Increasingly, organisations are realising that they have to establish an equitable balance between the employee&rsquo / s contribution to the organisation and the organisation&rsquo / s contribution to the employee. Establishing this balance is one of the main reasons to reward and recognise employees. Organisations that follow a strategic approach to creating this balance focus on the three main components of a reward system, which includes, compensation, benefits and recognition (Deeprose, 1994). Studies that have been conducted on the topic indicates that the most common problem in organisations today is that they miss the important component of recognition, which is the low-cost, high-return ingredient to a well-balanced reward system. A key focus of recognition is to make employees feel appreciated and valued (Sarvadi, 2005). Research has proven that employees who get recognised tend to have higher self-esteem, more confidence, more willingness to take on new challenges and more eagerness to be innovative (Mason, 2001). The aim of this study is to investigate whether rewards and recognition has an impact on employee motivation. A biographical and Work Motivation Questionnaire was administered to respondents (De Beer, 1987). The sample group (N= 184) consists of male and female employees on post-grade levels 5 to 12. The results of the research indicated that there is a positive relationship between rewards, recognition and motivation. The results also revealed that women, and employees from non-white racial backgrounds experienced lower levels of rewards, recognition and motivation. Future research on the latter issues could yield interesting insights into the different factors that motivate employees. Notwithstanding the insights derived from the current research, results need to be interpreted with caution since a convenience sample was used, thereby restricting the generalisability to the wider population.

Motivation is considered to be the desired positive willingness that prompts a person to action. The factors that influence or lead to this positive willingness, are considered to be motivation factors, and include specific needs, wants, drives or impulses (Hersey &amp / Blanchard, 1988).<br /> <br /> People are motivated by different things, both intrinsic and extrinsic factors. For some, it is power and money that motivate them while for others, it is flexibility or a social workplace. According to Herzberg&rsquo / s theory, intrinsic factors are motivators or satisfiers and can be described as a person's relationship with what she or he does, many related to the tasks being performed (Buitendach &amp / De Witte, 2005 / Mehta, Anderson &amp / Dubinsky, 2000). Extrinsic factors, also known as hygiene factors or dissatisfiers, have to do with a person's relationship to the context or environment in which she or he performs a job (Buitendach &amp / De Witte, 2005 / Mehta et al., 2000). Some individuals are highly motivated by both intrinsic and extrinsic rewards. This is supported in a study amongst medical students (Beswick, 2002). In another study by Shim, Gehrt and Goldsberry (1999), it was found that students entering a career in retail viewed intrinsic aspects as the most important predictor of a retail career, followed by lifestyle flexibility aspects and then extrinsic aspects. Furthermore, research within a service organisation has indicated that various biographical factors have an influence on work motivation (Bezuidenhout, 2001). However, limited research has been conducted to determine whether biographical factors have an influence on work motivation within the retail industry.<br /> <br /> The aim of the study was to investigate the motivation of retail managers in a retail organisation in the Western Cape. Furthermore, it investigates whether the motivation levels of retail managers are influenced by their biographical variables. The Work Satisfaction and Motivation Questionnaire developed by De Beer (1987) and a self-developed biographical questionnaire was administered to elicit work content, promotion, supervision, reward and recognition in relation to work motivation. The questionnaires were distributed to the target population (n=236) of retail managers which were inclusive of store managers, store assistant managers and department managers. Convenience sampling was used to draw a sample (n=109) of male and female retail managers. Statistical analyses involved both descriptive and inferential statistics (ANOVA, Multiple Regression Analysis, Pearson&rsquo / s Correlation Co-efficient and Scheffe&rsquo / s test). The results revealed that there is a significant positive relationship between the investigated dimensions of work motivation and satisfaction. It was found that the investigated dimensions of motivation only account for 49.5% of the variance in total motivation experienced by retail managers. Furthermore, significant differences were found between the biographical variables and responses to the questionnaire. It is suggested, for future research that a proportionate stratified random sample be drawn which will allow the findings of the study to be reliably generalised to the population. Furthermore, it is also recommended that future research consider dimensions of motivation, such as, achievement, responsibility, security, autonomy, feedback and morale, which are not investigated in this study.

This study examined the effect of a score card¬-based performance pay plan in a professional services firm. The plan was implemented in response to a decreasing trend in productivity and a desire for a formal incentive compensation plan. Performance of manager and senior manager accountants were analyzed across two departments over a five year period. A definitive account of the effects of the intervention is limited by the case-¬study design, but the data does suggest that the performance pay plans used did not adversely affect performances. Design limitations of the plan and future research are also discussed.

Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2005 xi, 86 leaves / This study encompasses the triangulation of research methods in order to determine the impact of a piece rate incentive scheme on employee output within the South African context. The existing body of knowledge tends to reflect the conditions found in developed countries such as the USA, Canada and the UK, very little research appears to have been conducted in the South African context. / M

Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2005 xi, 86 leaves / This study encompasses the triangulation of research methods in order to determine the impact of a piece rate incentive scheme on employee output within the South African context. The existing body of knowledge tends to reflect the conditions found in developed countries such as the USA, Canada and the UK, very little research appears to have been conducted in the South African context.

