It is important for a selling company to have a motivated sales force. The motivation and what employees is motivated by have occupied the interest of human resource researchers for decades. There has been a large amount of research within motivational psychology, which has produced several theories regarding human needs and motivation factors. This study focused on sales professionals within business-to-business (B2B) with the purpose to explore and describe sales professionals’ perceptions regarding financial incentives and their motivation. The study also answers the questions of how sales professionals perceive that financial incentive affects their motivation and how the financial incentives relate to sales professional motivation. This study utilizes a qualitative approach, where the empirical data was gathered by six semi-structured interviews. By analyzing the findings, the researchers have concluded that financial incentive can both work as a motivator and a demotivator. Financial incentives can increase stress and pressure for the sales professional especially for individuals new to the profession. The study has found that this is something that the individual have to cope with since the organization is not providing support for this. If the sales professionals can cope with the stress, it will work as a motivator. Lastly, the study presents practical and managerial implications for sales organizations. They need to be aware of the business environment to ensure that financial incentive achieves the desired effect.

MPH, Faculty of Health Sciences, University of the Witwatersrand / Poor retention rates and a lack of human resource management capacity have led to a critical shortage of nurses and serious disparities in their distribution between urban and rural areas in Zambia. The Zambian government is faced with the challenge of developing retention schemes that address the most pressing needs of nurses in rural service. The aim of the study is to contribute to the body of work in Zambia that looks at the influence of non-financial incentives on the retention of nurses in rural areas. The study also aims to show what factors nurses think would keep them in rural posting. The objectives of this study are to determine the perceptions of nurses in two rural hospitals in the Copperbelt province of Zambia about non-financial incentives that could influence retention in rural areas and to determine which factors nurses perceive to be the most important for retention. The study design was a descriptive cross-sectional study. Forty nurses were conveniently sampled. Data was collected by means of structured interviews using a questionnaire and was analysed using stata10. The majority of nurses strongly agreed that individual, institutional and local environmental factors play a significant role in retention. Factors identified as the most important for retention were motivation to work (n=26), appreciation from the community (n=33), ability to make decisions about work (n=17), satisfactory accommodation (n=32), availability of schools for children (n=26), managable distance to work (n=13), access to continuing education and iv professional development (n=26), having good relationships with colleagues (n=15) and, availability of essential equipment, tools and supplies (n=14). Factors ranked first choice according to level of importance by the majority of nurses were satisfactory accommodation (n=25), access to continuing education and professional development (n=20) and motivation to work (n=18). There are no straight forward answers to the problem of retention in rural areas. The development of appropriate strategies requires an understanding of the interaction of factors which influence nurses’ decisions to work in a rural and remote post. Successful retention strategies will require strengthening and upgrading of human resource management capacity. The response must be all inclusive, engaging relevant stakeholders, including non-health and nongovernmental group

Magister Public Health - MPH / Background: Low motivation, defined as an individual's lack of willingness to maintain and exerteffort to attain organizational goals, is a problem in Ethiopia. Its consequences are poor quality of health care or performance, lack of retention and inequity. This study explored influences on nurse motivation in Butajira Zonal Hospital (BZH), and specifically investigated the influences of financial and non-financial incentives on nurses' motivation at work. Methods: A qualitative methodology, consisting of both in-depth interview and focus group discussion (FGDs) data collection methods was adopted. The study population was all nurses working at BZH with more than two years of experience, from which a sample of fifteen nurses(representing a balance of age, gender and category) was purposefully selected. Following informed consent, these fifteen nurses were interviewed by the investigator, and were followed in a second stage by three focus group discussions; with six participants each (total eighteen). Both the interviews and the discussions were conducted mostly in Amharic and tape recorded, transcribed and translated by the researcher. The data was analysed using thematic analysis. After reading, transcriptions were coded in informants' own words and phrases. These were examined, categorised and consistent themes identified and then coded with keywords to represent the content,which were considered to constitute the 'emerging themes'. Findings: In both the FGDs and interviews, a number of key themes were identified relating to both nurses' self-reported motivation and the factors influencing this at BZH. Altruism and professional pride ('love of the profession') as a source of intrinsic motivation emerged as a key theme, counterbalanced by a perception of nursing as having significant job risks (e.g. contracting infections from patients). With respect to financial incentives, salaries too low to meet living costs, unfair taxation on overtime payments, and the absence of a salary grading system for nurses was all raised as negative influences on motivation. While team spirit and solidarity amongst nurses was a positive feature of the work environment, relationships between doctors and nurses were described as poor, aggravated by large salary differentials, and perceived indifference of management to nurses. Other non-financial incentives– training, recognition systems, supervision and workplace conditions– had mixed influences on motivation at BZH. Finally, personal factors, such as age, gender and origin or married in the region,influenced reported motivation. Conclusions and Recommendations: The Ethiopian health system has paid great attention to increasing numbers, expanding training of, and creating specializations for, nurses. However, less attention has been given to their working conditions and the appropriate package of financial and non-financial incentives that will sustain performance and retention. These need to be addressed at the hospital itself, at higher levels of the system and at a broader policy level. Managing motivation requires keeping a broad perspective and innovative approaches that address the range of influences identified in the study. Solutions should be context based and sensitive to influences beyond the commonly understood sources of motivation.

