Thesis (Ph. D.)--Illinois State University, 2005. / Title from title page screen, viewed on April 13, 2007. Dissertation Committee: Steven Landau (chair), Thomas Critchfield, Corinne Zimmerman, Mark Swerdlik, Robert Lusk. Includes bibliographical references (leaves 109-123) and abstract. Also available in print.

Normal aging is associated with a decline in different cognitive domains and local structural atrophy as well as decreases in dopamine concentration and receptor density. To date, it is largely unknown how these reductions in dopaminergic neurotransmission affect human brain regions responsible for reward-based decision making in older adults. Using a learning criterion in a probabilistic object reversal task, we found a learning stage by age interaction in the dorsolateral prefrontal cortex (dIPFC) during decision making. While young adults recruited the dlPFC in an early stage of learning reward associations, older adults recruited the dlPFC when reward associations had already been learned. Furthermore, we found a reduced change in ventral striatal BOLD signal in older as compared to younger adults in response to high probability rewards. Our data are in line with behavioral evidence that older adults show altered stimulus-reward learning and support the view of an altered fronto-striatal interaction during reward-based decision making in old age, which contributes to prolonged learning of reward associations.

Background: Diversified companies, for example audit firms, sometimes offer different kinds of products and services. Different key success factors can in the same company thereby evolve. Goal congruence has to be achieved in the business divisions as well as in the company as a whole even though each business segment might have to focus on different factors. Purpose: The purpose is to analyze if differences in technology and culture between the business divisions in diversified companies motivate a differentiated reward system. Method: The study has a case study approach. The data has been collected through 18 interviews carried out at one of "the big four" audit firms with personnel holding different positions in terms of experience and management levels. The reason for choosing an audit firm is based on the fact that it is a distinct diversified company which utilizes reward systems. Result: If differences in culture and technology within a firm are considerable the company tend to exhibit heterogeneous key success factors which implies that different kinds of achievements needs to be rewarded in order to create an effective control system. The study shows that a differentiated reward system is preferable if this is the case.

Background: Reward systems may be used in order to encourage different behaviors and to motivate employees in accordance with a company’s intended goals and results. To be able to design a reward system that leads to desirable performances, it is of great importance to be aware of the reactions that a reward system can emanate among employees. Purpose Statement: The purpose is to analyze and explain the reactions of employees due to a reward system that has been designed and implemented by the management. Research Method: We have carried out interviews with 2 middle-managers, 7 employees as well as the responsible of the reward system at Telia Kundtjänst AB in Norrköping. Result: According to our study, reactions emanating from the implementation of a reward system appear as improvements as well as deterioration of performance. Further, our study indicates that the reactions can be explained by the injustice experienced among the employees, unclear goals and a deficient communication.

Background: Different forms of reward systems have been more common in Sweden and are used in purpose to motivate employees to work in accordance with a company’s goals. By creating work motivation among the employees, a more congruent situation can appear between them and the managers, and the company can perform better results. Purpose: The purpose with this thesis is to study and analyse a reward system from the employees perspective, regarding it’s affect on work motivation. Demarcation: Salary and reward are two different kinds of incitement and we will only focus on rewards that are received beyond the ordinary salary. We will also demarcate the thesis to focus on bonussystem as a form of reward system. Research method: We have carried out interviews with a person who represent the trade union and with three employees who represent the three different departments at the company. Interviews have also been made with the person who is responsible for the company’s reward system at Östgöta Brandstodsbolag. Result: The study shows that a reward system founds to be very positive among employees, due to that it is an extra compensation that can be received beyond the salary. A reward system is motivating when the employee gives the opportunity to influence the goals and measures. Communication is also of great importance to cause work motivation among employees.

Background and purpose: Aspects such as the character of the organization and the composition of the work force have an impact on the company’s choice of how to reward and evaluate the employee. In large companies with employees from different professions and at different levels problems connected with the evaluation and the compensation of the employee may arise. The purpose of this thesis is to examine how this type of companies evaluate and reward the employees. Further we will look into the problems that may arise connected to the evaluation and the compensation of the employee. Results: In the process of evaluation the greatest difference between the employees from different professions and operations can be found in the goals that are set and the measures that measure the fulfilment of the goals. In regard to the evaluation of employees at different levels the greatest differencecan be found in the character of the measures. When rewarding employees companies tend to have a homogeneous policy for employees from all operations and professions. The difference is greater between employees at different levels. As the number of operations and levels of the company increases it gets harder to set goals that are relevant to each operation and individual as an increasing number of aspects related to these operations must be considered. In addition it is difficult to design rewards which are cost efficient and valued by all employees. These difficulties arise as individuals’ preferences are affected by their working environment and as different preferences are created in different operations and at different levels.