No abstract available. / Thesis (LL.M)-University of Natal, Durban, 1996.

Increasingly, organisations are realising that they have to establish an equitable balance between the employee&rsquo / s contribution to the organisation and the organisation&rsquo / s contribution to the employee. Establishing this balance is one of the main reasons to reward and recognise employees. Organisations that follow a strategic approach to creating this balance focus on the three main components of a reward system, which includes, compensation, benefits and recognition (Deeprose, 1994). Studies that have been conducted on the topic indicates that the most common problem in organisations today is that they miss the important component of recognition, which is the low-cost, high-return ingredient to a well-balanced reward system. A key focus of recognition is to make employees feel appreciated and valued (Sarvadi, 2005). Research has proven that employees who get recognised tend to have higher self-esteem, more confidence, more willingness to take on new challenges and more eagerness to be innovative (Mason, 2001). The aim of this study is to investigate whether rewards and recognition has an impact on employee motivation. A biographical and Work Motivation Questionnaire was administered to respondents (De Beer, 1987). The sample group (N= 184) consists of male and female employees on post-grade levels 5 to 12. The results of the research indicated that there is a positive relationship between rewards, recognition and motivation. The results also revealed that women, and employees from non-white racial backgrounds experienced lower levels of rewards, recognition and motivation. Future research on the latter issues could yield interesting insights into the different factors that motivate employees. Notwithstanding the insights derived from the current research, results need to be interpreted with caution since a convenience sample was used, thereby restricting the generalisability to the wider population.

Motivation is considered to be the desired positive willingness that prompts a person to action. The factors that influence or lead to this positive willingness, are considered to be motivation factors, and include specific needs, wants, drives or impulses (Hersey &amp / Blanchard, 1988).<br /> <br /> People are motivated by different things, both intrinsic and extrinsic factors. For some, it is power and money that motivate them while for others, it is flexibility or a social workplace. According to Herzberg&rsquo / s theory, intrinsic factors are motivators or satisfiers and can be described as a person's relationship with what she or he does, many related to the tasks being performed (Buitendach &amp / De Witte, 2005 / Mehta, Anderson &amp / Dubinsky, 2000). Extrinsic factors, also known as hygiene factors or dissatisfiers, have to do with a person's relationship to the context or environment in which she or he performs a job (Buitendach &amp / De Witte, 2005 / Mehta et al., 2000). Some individuals are highly motivated by both intrinsic and extrinsic rewards. This is supported in a study amongst medical students (Beswick, 2002). In another study by Shim, Gehrt and Goldsberry (1999), it was found that students entering a career in retail viewed intrinsic aspects as the most important predictor of a retail career, followed by lifestyle flexibility aspects and then extrinsic aspects. Furthermore, research within a service organisation has indicated that various biographical factors have an influence on work motivation (Bezuidenhout, 2001). However, limited research has been conducted to determine whether biographical factors have an influence on work motivation within the retail industry.<br /> <br /> The aim of the study was to investigate the motivation of retail managers in a retail organisation in the Western Cape. Furthermore, it investigates whether the motivation levels of retail managers are influenced by their biographical variables. The Work Satisfaction and Motivation Questionnaire developed by De Beer (1987) and a self-developed biographical questionnaire was administered to elicit work content, promotion, supervision, reward and recognition in relation to work motivation. The questionnaires were distributed to the target population (n=236) of retail managers which were inclusive of store managers, store assistant managers and department managers. Convenience sampling was used to draw a sample (n=109) of male and female retail managers. Statistical analyses involved both descriptive and inferential statistics (ANOVA, Multiple Regression Analysis, Pearson&rsquo / s Correlation Co-efficient and Scheffe&rsquo / s test). The results revealed that there is a significant positive relationship between the investigated dimensions of work motivation and satisfaction. It was found that the investigated dimensions of motivation only account for 49.5% of the variance in total motivation experienced by retail managers. Furthermore, significant differences were found between the biographical variables and responses to the questionnaire. It is suggested, for future research that a proportionate stratified random sample be drawn which will allow the findings of the study to be reliably generalised to the population. Furthermore, it is also recommended that future research consider dimensions of motivation, such as, achievement, responsibility, security, autonomy, feedback and morale, which are not investigated in this study.

