In modern business, developing a rapidly changing and knowledgable workforce to meet business pressures is crucial for company success, and central to this employee development is workplace learning. A study of the Spanish wine industry examined the types of rewards linked to employee training in the workplace, and the how these rewards differed by job categories and job functions. The findings indicated that multiple types of reward are used by companies in incentivising training, with financial rewards being less common than non-financial rewards. The study also found that training related rewards did not differ based on job type.
Key Topics: Training; Rewards; Learning culture
Organizational commitment by employees is one of the cornerstones of any successful company and has been shown to significantly impact various performance metrics. A study carried out in China sought to investigate the relationship between organizational commitment and turnover intention, as well as with intrinsic, extrinsic and social rewards. The study results suggest that all of the aforementioned reward types are positively related to organizational commitment, while turnover intentions were found to decrease as commitment increased. Findings also suggest that organizational commitment is related to a number of other factors, including training and autonomy.
Key Topics: Organizational commitment; Turnover intentions; Extrinsic rewards; Intrinsic rewards; Social rewards
An effective recruitment strategy is crucial to organizational success and central to this is the employment proposal to prospective employees. A study at the University of Massachusetts looked at the various aspects of the HR offering, including work life balance, reward, and performance policies, as they relate to prospective employees’ job choice decisions. The results suggest that work life balance has a stronger incentive effect than reward and performance policies, and this was found to be the case across both men and women, although it was a greater incentive to women.
Key Topics: Pay mix policies; Incentives; Work–life balance
Salespeople are often painted as being only interested in making money. A study of US salespeople looked at the impact on employee performance of three organizational reward types frequently used by companies to motivate and engage employees, namely financial incentives, recognition, and feedback. Examining sales employees in the retail sector, the results indicated that all three reward types increased employee performance, and that financial incentives and recognition were substitutes, with feedback being independent of the other incentive types.
Key Topics: Monetary incentives; Feedback; Recognition; Sales performance
Performance-based incentive systems are becoming increasingly prevalent for academics in universities globally. A Korean study assessed the success of such a system over a nine-year period and found that increased financial rewards led to increases in both the quality and quantity of work by university academics.
Key Topics: Pay for performance; Incentives; Academics
Some degree of conflict within groups is often unavoidable, and can in fact have positive outcomes, but it can also lead to debilitating effects on group performance. A US study examined the effects of conflict on the effort levels of individuals and how incentives can overcome the negative effects of conflict. The researchers looked specifically at faultline conflict, which is conflict induced from dividing lines between group members. Results found that team members reduce their effort when they perceive faultline related conflict, while incentives moderated this effect of conflict on effort. Under these circumstances, team incentives were found to have a greater effect on performance than individual incentives.
Key Topics: Conflict; Incentives; Group decision making; Effort; Faultlines |
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