The Effect of Compensation and Motivation on Employee Performance: Study on Employees of Bank Jabar Banten Syariah Bandung City Branch

To assess the impact of remuneration and work incentive indicators on employee performance at Bank Jabar Banten Syariah Bandung. Applicant's name: The saturated sample method was used to choose 50 Bank Jabar Banten Syariah Bandung workers. Data analysis utilizing various linear approaches. Using the SPSS 26 program. The results showed that the two variables evaluated had a favorable effect in part. Compensation (X1) has a t count > t table of 4.644 > 1.678, with a significance of 0.000< 0.05. And a 0.546 coefficient. Motivation (X2) has a t count > t table of 4.901 > 1.678 and a significance of 0.000 < 0.05. And a 0.545 coefficient. Employee performance is affected by both salary and motivation at Bank Jabar Banten Syariah Bandung. Using F count and F table, the result is 10.322 > 3.20. Compensation (X1) and Motivation (X2) have significance values of 0.000 < 0.05. Overall, salary and motivation have a considerable impact on employee performance. The examination of the coefficient of determination yielded 63.7 percent. That is, compensation and motivation affect 63.7 percent of their performance. Variables not addressed in this study explain the remaining 36.3 percent.

War, Coal, and Forced Labor: Assessing the Impact of Prisoner-of-War Employment on Coal Mine Productivity in World War I Germany

This paper assesses the causal relationship between POW assignments and labor productivity for a vital sector of the German World War I economy, namely coal mining. Prisoners of war (POWs) provided significant labor. Combining data on all Ruhr mines with a treatment-effects approach, I find that POW employment alone accounted for 36 percent of the average POW-employing mine’s annual productivity decline over wartime. Estimates also suggest that the representative POW’s productivity averaged 32 percent of the representative regular miner’s productivity and that POWs’ contribution to wartime coal output amounted to 3.9 percent. Violence did not serve as a powerful work incentive.

A theory of status and coordination in organizations

Firms can motivate workers by offering them social status. Much of the literature argues that a rise in status is a powerful work incentive while ignoring its impact on coordination. This article shows that when workers need to collaborate while having individual vested interests, status differences may reduce the organization value by distorting efforts from different workers. However, status differences can increase the organization value when status effects changes in both authority allocation and cost of taking actions amongst workers. These results have practical implications for human resource management and promotion policies.

Mather work incentive posters and the rhetoric of scientific management in the 1920s

The Charles Mather work incentive posters of the 1920s promoted the philosophy of scientific management that just ten years earlier the US Congress deemed reductionist and dehumanizing. In a time where the rise of middle management and the growing faith in the powers of capitalism were omnipresent, the posters and rhetoric of scientific management made great sense to those in control of big business. Mather’s 78 work posters hung in offices and factories all over the country, and describe what it meant to be efficient, productive and a good member of business society in the 1920s. As a medium, Mather’s posters served to create and reinforce workplace practices of managers and leaders that would advance 1920s corporation and society. As propaganda, the posters appealed to worker’s attitudes, behaviours, emotions and sense of social belonging. This study evaluates the rhetoric and themes of Mather’s 71 posters in the 1926‐27 catalogue (the most popular year for the posters). It finds that in a propaganda-like manner, the posters encourage and discourage workplace behaviours that support management at the expense of workers’ thoughts and self-protection in the form of unionism. Further, as Mather worked to create posters that would influence the workplace ecology, his posters dissolved into the environment. The rhetoric used within the posters became adopted by organization leaders and employees, thus facilitating the linguistic transition of 1920s corporate society. An evaluation of these posters lends insight into the history of motivational posters and signs within organizational culture. Today, newer motivational posters are hung in offices around the world, with similar intentions to those of Mather. Because Mather’s posters signify the beginning of motivational posters in the modern western organization, studying the originals could help describe transitions in corporate culture.

KOMPENSASI SEBAGAI ALAT PENINGKATAN KINERJA DALAM BINGKAI AGENCY THEORY

<span><em>Agency theory looked at the relationship between the owner (the principal) and </em><span><em>management (agent). Compensation given to overcome problems in the theory of </em><span><em>agency, ie the difference between the interests of owners and agents. Compensation </em><span><em>system is designed organization aims to motivate employees to improve their </em><span><em>performance and retain competent employees. In order to work incentive</em><br /><span><em>compensation, corporate boards must choose a level measurement and precise </em><span><em>performance. Performance-based Reward twofold benefit: informing and </em><span><em>motivating.</em><br /><span><em>The purpose of this paper is to review how compensation as a performance </em><span><em>enhancement tool. The research method uses literature study and its conclusions </em><span><em>are: 1. The compensation was given to address the problems in the theory of </em><span><em>agency (the difference between the interests of owners and agents). 2. The </em><span><em>compensation system is designed organization aims to motivate employees to</em><br /><span><em>improve their performance and retain competent employees. 3. To work incentive </em><span><em>compensation, corporate boards must choose a level measurement and precise</em><br /><span><em>performance. The measurement system there are two traditional compensation (use </em><span><em>of accounting profit that measure the past) and the stock price (measuring the</em><br /><span><em>future).</em></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span><br /><br class="Apple-interchange-newline" /></span>

An Exploration of Work Incentive Benefits Specialists' Experiences

The purpose of this study was to examine the perceptions and experiences of work incentive benefits specialists (WIBS) and to identify the resources necessary to sustain essential work incentive benefits counseling services provided by these individuals. Participants included both Work Incentives Planning and Assistance (WIPA) and non-WIPA funded benefits specialists. WIBS were asked to complete the Work Incentives Benefits' Experience Survey (WISES), which was provided as an online instrument using electronic survey software. Sixty-five (65) individuals completed the survey. Results in identifying “primary roles,” “service delivery,” “education and background,” “consumer characteristics,” and “outreach and sustainability” verify that this is an emerging profession, expanding into a variety of practice settings to assist beneficiaries in financial planning while acquiring or maintaining employment. Other important considerations are the movement toward specific certificate or completion of training and a focus on quality assurance.