awards employees
204959082
Awards for Excellence Recognize Employees Who Go Above and Beyond
University Communications March 2019 Employees and teams who have gone above and beyond their usual responsibilities to advance their departments and the University of Arizona will be honored Monday at the UA Awards for Excellence [1] ceremony. The awards are sponsored by the Classified Staff Council, the Appointed Professionals Advisory Council and the President's Cabinet. Read about the honorees below. Individual Awards for Excellence
James P Doane
158503556
Using bonus and awards for motivating project employees
Purpose This paper aims to discuss the appropriate uses of bonuses and award in recruiting and motivating project employees. Design/methodology/approach It is a conceptual discussion of human resources management (HRM) practices, supported by the author's professional experience and observations in real life project settings. Findings Bonuses and awards not only provide extrinsic financial rewards but also provide positive feedback to recipients. Extrinsic financial benefits (such as sign on bonus, and retention bonus) may enhance the total compensation package and positively affect an employee's job related decision at least for the short term. He/she may accept a job offer or choose to stay on a project longer until the completion of a critical milestone because of the bonuses. However, positive recognition of employee performance (through the use of spot award, holiday award, or non financial certificate of appreciation) is also a useful means to motivate employees. In addition, managers on international assignments need to pay attention to practices specific to host countries. Practical implications The practices discussed in this paper are based on real life experience and observations. When they are used properly in conjunction with other HRM arrangements, bonuses and awards can be used to mitigate and delay turnover, and to motivate employees to increase their work performance. Originality/value This paper not only draws on theories and information from the HRM and project management literature but also draws from the author's own management experience. Thus, the relevance and validity of the proposed concepts and practices have been proven in actual functional and project management settings.
Chuck C H Law
151075901
Restricted Stock Awards and Taxes: What Employees and Employers Should Know: Forfeiture Risk, Stock's Potential Future Value Are Key Considerations for Sec. 83(b) Elections
The use of restricted stock awards to compensate employees is growing in popularity in place of the much maligned stock option. One of the reasons for the shift to restricted stock is the reduced charge against income provided by restricted stock awards as compared to stock option grants. Restricted stock is also less dilutive to the company's stock than options, because value to the employee can be achieved with fewer shares. Executive compensation practices came under increased congressional scrutiny when abuses at corporations such as Enron became public. The American Jobs Creation Act of 2004, P.L. 108 357, added Sec. 409A, which accelerates income to employees who participate in certain non qualified deferred compensation plans (including stock option plans) Later in 2004, FASB issued Statement no. 123(R) Share Based Payment, which requires expense treatment for stock options for annual periods beginning in 2005. (Statement no. 123(R) is now incorporated in FASB Accounting Standards Codification Topic 718, Compensation Stock Compensation. The median number of stock options (per company) granted by Fortune 1000 firms declined by 40% between 2003 and 2005, and the median number of restricted stock awards increased by nearly 41% over the same period "Expensing Rule Drives Stock Awards," Compliance Week, March 27, 2007) From 2004 through 2010, the number of restricted stock holdings of all reporting executives in the S&P 500 increased by 88% With the increased popularity of restricted stock, CPA tax practitioners must be familiar with the rules governing taxation of restricted stock awards when advising clients who have been or may be offered restricted stock awards, as well as when advising corporations that make the awards. RISK OF FORFEITURE AND NONTRANSFERABILITY Sec. 83 determines the income tax consequences to both the award's receiver (the employee) and its grantor (the employer) Under Sec. 83(a) property transferred to an employee as compensation for services is taxable to the employee on the earlier of the date the property is not subject to a substantial risk of forfeiture by the employee or the date it is transferable by the employee. [ILLUSTRATION OMITTED] Under Regs. Sec. 1.83 3(c)(1) a substantial risk of forfeiture exists where rights in the stock are conditioned, directly or indirectly, upon the future performance (or refraining from performance) of substantial services by the employee (commonly referred to as an "earn out" restriction) or the occurrence of a condition related to a purpose of the transfer, and the possibility of forfeiture is substantial if such condition is not satisfied. An example of a condition related to the purpose of a transfer is a requirement that the employee return the stock if the total earnings of the company do not increase. One of the more common requirements is that the employee remain with the company for a certain time. However, Regs. Sec. 1.833(c)(2) indicates that a requirement that the stock be returned upon the employee's being discharged for cause or for committing a crime will not be considered a substantial risk of forfeiture. An enforceable requirement that the employee agree to a covenant not to compete after leaving the company's employ or the employee's agreeing to provide consulting services after retirement will also not be considered a substantial risk of forfeiture unless the particular facts and circumstances indicate otherwise. Regs. Sec. 1.83 3(c)(3) warns that a substantial risk of forfeiture will not exist where employees own a substantial amount of the voting stock or other classes of company stock, unless they can demonstrate that they do not control the company and the possibility of the company's enforcing the forfeiture restriction is substantial. Also, stock is not subject to a substantial risk of forfeiture to the extent that the employer is required to pay the fair market value (FMV) of the stock to the employee upon the return of the stock (Pegs.
