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The main objective is to discuss whether the rewards/incentives schemes provided to the employees to improve and enhance performance within the Department. The discussions will be done on employee satisfaction on the rewards/incentives schemes offered in the Department. The study will cover both the theoretical and practical approach to the topic of Incentives/ rewards that can improve performance of employee and service delivery to communities. Qualitative and quantitative methods were used to collect data for this study. The samples were selected from employees of the Department of Health and Social Development, North West Province. A questionnaire consisting of three parts has been used in the survey. / Thesis (MBA) North-West University, Mafikeng Campus, 2010

Fourteen years after the demise of apartheid and embrace of democracy, South Africa as a nation is still undergoing its transformation politically, socially and economically. This environmental churning has high impact on employee perceptions within the workplace, which subsequently affects retention rates. Among the challenges facing people managers in this environment is employee motivation. However, to thoroughly understand what motivates today’s diverse employee base, one needs to look further than the current landscape into historical backgrounds, to build up character models for different demographics. The study aimed to identify associations between employee motivation and employee demographics (gender, age, race and organisational level) in the South African banking industry by also taking into account South African history to understand these associations and to translate the insights gained into effective leadership. A survey questionnaire, based on ten motivation factors, was adapted from similar studies pioneered by Kovach in 1946, who conducted subsequent studies in 1987 and 1995. The questionnaire for this study was forwarded via email to South African banking employees requesting them to provide demographic data and complete a short questionnaire with two countercheck questions per motivation factor. The collected data was then analysed to identify any associations by highlighting differences in means of the responses to the motivation factors between employee demographic categories. The means were also used to rank the ten motivation factors for each demographic category. It was concluded that there were associations, particularly between generations and the motivation factors, while gender showed the least association. On the other hand, similarities were also identified. Deserving of particular mention are similarities indicative of the Ubuntu concept of African culture across all demographic categories. Recommendations for retention strategies were provided based on these conclusions.

Employee engagement and engaging leadership are subjects receiving attention from organisations. The link between employee morale, motivation and business productivity is important as well managed organisations can derive benefit from such linkages. The aim of this study was to determine whether the engagement models, leadership practices and tools utilised by New Age Beverages (NAB) had impacted positively on the morale and motivation of NAB employees. The study also considered whether there was a positive correlation between morale and motivation of employees in relation to overall business productivity. A probability sample of 50 employees and managers were drawn from a population of 120 employees. The sample frame was drawn from the NAB employee database. A questionnaire which was comprised of 25 quantitative and 5 qualitative questions was used to elicit information from management and employees at NAB. Data mining was conducted to determine trends with regards to quantitative data over the past 3 years relating to Human Resource Key Performance Indicators. The evidence confirmed that engaging leadership has a positive impact on the morale and motivation of NAB staff. It also confirmed that employees perceived a positive correlation between leadership tools and practices such as integrated management practices and “on the level” conversations on the morale and motivation of staff at NAB. Data mining evidence confirmed that integrated management practices resulted in compliance and quality levels increasing to 100% in year 3, machine efficiency and cases produced increased from 78% to 89% and 77% to 91% respectively, proving a positive correlation between employee morale, motivation and business productivity. Key recommendations being for NAB to focus on lower scoring areas, such as trust levels between leadership and management on one hand and employee development on the other, in order to gain further benefits from their programmes. It is suggested that a qualitative study be undertaken. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2012.

A factor analysis using an oblique rotation was performed on an employee attitude survey developed for a data processing company. The survey was administered to 669 volunteer employees. There were 291 males and 378 females. It was hypothesized that four main factors would be identified as "Advancement Opportunities," "Compensation and Benefits," "Management Style," and "Job." Results of the factor analysis did not confirm the hypothesized a priori factor structure. The lack of confirmation of the hypothesized factor structure was found to be a result of poor survey construction. The attitude survey was found not to be a valid measure of employee attitudes. Implications of this study suggest that a poorly constructed attitude survey may be worse than no survey at all.

Fourteen years after the demise of apartheid and embrace of democracy, South Africa as a nation is still undergoing its transformation politically, socially and economically. This environmental churning has high impact on employee perceptions within the workplace, which subsequently affects retention rates. Among the challenges facing people managers in this environment is employee motivation. However, to thoroughly understand what motivates today’s diverse employee base, one needs to look further than the current landscape into historical backgrounds, to build up character models for different demographics. The study aimed to identify associations between employee motivation and employee demographics (gender, age, race and organisational level) in the South African banking industry by also taking into account South African history to understand these associations and to translate the insights gained into effective leadership. A survey questionnaire, based on ten motivation factors, was adapted from similar studies pioneered by Kovach in 1946, who conducted subsequent studies in 1987 and 1995. The questionnaire for this study was forwarded via email to South African banking employees requesting them to provide demographic data and complete a short questionnaire with two countercheck questions per motivation factor. The collected data was then analysed to identify any associations by highlighting differences in means of the responses to the motivation factors between employee demographic categories. The means were also used to rank the ten motivation factors for each demographic category. It was concluded that there were associations, particularly between generations and the motivation factors, while gender showed the least association. On the other hand, similarities were also identified. Deserving of particular mention are similarities indicative of the Ubuntu concept of African culture across all demographic categories. Recommendations for retention strategies were provided based on these conclusions.