Submitted in fulfillment of the requirements for the degree Doctor of Philosophy in Management Sciences: Human Resources Management, Department of Human Resources Management, Faculty of Management Sciences, Durban University of Technology, Durban, South Africa. 2017. / Higher education institutions are particularly vulnerable to the loss of their highly qualified employees to better rewards and benefits from the private sector and other higher education institutions. Talent retention and employee turnover, therefore, are major concerns for higher education institutions (HEIs). Without well qualified and committed academic staff, no academic institution can really ensure sustainability and quality over the long-term. Owing to the competition for scarce skills, the attraction and retention of quality employees has emerged as the biggest challenge in human capital management, this phenomenon has also arisen in universities of technology. To attract and retain employees, organisations need novel reward systems that satisfy them. Employee rewards are an important component in exchange of employee contribution. It is generally accepted that employee rewards plays a significant role to attract, motivate, satisfy, retain and maintain commitment among employees in any organisation while ensuring a high standard of performance and workforce stability. Essentially, it is understood that reward systems in higher education institutions are at fault because they do not provide individuals with rewards that they value. The overall outcome of the study is to benefit employees, rewards practitioners and institutions by attracting and retaining talented employees. The study focuses on the academic staff at two universities of technology, namely, Central University of Technology and Tshwane University of Technology. A quantitative research approach was employed with a semi-structured questionnaire comprising a 5 Point Likert Scale to determine the influence of employee rewards on job satisfaction and organisational commitment among academic staff at universities of technology. The target population for the present study comprises all academic staff at Central University of Technology and Tshwane University of Technology (from level of lecturers, senior lecturers, head of departments and professors). The target population for this research was obtained from the Human Resources Management Department at both universities of technology. The source list indicates that both UOTs equated to staff of 1 089 (CUT = 296; TUT = 820). A semi-structured questionnaire was administered to 279 sample respondents of academic staff. Data obtained from 225 respondents and 8 uncompleted questionnaires yielded a response rate of 78%. Systematic sampling was used to select target respondents, nth element was drawn on every 4th element for the entire sample. The data collected from the responses were analysed with the Statistical Package for the Social Sciences (SPSS) and AMOS, version 24.0 for Windows. Three main data analysis techniques are employed: descriptive statistics, confirmatory factor analysis and structural equation modelling (SEM). Two models are employed in CFA to test dimensional structure of employee rewards. These include a model that allows all factors to be freely correlated, a proposed model was tested for correlation and a structural model. All factors are correlated because they measure one higher order factor, where all indicators test if they measure only one construct. The results of CFA provide solid statistical evidence that affirm relationship among constructs. However, some factors do not converge towards the job satisfaction construct in a South African context. Work-life balance and fringe benefits provided a negative correlation to job satisfaction. A significant statistical relationship is seen between employee rewards, job satisfaction and organisational commitment. The SEM results affirm that compensation, performance management, recognition, talent development and career opportunities have a positive and significant influence on job satisfaction. Job satisfaction has a significant effect on organisational commitment while total rewards components performance management, recognition, talent development and career opportunities has a positive and significant impact on organisational commitment. However, employee rewards have a significant effect on job satisfaction and organisational commitment. These results, therefore, can aid remuneration specialists in higher education institutions with specific reference to universities of technology to implement these total rewards components in order to affect job satisfaction while ensuring organisational commitment among academic staff. This study would benefit if these models are tested with an alternative data set. The research also suffered from a limitation common to survey research and SEM. Due to time and money constraints, it is a cross sectional sample at one specific point in time. As a result, while causal relationships can be inferred, they cannot be generalised towards other universities of technology in South Africa. / D

In this work, we concern ourselves with particular topics in Polish space theory. We first consider the space A(U) of complex-analytic functions on an open set U endowed with the usual topology of uniform convergence on compact subsets. With the operations of point-wise addition and point-wise multiplication, A(U) is a Polish ring. Inspired by L. Bers' algebraic characterization of the relation of conformality, we show that the topology on A(U) is the only Polish topology for which A(U) is a Polish ring for a large class of U. This class of U includes simply connected regions, simply connected regions excluding a relatively discrete set of points, and other domains of usual interest. One thing that we deduce from this is that, even though C has many different Polish field topologies, as long as it sits inside another Polish ring with enough complex-analytic functions, it must have its usual topology. In a different direction, we show that the bounded complex-analytic functions on the unit disk admits no Polish topology for which it is a Polish ring. We also study the Lie ring structure on A(U) which turns out to be a Polish Lie ring with the usual topology. In this case, we restrict our attention to those domains U that are connected. We extend a result of I. Amemiya to see that the Lie ring structure is determined by the conformal structure of U. In a similar vein to our ring considerations, we see that, again for certain domains U of usual interest, the Lie ring A(U) has a unique Polish topology for which it is a Polish Lie ring. Again, the Lie ring A(U) imposes topological restrictions on C. That is, C must have its usual topology when sitting inside any Polish Lie ring isomorphic to A(U). In the last chapter, we introduce a new ideal of subsets of Polish spaces consisting of what we call residually null sets. From this ideal, we introduce an algebra consisting of what we call R-sets which is consistently a strict extension of the algebra of Baire property sets. We show that the algebra of R-sets is closed under the Alexandrov-Suslin operation and generalize Pettis' Theorem. From this, we provide new automatic continuity results and give a generalization of a result of D. Montgomery which shows that minimal assumptions on the continuity of group operations of an abstract group G with a Polish topology imply that G is actually a Polish group. We also see that many results pertaining to the algebra of Baire property sets generalize to the context of R-sets.