A key strategy to motivate proenvironmental behavior (PEB) involves the promise of monetary rewards. Financial incentives are intuitively appealing because they can increase an individual's expected benefits for engaging in the PEB; however, there is concern that incentives can transform motivations for the PEB. The purpose of this study was to examine the role of financial incentives on behavior across time. Specifically, I used an experimental design to examine the immediate effects payments on litter-removal effort (Phase 1) followed by effort after payments were no longer available (Phase 2). Undergraduate students were recruited for a trail evaluation study and randomly assigned to a control treatment or a financial incentive treatment. In Phase 1 I asked students to pick up discarded litter during their trail evaluation (PEB). The incentive condition offered students $0.25 for each of the possible 16 items of trash planted along the trail. The control condition simply asked students to help by picking up trash. Students were again asked to collect trash in Phase 2 but the financial incentive condition was not offered a payment. In accordance with self-determination theory I expected payments to increase effort in the short term and suppress effort when the incentive was no longer provided. Although there was an overall decrease in effort between phases within both conditions, the results of a repeated-measures ANOVA indicated no difference between the control and incentive condition in either phase. Given the lack of a statistically significant finding, it is possible that there are conditions under which payments provide no greater inducement than a simple request for help. This idea is supported by a meta-analysis, which identifies a consistent lack of effect for easily-performed tasks. Additional research is needed to further understand the conditions under which financial incentives can motivate and sustain PEBs. / Master of Science

Organizational Ambidexterity är ett relativt nyuppkommit begrepp och få undersökningar har gjorts kring ämnet. De tidigare undersökningar som har bedrivits har främst fokuserat på hur ledarskap framkallar Organizational Ambidexterity. Tidigare undersökning har även forskat i hur dess komponenter, utforskande och bearbetande, kan samexistera i en organisation då de två komponenterna konkurrerar om samma resurser. För att vända blicken bort från ledarens roll i en organisation att inverka på Organizational Ambidexterity, har studien fokuserat på belöningssystemets inflytande på Organizational Ambidexterity med bankorganisationer som objekt.   Belöningssystem förekommer i både finansiell och icke-finansiell form. Finansiella belöningar kan tillkännages som en transaktion utav finansiell ersättning vid utfört arbete. Icke-finansiell belöning är ersättning vilket inte medför direkta kostnader för en organisation. Det kan ske i form av utbildning eller beröm från chefen.   Studien har genomförts på så vis att de empiriska material som frambringats ska förklara om och i så fall vilka belöningssystem som motiverar organisationen att arbete i både en utforskande och bearbetande kapacitet för att uppnå Organizational Ambidexterity. Detta för att uppnå konkurrensfördelar på marknaden.   Teorin stödjer sig på att finansiella belöningar leder till en mer bearbetande kapacitet och icke-finansiella belöningar framkallar en mer utforskande kapacitet. De empiriska material som samlats in stödjer inte detta resonemang till fullo då det visat sig att finansiella belöningar inte används i en större utsträckning och att det inte heller leder till en mer bearbetande kapacitet. Emellertid användes de icke-finansiella belöningarna i en större utsträckning och har till viss del påvisat att det inverkar över organisationens förmåga att arbeta i en utforskande kapacitet. / Organizational Ambidexterity is a relatively new concept and few studies have been done on the subject. Previous studies have focused on how leadership develops Organizational Ambidexterity. Previous investigations have also done research into how its components, exploration and exploitation, can co-exist in an organization where the two components compete for the same resources. To turn your gaze away from the leaders’ role in organizations and how they affect Organizational Ambidexterity, this study has focused on the reward systems influence on Organizational Ambidexterity with the banking organizations as an object.   Reward systems are present in both financial and non-financial terms. Financial rewards are transactions of financial compensation for work performed. Non-financial rewards are compensation which does not involve direct costs to an organization. It may take the form of training or appreciation from the boss.   This study was conducted in such a way that the empirical material that has emerged will explain if and how the reward systems motivate the organization to work in both an exploration and exploitation capacity to achieve Organizational Ambidexterity. This is done in order achieve competitive advantages in the market.   The theory relies on that financial rewards will lead to more exploitative capacity and non-financial rewards elicit more exploratory capability. The empirical material collected does not support this argument in full, since it was found that financial rewards are not used to a greater extent and that financial rewards does not lead to a more exploitative capacity. However, the use of non-financial rewards to a greater extent has partially demonstrated an impact on the organizations ability to work in an exploratory capacity.