Background: All companies and organizations use some kind of management control. A reward system is an example of a management control system, which is used to accomplish congruence between the goals of the employees and the goals of the organization. It is also used in order to motivate the employees and to encourage them to stay within the organization. Today it is difficult for companies and organizations to create and maintain well-functioning reward systems. At many universities individual pay is used as a means of a control system in order to motivate the employees. The public sector has specific characteristics that complicate its pay systems. This affects universities since they are a part of the public sector. Purpose: The purpose is to investigate if the individual pay used at universities results in expected effects, that is, if it motivates professors in their work. The purpose is also to explain why professors are motivated/not motivated by individual pay. Research method: The material has been gathered by interviews with eight professors at the University of Linköping. Conclusion: It is difficult to use individual pay in order to motivate university professors in their work. Professors rather seem to be motivated by non-material rewards than by material such. In addition, individual pay systems can have defects that lessen the possibility of motivating professors. However, if professors have the tendency to be motivated

Belöningar till ledningen är det som ofta debatteras i media, samtidigt anses personalen vara företagets viktigaste resurs. Detta examensarbete avser att undersöka vilka belöningar ”vanliga” anställda får ta del av. En fallstudie på OKQ8 har genomförts för att åskådliggöra avsikterna, uppbyggnaden, förhoppningarna, resultatet och framtiden för ett antal belöningssystem som tillämpas i praktiken. Datainsamling har skett genom personliga intervjuer samt observationer. Författarens viktigaste slutsatser är att rättviseaspekten har stor betydelse samtidigt som det är av yttersta vikt att ett belöningssystem kommuniceras, framförallt vid implementeringen. Det är betydelsefullt att belysa dessa faktorer och inför framtiden ta hänsyn till dem för att på så vis kunna utforma bättre belöningssystem. / Rewards to the people in the management are often debated in media, at the same time the personnel is considered to be the company’s most important asset. This paper intends to examine which rewards “ordinary” staff members have a share in. A case study at the company OKQ8 has been undertaken to illustrate the intentions, design, expectations, results and the future for a number of incentive systems applied practically. Data have been collected through personal interviews and observations. The author’s most important conclusions are that communication and justice play a crucial role when an incentive system is implemented. It is crucial to illuminate these factors and take it into consideration for better designed incentive systems in the future.

No description available.

Sammanfattning Datum:                               2010-08-30 Kurs:                           Kandidatuppsats i företagsekonomi, FÖA300, 15 hp Handledare:                 Carl G. Thunman Författare:                  Feven Gebretsadkan och Mahabad Minozada Titel:                                   Belöningssystem – ett incitament verktyg för att skapa      motivation. En fallstudie av Sparbanken Rekarne Syfte:                                  Syftet med denna uppsats är att beskriva vad belöningssystem innebär och anställdas uppfattning av belöningssystemet och dess inverkan på motivation i Sparbanken Rekarne. För att sedan ge rekommendationer till förbättringar för hur Sparbanken Rekarnes belöningssystem kan ge mer motivation till de anställda. Metod:                               För att uppnå syftet samlades vetenskaplig information in från litteratur, vetenskapliga artiklar, tidigare uppsatser och övrig information från internet hemsidor. Undersökningen bestod av intervjuer med chefer och anställda på Sparbanken Rekarne. Intervjuerna bestod av personlig kontakt och individuellt med varje respondent. Två intervjuguider användes, varav en användes till ledningen och den andra till de anställda. Analys:                               I analysen har den teoretiska referensramen och den empiriska undersökningen sammankopplats. Slutsats:                             Rekommendationer till förbättringar för hur Sparbanken Rekarnes belöningssystem kan ge mer motivation till de anställda har tagits fram. Då det ska förbättra bankens framtida arbete med belöningar för att skapa mer motivation. Detta vidare genom att engagera de anställda mer i belöningarnas utformning.  Nyckelord:                         Belöningssystem, motivation, human resource    management, incitement, bank  / Abstract  Date:                                  2010-08-30 Course:                              Bachelor thesis in Business Administration, FÖA300, 15 credits Tutor:                                Carl G. Thunman Authors:                             Feven Gebretsadkan och Mahabad Minozada Title:                                   Reward systems - an incentive tool to create motivation. A case study of the Sparbank Rekarne         Purpose:                            The purpose of this thesis is to describe what a rewarding system means and the understanding of the employee to the rewarding system which gives effect to motivation in the Sparbank Rekarne. Recommendations to improve the rewarding system in the Sparbank Rekarne by which the employee will be more motivated is indicated the purpose. Method:                             In order to reach the purpose scientific information was gathered from literature, scientific articles, previous thesis and additional information from internet. The inquiry was done by interviewing the managers and the employee of Sparbank Rekarne. The interview was held personally and individually with every respondent. Two interview guides were used, one to the leaders and the other one to the employee.       Analysis:                           In the analysis the theoretical frame of reference and the empirical enquiry are combined. Conclusion:                      The recommendations to improve how the Sparbank Rekarne rewarding system can give more motivation to the employee have taken out. This can improve the future of the bank with rewarding in order to get motivation by involving the employee in working out the rewarding system. Keywords:                        Reward system, motivation, human resource management,    incentive, bank