employee incentive measures
229382985
Research on the Application of Employee Incentive Diamond Model in the Context of Big Data
With the accelerating development of information age, data has gradually changed from a recognizable and abstract symbol to a basic resource, and the speed and scale of information spread have exploded. In the environment of the big data era, the traditional corporate incentive mechanism is no longer sufficient to meet the development needs of employees in the new era. Faced with the complexity of the needs of different types of employee groups, how to establish diversified and long term corporate management incentives has brought new challenges. Therefore, this article builds an employee incentive diamond model based on 7 major factors: employee willingness, personal skills, job positions, employee relations, salary and benefits, development opportunities, and physical and mental health. It also studies how to take advantage of big data to take targeted employee incentive measures, and puts forward the application and development of big data in the future human resource management field.
Qian Luo
62886287
Application of the effective incentive measures for knowledge employee performance in small and medium modern enterprises management inChina
The objective of this study is to analyze the effect of incentive measures for knowledge employee performance in China. Indicators of incentive use theory were selected, and the case study was adopted to establish the success model for simulation experiment. The results show that using effective incentive measures for knowledge employee performance in modern enterprise in China can increase quality of human resources, and development of company competition. The analysis based on the traditional concept of performance, from the perspective of the stakeholders define the knowledge based employee performance, summarized the effect factors of knowledge employee performance, proposed considerations and suggestions to improvement of incentive theory application in China, especially in small and medium enterprises in China.
Lu An
158320329
The Role of Employee Stock Purchase Plans Gift and Incentive? Evidence from a Multinational Corporation
Employee share purchase plans (ESPPs) give free or discounted shares of stock to workers who buy shares in the hope that the greater share ownership will retain workers, build loyalty and raise productivity, as in gift exchange models. Using measures of workers' organizational loyalty and sense of ownership in a multinational firm that puts the ESPP at the heart of its compensation policy, we find that workers who join the ESPP have lower turnover intentions and do less on the job search than others, motivated in part by gift exchange reciprocity, and also respond to the group incentive of ownership with greater work effort, longer hours, and lower absence rates. Workers in workplaces with high perceived rates of ESPP participation are more likely to intervene against shirkers. The results appear robust to the selectivity of who joins the ESPP. The mix of gifting shares to workers who buy shares and the group incentive of ownership makes ESPPs a unique dual form of compensation.
Alex Bryson Richard B Freeman
216758522
Incentive Contracts and Employee Initiated Innovation: Evidence from the Field
Organizations often empower employees at all levels to propose innovation ideas that rely on their first hand knowledge of their standard task (i.e. employee initiated innovation) Many, however, struggle with motivating employees to develop innovative ideas that may benefit the firm, especially when the standard tasks for which employees are hired, measured and incentivized do not explicitly include innovation. Prior analytical research posits that low powered incentives can motivate employees to pursue innovation opportunities by reducing the pressure to deliver on performance measures associated with their standard tasks included in the incentive contract. Using data from a Chinese manufacturing company where employment contracts for standard tasks exhibit significant variation in terms of composition of fixed and variable components of pay, we examine whether the structure of incentive contracts for the standard tasks influences employees' propensity to engage in innovation activities. We find that employees under fixed pay contracts are more likely to engage in innovation ideas benefiting the firm relative to employees under variable pay contracts. Moreover, such efforts are concentrated on innovation ideas that are not specific to the standard task performed by the proposing employee, but are applicable to issues of greater breadth for the firm and/or with a long term view. We perform a battery of additional tests to rule out endogeneity concerns, to validate the robustness of our findings, and to examine the impact of contract structure on important organizational outcomes. Our results contribute to the literature on the effectiveness of using low powered incentives to encourage unplanned employee initiated innovation activities that are difficult to contract upon ex ante.
Wei Cai Susanna Gallani Jee-Eun Shin
154069416
Are Employee Selection and Incentive Contracts Complements or Substitutes
There is a debate in the literature as to whether employee selection is a substitute or complement to incentive contracting. We argue that incentive contracts and selection can be both complements and substitutes conditional on the contracting difficulty faced by the firm. We examine these control choices in a setting where contracting difficulties arise due to the firm's choice of strategy and from the volatility created by the firm's external environment. We select a firm's commitment to organizational learning (OL) as our strategic choice variable as this provides a useful proxy for identifying settings where explicit incentive contracting is difficult. The results show that, as firms become increasingly committed to OL, incentive contracts and employee selection operate as complements. However, with a high commitment to OL and an increasing level of external volatility, contracting on performance measures will become less effective. In this context, our results indicate that there is a substitution effect toward employee selection.
