In these years, more and more organizations adopt ¡§pay for performance programs¡¨ to encourage employees to increase their performance in order to survive from the intensively industrial competition. For the organizations which value the sales performance as nuclear operating target, pay for performance programs seem to work out fairly. However, organizations still need to figure out if the pecuniary compensation really relate to employees¡¦ performance and if the pecuniary compensation really encourage employees for better performance which are also the main discussions for this research. The characteristics of real estate industrial is that the realtors¡¦ performance directly relate to the continuity of the organization. Therefore, this research conducts realtors to discuss the connection between performance contingent compensation and sales personnel performance. This research also discusses if performance contingent compensation would indirectly affect sales personnel performance by working motivation. At the same time, it discuesses how the performance contingent compensation affects sales personnel performance accroding to the differentiation of their personal reward orientation and sales control system in the organizations. This research is conducted through opinion survey to realtors in Taipei, Taichung, and Kaohsiung City. Within the total number of 500 copies of questionnaires, 425 copies are retrieved, and 346 copies are valid. With statistics analysis, the findings of the research are summarized as follows: 1.Performance contingent compensation has positive impact on behavioral performance. 2.Performance contingent compensation has positive impact on outcome performance. 3.Performance contingent compensation has positive impact on task enjoyment and compensation seeking from the aspect of working motivation, but it has unapparent impact on challenge seeking and recognition seeking. 4.Behavioral performance has positive impact on challenge seeking, task enjoyment, and compensation seeking from the aspect of working motivation, but it has unapparent impact on recognition seeking. 5.Outcome performance has positive impact on challenge seeking, task enjoyment, compensation seeking, and recognition seeking from the aspect of working motivation. 6.Working motivation mediates the relationship between performance contingent compensation and sales personnel performance. a. Working motivation mediates the relationship between performance contingent compensation and sales personnel behavioral performance. b. Working motivation mediates the relationship between performance contingent compensation and sales personnel outcome performance. 7.Reward oriented has unapparent interference effect on performance contingent compensation and behavioral performance. a. Intrinsic reward oriented has unapparent interference effect on performance contingent and behavioral performance. b. Extrinsic reward oriented has unapparent interference effect on performance contingent and behavioral performance. 8.Reward oriented has unapparent interference effect on performance contingent compensation and outcome performance. a. Intrinsic reward oriented has unapparent interference effect on performance contingent and outcome performance. b. Extrinsic reward oriented has unapparent interference effect on performance contingent and outcome performance. 9.Sales control system has interference effect on performance contingent compensation and behavioral performance. a. Activity control has negative interference effect on performance contingent and behavioral performance. b. Capability control has negative interference effect on performance contingent and behavioral performance. 10.Sales control system has interference effect on performance contingent compensation and outcome performance. a. Activity control has unapparent interference effect on performance contingent and outcome performance. b. Capability control has negative interference effect on performance contingent and outcome performance.