Steven T Petra Nina T Dorata
166756299
Degrees and Other Awards Conferred, 1998 99; Employees in Postsecondary Institutions, Fall 1999; Salaries of Full Time Instructional Faculty, 1999 2000; Enrollment, Fall 1999; and Financial Statistics, Fiscal Years 1997 99. Statistics in Brief. NCES 2011 168.
Laura Greene Knapp Janice E Kelly-Reid Scott A Ginder
26557923
Awards: A strategic management perspective
Research summary: Awards are a valuable strategic resource. Motivation theory and the emerging body of empirical literature suggest that awards can have a significant effect on employee motivation and corporate performance, though not always in the intended direction. Awards can also destroy value. The organizational award literature has so far largely neglected this important issue. We develop a synthesis of the dimensions critical for successful award bestowals, and analyze under which conditions awards generate firm specific value that is sustained and difficult for competitors to imitate. The process of value creation and capture is contingent on the given firm's organizational characteristics and nature of production. The article concludes by laying out empirical implications. JEL codes: M52, M54, J24, J30. Managerial summary: Awards are widely used in the corporate sector. They fundamentally differ from monetary incentives, which risk crowding out employees' intrinsic motivation. Among the variety of awards, two general types can be distinguished: confirmatory awards based on explicit, pre determined performance criteria, and discretionary awards, which rely on broad performance evaluations and may be used ex post to honor outstanding performance. Appropriately designed and adjusted to the specific firm's characteristics, awards enhance employees' motivation and corporate performance. They express recognition and support their recipients' perceived competence and social status. Awards help to retain valuable employees and to establish role models. However, awards may also backfire, for instance, when they provoke envy among coworkers. We propose when awards risk destroying value and when they are particularly useful. Copyright (c) 2015 John Wiley Sons, Ltd.
Jana Gallus Bruno S Frey
146523976
Motivational Spillovers from Awards: Crowding Out in a Multitasking Environment
This paper uses data from an attendance award program implemented at one of five industrial laundry plants to show the complex costs of corporate awards previously ignored in the literature. We show that although the attendance award had direct, positive effects on employees who previously had punctuality problems, it also led to strategic gaming behavior centered on the specific eligibility criteria for the award. The award program temporarily changed behavior in award eligible workers but did not habituate improved attendance. Furthermore, we show that the extrinsic reward from the award program crowded out the internal motivation of those employees who had previously demonstrated excellent attendance, generating worse punctuality during periods of ineligibility. Most novelly, we show that the attendance award program also crowded out internal motivation and performance in tasks not included in the award program. Workers with above average pre program attendance lost 8% efficiency in daily laundry tasks after the program's introduction. We argue that these motivational spillovers result from the perceived inequity of internally motivated workers' previously unrewarded superior attendance contributions. Our paper suggests that even purely symbolic awards can generate gaming and crowding out costs that may spill over to other important tasks.