Margaret A Abernethy Henri C Dekker Axel Schulz
216150382
Employee Satisfaction in Agencies with Merit Based Pay: Differential Effects for Three Measures
ABSTRACT While many studies have sought to understand the association between merit based pay and organizational performance, few have assessed the psychological well being of employees in agencies with such incentive schemes. We show that employees in agencies with merit based pay are less satisfied with their organization than are those working in agencies that do not implement the incentive systems. We also show that this negative effect is larger in the case of organizational satisfaction than for pay satisfaction or employee satisfaction with the job itself.
Sungjoo Choi Andrew B Whitford
167247353
On Employee Incentive Mechanism in State owned Airlines A Reflection on Incentives for Backbone Staff Based on China Eastern Airlines Incident
Some China Eastern Airlines pilots turned back midway through their flights in a rare strike action demanding higher pay on March 31,2008.It was a major incident in China's aviation history,and offered a case study on staff incentives.The author argues that traditional employee management can only serve as supportive role in modern human resources management,but cannot bring higher employee efficiency.Employee incentive mechanism is the major motivation method for modern human resources management.An effective incentive mechanism can raise staff efficiency,and properly using various measures of the mechanism can help solve difficulties facing enterprises.This will also promote effective improvement of human resources management and help enterprises achieve various goals.
Lin Jing
167250469
Research on Relationship between Hotel Non Material Incentive and New Generation Employee Loyalty Based on Adjustment Role of Organizational Identification
Due to new generation employees own characteristics,it is a very common phenomenon that they frequently jobhop. Incentives are important measures to attract and retain the staff of the hotel,but the simple material incentives have significantly lagged behind the diverse needs of the new generation employees. Because the new generation employees generally indicate a lack of recognition of the hotel,organizational identification as an intermediary variable can be introduced to measure employee loyalty. Through empirical findings,non material incentive can significantly improve employee organizational identification and employee's attitude loyalty,the organizational identification has a significant impact on employee's loyalty,which opens up new ideas for the new era hotel management.
Wang Jing-jin
150553809
Employee Satisfaction in Agencies with Merit Based Pay: Differential Effects for Three Measures
While many studies have examined the association between merit based pay and organizational performance, few have assessed the psychological well being of employees in agencies with such financial incentive schemes. We show that employees in agencies with merit based pay are less satisfied with their organization than those in agencies that do not implement the incentive systems. We also show that this negative effect is larger in the case of organizational satisfaction than for pay satisfaction or employee satisfaction with the job itself.
Sungjoo Choi Andrew B Whitford
5122650
Lowering employee health care costs through the Healthy Lifestyle Incentive Program.
OBJECTIVE To evaluate the impact of the Healthy Lifestyle Incentive Program (HLIP) a worksite health program, on lowering prescription drug and medical costs. DESIGN Health care cost data for Salt Lake County employees during 2004 through 2008 were linked with HLIP enrollment status. Additional program information was obtained from a cross sectional survey administered in 2008. INTERVENTION The program includes free annual screenings, tailored feedback on screening results, financial incentives for maintaining and modifying certain behaviors, and periodic educational programs and promotions to raise awareness of health topics. MAIN OUTCOME MEASURES Frequency and cost of prescription drug and medical claims. RESULTS Participation increased from 16% to 23% in men and 34% to 45% in women over the 5 year study period and was associated with a significantly greater level of physical activity and improved general health. Participants were generally satisfied with the HLIP (43% were very satisfied, 51% satisfied, 5% dissatisfied, and 1% very dissatisfied) The primary factors contributing to participation were financial incentives (more so among younger employees) followed by a desire to improve health (more so among older employees) Over the study period, the cost savings in lower prescription drug and medical costs was $3,568,837. For every dollar spent on the HLIP the county saved $3.85. CONCLUSION Financial incentives and then a desire for better health were the primary reasons for participation. The HLIP resulted in substantial health care cost savings for Salt Lake County Government.
Journal of public health management and practice JPHMP
Ray M Merrill Beverly Van Hyatt Steven G Aldana Dan Kinnersley