Magister Public Health - MPH / Background: Adequate human resources for health play a crucial role in improving access to services and quality of care. Human resources for health are often inequitably distributed between rural and urban areas within countries. In Rwanda, almost 88% of physicians and 58% of nurses in the country work in urban areas, despite the fact that 82% of the population lives in rural areas. Kabaya is located in a remote rural area in Ngororero District; its health facilities consist of one hospital and four health centers. Living and working conditions are poor for health workers. This results in constant migration out of health workers, which has negative impacts on service delivery and quality of care provided to the population. Aim and Objectives: This study aimed to assess factors that influence the intention to stay in Kabaya amongst health workers currently in Kabaya's health facilities. The specific objectives were to analyze the associations between the following factors and intention to stay among health workers in Kabaya: socio-demographic and job characteristics; working and living conditions; and financial and non-financial incentives. Study design: An analytical, cross-sectional survey of all health workers from five facilities in Kabaya was conducted. Methods: A self-administered questionnaire, adapted from one used in a study in Uganda (Hagopian, Zuyderduin, Kyobutungi & Yunkella, 2006), was used to collect data. Data were entered in Epi- Info 3.4 and analyzed using SPSS 16.0. Descriptive analyses and inferential statistics (Chisquare,Fisher‟s Exact) were done to test for associations with the main outcome, intention to stay. Results Out of 155 employees working in Kabaya‟s health facilities, 111 (72%) accepted to participate in the study. Of the 111 respondents, 34 (31%) indicated they intended to stay working in Kabaya indefinitely. Intention to stay (bivariate analysis) was associated with:  employment category (p=0.001) and age (p<0.001);  rural background - born in Kabaya (p<0.001); and born (p=0.001), grew up (p=0.001) and studied in a rural area (p<0.001); good quality supervision - encouraging employee development (p=0.029), caring for the employee as a person (p=0.011), and competent and committed facility managers(p=0.039);  presence of workplace friends (p<0.001);  conducive work and living environments - manageable workloads (p<0.001); good infrastructure (p<0.001); access to safe and clean water at work (p<0.001); adequate housing at home (p<0.001); having time to take lunch at work (p=0.001); access to adequate transportation to work (p=0.004); adequate shopping and entertainment(p=0.001);  adequate incentives - sufficient salary (p<0.001); recognition for doing a good work(p<0.001); and adequate training (p<0.001). The small study sample precluded multi-variate analyses and it was therefore not possible to control for potential confounders such as age, sex and profession in the analysis of workplace factors. Conclusions: Intention to stay in Kabaya appears to be influenced by a complex set of factors that include: individual (age, profession, rural background), workplace, human, social, career and salaryrelated factors. Promoting retention in Kabaya‟s health facilities requires multi-faceted interventions, without which the majority of the employees are likely to continue to migrate away from the area.

