Thesis (M.P.A.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 96-101).

Thesis (M.P.A.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 96-101). Also available in print.

Thesis (DTech (Human Resource Management))--Cape Peninsula University of Technology, 2018. / The purpose of this study was to investigate the impact of intrinsic and extrinsic rewards on the job satisfaction and morale of educators in Western Cape Public Technical Vocational Education and Training (TVET) institutions. The study endeavoured to determine factors that contributed to public TVET educators’ dissatisfaction with intrinsic and extrinsic rewards offered by public TVET institutions in the Western Cape. In addition, the study investigated the job satisfaction of public TVET educators as well as the resultant morale, attrition and absenteeism brought about by educators’ dissatisfaction with rewards offered. The study was also expected to present findings and make recommendations to public TVET institutions and the Department Higher Education and Training (DHET). Recommendations were supposed to be made to bring about an improvement in the job satisfaction and morale of public TVET educators in the Western Cape. A stratified purposive sampling procedure was utilised in drawing up the sample from some population of 1535 educators in the Western in 2013. The Research Advisors (2006) and Krejcie and Morgan (1970) Sample Size Tables were utilised. However, out of 308 JDI questionnaires that were initially distributed 265 were returned duly completed. The two hundred and sixty-five JDI questionnaires were processed using SPSS Version 23. As suggested by statistical analysis, the overall conclusion drawn from the research was that extrinsic and intrinsic rewards significantly predicted the job satisfaction and morale of educators in a sample of 308 derived from some population of 1535 educators in Western Cape public TVET institutions. This study revealed that extrinsic and intrinsic rewards had a significant influence or impact on the job satisfaction and morale of public TVET educators in the Western Cape. It was discovered that beside extrinsic rewards such as pay and bonuses, intrinsic rewards such as the job itself were important in the job satisfaction and morale of educators. Beside the above it was also discovered that supervision, career progression opportunities and relationships among principals and staff, and among educators and learners were instrumental in enhancing the job satisfaction and morale of educators. Beside the above mentioned, it was discovered that learners’ grades after assessments also played a major role in the motivation of public TVET educators. It was confirmed that extrinsic and intrinsic rewards complimented each other in fostering and enhancing the job satisfaction and morale of public TVET educators in the Western Cape. The results of this study showed that job satisfaction among public TVET educators in the Western Cape could be explained by the type of rewards (extrinsic and intrinsic) offered by public TVET institutions as previously indicated. In other studies, mentioned in this study it was confirmed that beside extrinsic rewards, intrinsic rewards such as the job itself and the educational institution enhanced the educator’s job satisfaction and morale. When an employer fulfils the educator’s intrinsic and extrinsic reward expectations, an educator’s affective commitment, job satisfaction and morale is enhanced.

Thesis (M.A.)--University of Delaware, 2006. / Principal faculty advisor: Robert Eisenberger, Dept. of Psychology. Includes bibliographical references.

This research attempts to identify factors which may influence instrumentality beliefs in a merit pay environment. Specifically, the purpose was to investigate the relationship of: (1) of perceived performance appraisal accuracy, merit increase satisfaction, trust in top management, and trust in supervisor to instrumentality beliefs, (2) of performance appraisals, deviations between self and supervisor ratings of performance, and trust in supervisor to perceived performance appraisal accuracy, and (3) merit pay increases and perceived relative size of merit pay increase to merit increase satisfaction. The research site for this study was a large transit authority on the West Coast. Results of this study of 1,260 managerial, professional, and clerical employees suggest that individuals are more likely to believe that pay is tied to performance if they are satisfied with their merit pay increase and they trust top management. Findings also suggest that for individuals who receive a lower than expected performance appraisal, higher levels of perceived performance appraisal accuracy are likely to be associated with stronger beliefs that pay is tied to performance. Findings further suggest that individuals are more likely to perceive their performance appraisal to be accurate if the supervisor rating of performance is consistent with their self-rating of performance and they trust their supervisor. Also, the higher the performance appraisal, the more likely an individual is to perceive it to be accurate. Finally, individuals are more likely to be satisfied with their merit pay increase if they perceive it to be large relative to the average pay increase. In addition, the larger the merit pay increase, the more likely an individual is to be satisfied with it. Study findings in total suggest that a large number of employees are likely to believe that pay is not tied to performance. To the extent successful merit pay programs require strong beliefs that pay is tied to performance, findings cast doubt about the ability of merit pay to elicit improved job performance. Implications for compensation practice are discussed and suggestions for future research are presented. / Ph. D.

