the research process. In light of the results obtained, the study recommends the need to work on creating an organizational culture that promotes the optimal and effective use of human resource management functions in the organizational environment. Upgrading these functions to the desired higher levels, achieving compatibility between design and analysis of work with organizational structures, can provide incentives for employees and develop business procedures to improve the balanced scorecard of the organization.

Application of Employee Incentive Mechanism in Enterprise Human Resource Management

Application of Employee Incentive Mechanism in Enterprise Human Resource Management