Adherence to antiretroviral therapy (ART) is one of the most important issues in pediatric patients living with Human Immunodeficiency Virus (HIV). Combined with the fact that young patients face a large array of adherence barriers, interventions that can increase adherence are of great interest. Financial incentives (FIs) are a novel approach in pediatric HIV settings, and have not been studied previously in this disease for this age group. Thus, we sought to evaluate the effects FIs had in helping pediatric HIV patients achieve and maintain virologic suppression (VS). Furthermore, a post-incentive survey was administered to evaluate the self-perceived effects of FIs. In our study, FIs were not associated with achieving VS among pediatric and adolescent patients. The post-incentive survey has demonstrated many aspects of patients' and guardians' perceptions of FIs that should be considered in future FI studies. First, it was likely that patients who effectively grasped the concept of financial reward were most positively influenced by FIs. Second, the study data suggested that FIs may be contra-effective to those patients who report strong emotional responses to negative outcomes. Further and more comprehensive studies are required to fully characterize these effects.

High and equitable quality of care are core goals of the English National Health Service. Policy makers have experimented with various ways to improve quality, including use of financial incentives. The effects of these incentives on health outcomes and the distribution of care are not known. The aim of this study was to examine variations in hospital quality and outcomes at patient level under a financial incentive scheme in England. In October 2008 a financial incentive scheme under which quality of care was measured by process measures was introduced for 24 hospital Trusts in the North West of England. The process measures of care from this Advancing Quality initiative were linked at spell level to health outcomes and administrative hospital records. The data consisted of 252,284 spells between October 2008 and March 2013.First, I examined whether financially incentivised improvements in quality of care were associated with better patient outcomes. I examined how mortality and readmission were related to process measures using bivariate probit, probit, random effects and fixed effects estimations. I found that several of the incentivised process measures of care are associated with improved patient outcomes. I estimated that Advancing Quality saved 129 lives and avoided 121 readmissions over a four-and-a-half year period. Second I examined whether quality of care from a hospital incentive scheme is distributed equitably at a patient level. Multinomial and sequential logistic regressions were used to show that process measures of care overall were distributed in favour of patients from lower income score areas. Process measures of care delivered during an emergency admission were distributed in favour of patients from higher income score areas but this was driven by patient severity. Process measures based on advice appeared to be driven by capacity to benefit and were distributed in favour of patients from lower income score areas. Process measures of care for elective admissions regarding delivery of drugs were distributed equitably. Third, I examined if the quality of care was lower at the weekend. The in-hospital mortality rate is known to be higher for weekend admissions than for weekday admissions but it is not known whether this was due to lower quality of care. Using logistic regressions, incentivised quality of care was found to be consistent throughout the week. The weekend mortality effect can be explained by patient volume, which suggested that patient case mix may be different between weekdays and weekends. Overall, quality of care under an incentive scheme was found to positively impact on health outcomes, be distributed equitably, and be the same at weekends as weekdays. Further research is needed using quality of care indicators from all Trusts in the English National Health Service. Furthermore further research examining how trusts exclude patients from financial incentive schemes is also needed.

Thesis (M.M. (Strategic Marketing))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2015. / Cross-selling remains the easier and most cost effective option for companies to grow revenues and achieve profitability as compared to growing revenue by acquisition of new customers. Many firms are seeking to grow their revenue and achieve high levels of customer loyalty. These firms and industries across the world are turning to cross selling as the solution. Many factors, such as merger and takeovers, result in firms having multiple product lines and silos with sales people focused according to these product divisions. What becomes more difficult is identifying which factors will lead to more integrated teams that are motivated to engage in cross selling. This study seeks to address some of the challenges that result in lower motivations levels of sales people to engage in cross selling. Financial incentives, product knowledge and recognition are studies to determine their influence on motivation to cross sell products from other divisions in a firm. A review of literature was conducted to study the influence of financial incentive, product knowledge and personal recognition on work motivation. These three constructs were then extended into a quantitative study of how they influence sales people’s motivation to engage in cross selling. The findings uncovered that salespeople consider product knowledge as a key inhibitor for them to engage in cross selling. The results also revealed a close contest with financial incentives and personal recognition also having positive influence on their motivation to engage in cross selling. Consistent with existing literature from social studies, it cannot be overemphasised that product knowledge empowers sales people and gives them the confidence to cross sell in an industrial sales environment.

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