Employee satisfaction and performance are a major determinant of the corporate culture of a property. Discussion of whether or not this statement is true within the kitchens of The Ritz Carlton Hotel in New Orleans is the basis for this study. By using the corporate mandated tools (the annual employee satisfaction survey and the employee performance appraisals) the determination of this question was confirmed. However, there were some great concerns about the validity of the two tools. The tools showed a definite relationship between the employee satisfaction survey and the performance appraisal, as well as a negative employee perception of the communication from managers on certain topics.

Ngan, Hoi Yee Meko. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2013. / Includes bibliographical references (leaves 50-60). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts also in Chinese.

Fock Kwong Yin Henry. / "June 2004." / Thesis (Ph.D.)--Chinese University of Hong Kong, 2004. / Includes bibliographical references (p. 196-211). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Mode of access: World Wide Web. / Abstracts in English and Chinese.

Abstract Employee Stock Bonus (ESB) is a unique bonus model to link employee salary package with company performance under the current regulation in Taiwan. Comparing with Employee Stock Option (ESOP) in USA, ESB is different in accounting process, company¡¦s actual cost and the model of employee gain in spite of the principle of linking employee salary package to corporate performance is the same. Moreover, the incentive effectiveness and the impact on shareholders¡¦ value between ESB and ESOP need to be clarified. The objectives of this research are to discuss the pros and cons of ESB program as well as to analyze the implementation history and decision characterization of ESB in Taiwan. In the first part of this study, we compare the difference between ESB and ESOP in terms of their fundamentals, implementation and incentive effectiveness, as well as analyze the impact on shareholders¡¦ value by various accounting principles and valuation models approaches.¡@In the second part, we do a history study on ESB implementation history of Taiwan hi-tech industries. We point out some improper ESB decisions that hurt shareholder¡¦s value. We also propose some indexes to measure effectiveness, efficiency of ESB and degree of impact on shareholder¡¦s value. In the third part, we apply regression methodology and cross-sectional analysis to characterize the ESB decision using the samples from Taiwan listed hi-tech companies between 1998 to 2001. We conclude the following contributions in this research: 1. The fundamental of ESB is to provide employee bonus by diluting shareholder¡¦s value. During bull market or stock price appreciates after stock splits, ESB perfectly incorporates employee bonus with shareholders¡¦ value. On the other hand, ESB becomes an extra overhead for shareholders during bear market or stock price depreciates after stock splits. 2. What employees gain from ESB is paid by equity market instead of being paid by the company, no matter whichever accounting principle is adopted. Recognizing ESB as company expense will present income statement in more a proper way but will not impact book value of equity. 3. To recognize ESB as company expense will reduce ¡§intrinsic value of equity¡¨ evaluated by EBO model as EBO model is based on accounting profit. As DFC model is based on free cash flow, ¡§intrinsic value of equity¡¨ evaluated by DFC model will not change even if different accounting principles are adopted. However, ¡§intrinsic value of equity per share¡¨ will be slightly affected by the dilution of share number. 4. In the research samples, mean of ¡§the market value of ESB over average appreciation value of company¡¨ is 13%¡Astandard deviation is 53%¡Amedian is 8%, which implies the welfare effectiveness created by ESB to shareholders varies with individual company. 5. The result of empirical study supports that the main measurement index for managers to decide the share number of ESB program is ¡§total market value of ESB¡¨ instead of ¡§profit share rate¡¨ or ¡§dilution rate¡¨, regardless companies which adopted ¡§fix profit share rate for ESB¡¨ policy. 6. According to the result of empirical study, ¡§the market value of ESB ¡¨ is significantly positive- correlated to growth opportunity, merit raises rate, net profit growth rate, and significantly negative ¡V correlated to company size and financial leverage. ¡§The market value of ESB per employee¡¨ is significantly positive-correlated to company size, growth opportunity, merit raises rate, net profit growth rate, and significantly negative ¡V correlated to financial leverage. The result is consistent with hypotheses that are based on Agency Theory, Information Asymmetry Theory and Scale of Economic. The result of empirical study is not able to support the hypotheses that managers will offer employee more value of ESB according to the appreciation of company value.