Functionally enhanced quality assurance incentives

In theory, the role and value of prizes in the economic mechanism is not controversial. It is now established order in which the incentive funds formed by stable regulations approved differentiated in size from year to year development cycle, the main indicator is the plan of product supply contracts, increased productivity, improved quality prepared products, growth in net profit. So there is every reason to believe the introduction of long-term wage standards for the hryvnia to strengthen product allows interest groups to increase productivity and reduce employee turnover, improved promotion procedure for combining professions, with high rates of labour initiative for implementing reasonable standards. In practice, the issue of incentives is of great interest and is constantly in the spotlight. The aim – to present one possible incentive works and those working in the system to ensure product quality in terms of increasing the responsibility of working for the final results. The formation stimulation funds spent; in fact they are regulated current set order. The distribution fund to encourage formation size of bonus payments and working units is quite controversial. This approach to the distribution system of bonus payments for quality work allows retransmit the incentive oriented, the final results of the enterprise as a whole to each worker. For workers with decentralized formation of the material incentive fund in the main production shops, it is recommended to increase the size of the incentive fund, for the shop provided an increase in the number of workers working with a personal stamp, and with an increase in the number of workers delivering products on demand. The proposed mechanism is universal. It can be used in enterprises regardless of their industry and structural profiles and can solve the problem for the optimum management of misalignment. Selecting works as a criteria for bonus payments while providing a reduction or streamlining expenses related to providing quality products.

The Impact of the Accreditation Incentive Fund (DIA) Intervention on the Quality of LPTK Management

Higher education institutions/the Educational Personnel Education Institution (LPTK) have experienced an increase in producing qualified teacher in this couple of years. At the same time, universities have responsibility to increase the qualifications of teachers and the quality of teacher. Data collected from Accreditation Incentive Fund (DIA) program is used to increase the management capacity of the Institute of Education Personnel Management (LPTK) in 2009 to 2012. The data of this study include five aspects of DIA fund utilization, namely: improvement of governance, program management, learning processes, academic atmosphere, and information systems. This study investigates the impact of the accreditation incentive fund intervention on the quality of LPTK management. We hypothesize that DIA incentive funds to LPTK has an impact in improving the quality of LPTK management. Based on multilevel analysis, we demonstrate that the DIA intervention improved the quality of management significantly. The results indicate that the impact of DIA incentive funding can be only seen when the PGSD group received the DIA (experimental group) compared to the partner group and the non-educational group.

Teacher Evaluation, Pay for Performance, and Learning Around Instruction: Between Dissonant Incentives and Resonant Procedures

Purpose: The study examines why the logic of a performance management system, supported by the federal Teacher Incentive Fund, might be faulty. It does this by exploring the nuances of the interplay between teaching evaluations as formative and summative, the use of procedures, tools, and artifacts obligated by the local Teacher Incentive Fund system, and bonus payments as extrinsic motivators. Research Methods: The study is a qualitative longitudinal study in three public charter schools that were selected as a presumably conducive environment for incentive-driven performance management. Eight rounds of semistructured interviews, 130 interviews, and 65 hours of meeting observations are the data for this study. Findings: In the three charter schools, the adoption period was characterized by consonance, the belief that the performance management system served valued purposes. In midlife, dissonance set in. Performance contingencies attached to both bonus and external evaluations were perceived as disconfirming the values of the schools. Incentives and status competition were largely rebuffed and relegated to the periphery. Once the power of incentives became latent, a period of resonance set in. Administrators and teachers came to interact with the two main artifacts, videos of lessons and the Summative Evaluation of Teaching observation tool, in ways that afforded new learning. Implications for Research and Practice: The study suggests that research insights can be gained when logics of complex performance management systems are disentangled and competing dynamics deliberately studied. Practically speaking, when schools try to maintain a rich collegial culture, incentives may crowd out the use of teaching evaluations for formative learning.

The Export Incentive Fund: A State-Level Export Program For Economic Development

The export incentive fund is a new and effective method of stimulating foreign exports available to state governments.