Not available / text

M.Tech. Business Administration. Business School. / In their attempt to continuously improve their operations, Sasol Mining has since 1998 embarked on several different improvement initiatives including Operation Excellence with the improvement Lean Six Sigma in 2008. The main reason for choosing Lean Six Sigma was that the latter is a general, standard, well-documented improvement methodology, which is not dependent on any specific consultancy group to ensure successful and sustainable implementation. For sustainable Lean Six Sigma programme implementation, Sasol Mining has to ensure that human resources skills development and motivation enabling systems such as training and reward systems are in place. This research focuses on the assessment of the extent to which Operation Excellence employees perceive that there are benefits associated with their participation in the Lean Six Sigma programme during 2010 at Sasol Mining. In particular, how these perceptions could be effectively used by management as a basis for creating the environment where people are content and motivated to perform their best. The research investigates employee perceptions of various levels of Lean Six Sigma training within the context of categories of rewards most frequently associated with Lean Six Sigma; extrinsic, intrinsic, organisational and social rewards.

This study looks at designing strategy-supportive reward systems and the benefits that an organisation can obtain from such a system. Aligning the reward system to the company's strategy is one way that an organisation can gain a competitive advantage. In the literature review section of the study, the author looks at strategy formulation and its link to human resources activities. The implementation process of a selected strategy is crucial as it relies upon the human resources skills base. Therefore, employee retention and motivation is important in ensuring correct strategy implementation. Theories of motivation are highlighted s it is important to understand what motivates your workers and managers, and ensure that the reward system is congruent with the employees' motivational needs. Different performance management systems are highlighted to show how important it is to measure performance if you are to reward that performance. A case study of Chemplex Corporation shows that the company needs to improve on its communication of the chosen strategy through the hierarchy down to shop floor workers. Furthermore, Chemplex Corporation does not have a performance management system resulting in a reward system that is not aligned t the company's strategy. Recommendations are made using a model of strategy formulation and implementation that ensures participation at all levels of the organisation. The Balance Scorecard concept designed by Norton and Kaplan is recommended for performance management and ensuring that the reward system is in line with the company's strategy. Finally, guidelines on implementing a strategy-supportive reward system are given so that management knows what pitfalls to avoid. / Thesis (MBA)-University of Natal, 2003.

Thesis (M.P.A.)--Kutztown University. / Source: Masters Abstracts International, Volume: 45-06, page: 2957. Typescript. Includes bibliographical references (leaves 62-64).

M.B.A. / Many organisations have approached employee remuneration in new ways in recent years. Most of these new approaches are based on the principles of aligning a portion of individual or team remuneration to achievement against specific goals. Such systems are most commonly referred to as performance based remuneration systems. Alpha (Pty) Ltd has very recently introduced a performance based remuneration system aimed at individuals within the organisation. It is evident that there is no single system that can be applied across the infinite number of organisations globally, and that developing any ideal performance related system requires careful consideration of many variables. To develop and implement an effective system within any organisation, requires custom tailoring the system to best suit that organisation. This research paper aims to analyse what impact the introduction of an individual performance based remuneration system has had within the cement business unit of Alpha (Pty) Ltd, how the findings of the research compare to the theoretical reference on the subject, and whether there is room for improvement to the existing system.