Implementing lateral centralization at the foreign subsidiary: the role of compensation and reward systems

Author(s):  
Florbela Monica De Araujo ◽  
Desak Ketut Sintaasih ◽  
I Gede Riana

The objective of this study is to know about the effect of the reward system on the motivation, the effect of motivation on employee performance, the reward systems influence on employee performance, and to know the role of motivation in mediating the effect reward systems on performance employees. The population in this study were all employees work on the Direcção Nacional de Edificação Ministério das Obras Públicas in Dili,Timor-Leste, taken by census or saturated sampling, with a sample size of 41 employees, the research instrument was aquestionnaire and the technique of analysis techniques used namely Partial Least Square (PLS). The results of the study showed that the reward systems effect positively and significant on motivation, motivation effect positively and significant employee performance, the reward systems effect positively but not significant employee performance, the mediating role of motivation in effect reward systems on employee performance proven full mediation. Result of the research implied that reward systems effect on performance but it is not proven, however, is mediated by motivation can improve employee performance. This finding proved that motivation fully mediates the effect of reward systems on employee performance.


2021 ◽  
pp. 191-211
Author(s):  
Stefan Kaiser ◽  
Florian Schlagenhauf

Reward is essential for motivating goal-directed behaviour. Impairment in the processing of reward is therefore a promising candidate for understanding apathy which has been defined as a loss of motivation and a quantitative reduction of goal-directed behaviour. This chapter employs the recently updated Research Domain Criteria framework for positive valence systems to provide an overview of reward system functions that have been associated with apathy, including reward anticipation, reward consumption, learning and prediction error, value representation, and integration of effort. For each construct, the concept and the measures on the behavioural and neural level are discussed. The chapter then provides examples from the schizophrenia literature on the association of apathy with these functions and gives a transdiagnostic perspective on the role of reward system dysfunction.


2009 ◽  
Vol 33 (S2) ◽  
pp. S54-S58 ◽  
Author(s):  
B A Gosnell ◽  
A S Levine
Keyword(s):  

2021 ◽  
Vol 72 (4) ◽  
pp. 550-570
Author(s):  
Ivana Načinović Braje

Variable pay can have numerous benefits for the employee and the employer, however, the overall effect of variable pay will depend upon employee attitudes and preferences towards such form of compensation. Considering that reward systems in Croatia traditionally used the equality principle, the objective of this paper is to examine the role of variable pay from both employee and employer perspectives. Research results are based on a Delphi research of employee attitudes about variable pay and empirical investigation of actual employers’ variable pay practices. The Delphi study results indicate a lack of consensus about employees’ preferences for variable pay in Croatia. However, practice shows that some form of individual variable pay has been adopted by most examined companies. There is some gap between preferences for variable pay and actual compensation practices so this paper identifies conditions under which acceptance of variable pay can be improved.


2021 ◽  
pp. 119-138
Author(s):  
Julie Thompson Klein

Decades of reports have delineated factors for success. Yet, projects, programs, and fields continue to falter. This final chapter begins by condensing barriers and impediments into a digest of challenges for both crossdisciplinary and cross-sector work. It then elaborates reasons for shortfalls: highlighting impediments to radical forms of interdisciplinarity, questioning the litmus test of integration, and marking persistent limits to developing and sustaining fields and programs. The chapter turns next to six overarching principles for success: transparency; best practices, models, guidelines, and authoritative reports; consistency and alignment of activities in a systematic approach; balance of disciplinary, professional, crossdisciplinary, and cross-sector work; credit for boundary crossing; and appropriate criteria in a multi-methodological approach to evaluation. This section also considers the role of technology, academic reward systems, and responsibility for change. The chapter and the book conclude by returning to the opening question of what constitutes interdisciplinarity, followed by five gateways into the burgeoning body of resources.


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