Timothy Gubler Ian Larkin Lamar Pierce
167311704
The Organizational Climate and Employees' Job Satisfaction in the Terminal Operation Context of Kaohsiung Port1
Abstract This study aims to explore the organizational climate in the terminal operation industry in the port of Kaohsiung. Data was collected from questionnaire survey. Questionnaire designed through the processes included literature review, interviews, pre test, and pilot test. Exploratory factor analysis, analysis of variable (ANOVA) and regression analysis were employed to analyze the respondent data. Subsequently, the primary organizational climate of terminal operation industry, namely, management system, awards and motivation, transformation leadership, and laissez faire leadership, were yielded, and the employees' job satisfaction were used as explanation variables in this study. Results interpreted that employees' job satisfaction strongly related with the types of company and organizational climate. Theoretical and practical implications of the research findings are discussed.
Chaur-Luh Tsai
167933203
Introducing BYOD in an organisation: The risk and customer services viewpoints. Paper presented at the 1st Namibia Customer Service Awards Conference, 2014.
With the recent technology advances and the rapid adoption of tablet computers and smartphones, it has become increasingly common for employees to use their own personal devices to perform various tasks in their work place. This phenomenon is better known as Bring Your Own Device (BYOD) This new concept is seen as twofold: as not that simple to handle and, at the same time, many organisations are quickly adopting BYOD as it has been shown that it offers many positive effects such as increased job satisfaction, employee morale, better productivity and consumer services. However, permitting employees to utilise their own device of preference in the work place also brings some risks often associated with the loss of control over organisational data. Hence, this study set to determine and assess the risk of introducing BYOD in an ICT organisation. The Case Study approach elicited that the secure use of the BYOD requires the introduction of mixed measures: technical (e.g. Mobile Device Management MDM) and non technical (e.g. ICT or BYOD security policies) This study also explored the customer services view related to the BYOD initiative and suggests that use of this initiative can leverage services. The contribution of this study, aimed at practitioners and academics, is seen as threefold as it can help organisations to successfully manage the introduction of BYOD for employees and customers satisfaction, create and implement appropriate policies and also assist the individuals to learn about the risks related to the use of BYOD in an organisation.
Zoran Mitrovic Ivana Veljkovic Grafton Whyte Kevin Thompson
152846532
Engaged employees shimmer for Oasis HR
Purpose Describes a three prong approach to employee engagement which helped Oasis HR to win first prize in the inaugural Employee Engagement awards. Design/methodology/approach Examines the reasons for the approach, the form it takes and the results it is helping to obtain. Findings Considers the quarterly vision updates and an incentive prize scheme, the gold card program and peer to peer recognition through living the values. Practical implications Shows that, since the program was introduced, staff turnover has fallen, sales have risen and motivation and employee satisfaction have improved. Social implications Highlights how employee satisfaction has been generated in a sales environment. Originality/value Provides the inside story of an award winning employee engagement scheme.
Katie Barr
155709531
Fool's Gold? The Value of Business Awards to Small Businesses
This study explores the value and impact that small and medium sized enterprises (SMEs) derive from winning business awards. Value and impact are explored in terms of enhanced profitability and performance, network development, enterprise profile and brand identity. This study employs a case study methodology with 10 SMEs drawn from a major business awards competition. Key staff were interviewed in these SMEs to explore the impact of winning the business award on the internal and external business environments. Additional organizational documentation and evidence were also collected from each SME. The results indicate both short term and long term impacts. In the short term, enterprises benefited in terms of enhanced brand identity in their business network and community. This resulted in enhanced sales revenue and enterprise profile. Moreover, internally, winning an award acted as a motivator for enterprise employees, enhancing their productivity and attitudes towards the business. In the longer term, these factors became less apparent, but the majority of respondents continued to exploit their business award for ongoing strategic advantage.
Paul Jones Joanne Scherle David Pickernell Gary P Packham Heather Skinner Thomas Peisl