In 1984, in the background that the level of salary in Taiwan was far lower than Europe and America, UMC was the first company setting up the employee bonus shares as well as the allotment of stock dividends in order to allure the domestic and overseas elites. Afterwards, this mechanism has become the characteristic of Taiwan¡¦s electronic industry to appeal the talents . By 2007, the issue of expenditure of employee bonus shares emerged. Undoubtedly, the high technology industry, in which the employees benefitted the most from the system of employee bonus shares and the allotment of stock dividends, was the one being impacted the most. Therefore, every company took various measures to avoid the employees¡¦ leaving and maintain the company competitive in response to this situation. The system of expenditure of employee bonus shares has been conducted for 2 years since 2008. So the impacts of this mechanism have been presented and the influences of those responsive measures should have been in effect. What was the impact from the system of expenditure of employee bonus shares to Taiwan¡¦s high-tech industries indeed? What was the measure dealing with the human resources that each company took to reply this situation? Thus, this study took some Taiwan public high-tech companies and consultant companies famous for its specialization in employee salary and bonus as our case studies. Through the collection of these case studies, we found some common measures between these companies. Besides, to increase the practical value of this study, we analyzed the measures, the background factors, and all the impacts in details and in depth. In sum, we hope we could offer the directional guidelines for the development of innovative employee incentives and provide some advices to those companies encountering the problems in designing the reward system. The findings were listed as below: 1. For the most companies, they did not take the timely measures in 2008. In the year of 2008, the global economic climate declined. Each company focused on the matters how to increase the sales and decrease the expenditures, so they viewed the leaving of employees as healthy and allowed. That was why they did not take timely measures for the system of expenditure of employee bonus shares. By 2010, due to the economic climate recovery, the sales of each company turned better and the companies started to plan the new reward mechanism to induce and keep those elites in house. 2. Those responsive measures only focused on the adjustment of the employee reward system, but other human resources practices did not change too much. Those respondents emphasized largely in the adjustment of the salary structure or other new design of the reward system; however, they did nothing to the side of the human resources. 3. The number of transfer is expected to increase largely in 2010. Because the economic climate and the income of each company are getting better, the respondents all anticipated they will be impacted by the increasing turnover rate of their employees. Similarly, recruiting talents from other corporations would get intense and the employees would start to search the opportunity to serve in other company. In addition, the human resources would leap over from one industry to another, because the incentive of the employee bonus shares in high-tech industry disappeared. As result, the high-tech industry may not be the first priority for a job. The brand power of the company, the operating status, the vision of the future, and even the individual growth for the employees could be the major indicators for a job. To sum up, from the case studies in regard to the human resources practices in Taiwan¡¦s high-tech industry, we could find the system of expenditure of employee bonus shares did not bring the severe change to the human resources in Taiwan¡¦s high-tech industry. In fact, the hugest influence is that the high-tech industry is not so attractive as before anymore. In the future, competing for the human resources would not only limit to the high-tech industry, because other outstanding corporations from various industries and the foreign companies may lead to the flow of those elites moving between industries.

<p>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.</p> / <p>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.</p>

<p>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. </p><p>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. </p><p>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.</p>

<p>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. </p><p>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. </p><p>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. </p><p>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.</p>

<p>Introduction: Companies today are forced to function in a world full of change and complexity, and it is more important than ever to have the right employees in order to survive the surrounding competition. It is a fact that a too high turnover rate affects companies in a negative way and retention strategies should therefore be high on the agenda. When looking at this problem area we found that there may be actions and tools that companies could use to come to terms with this problem. Research told us that leadership, remuneration and elements like participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere is important for job satisfaction and retention.</p><p>Object: The main objective is to increase the understanding regarding employee’s retention in relation to leadership style, remuneration and elements such as participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere in the Swedish financial sector.</p><p>Method: We wanted to investigate how employee of the Swedish financial sector prefers to be retained, and how they consider and react to the chosen areas. The survey has a quantitative approach with a web based questionnaire and includes 129 respondents from banks, insurance and finance companies. The theoretical framework includes leadership and leadership style, financial as well as non-financial remuneration and research done in later years regarding participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere connected to retention.</p><p>Conclusion: The result shows that regarding leadership the respondents prefer leadership based on relations were they feel appreciation. Both appreciations from the closest manager as well as the company management influences employee job satisfaction in a positive way. More money was the most common reason for wanting to change jobs, and when asking how the remuneration system should be designed, base pay with additional bonus and benefits were preferred. But also non financial factors such as participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere must be taken in consideration to satisfy since they seem to increase employees’ willingness to stay in the company.</p>

<p>HRM is an important issue whether companies are successful or not in the global market. Many authors have different views on how important culture and local factors are and to what extent it should be taken into consideration when managing units. Taylor et al (1996) state that companies can use three different approaches of HRM: adaptive, integrative or exportive. Considering whether or not culture is a factor taken into consideration when shaping HRM in two different affiliates, three hypotheses were formulated:</p><p>Hypothesis 1: Culture and local aspects are to a large extent taken into consideration when shaping Human Resource Management.</p><p>Hypothesis 2: Culture and local aspects are to some extent taken into consideration when shaping Human Resource Management.</p><p>Hypothesis 3: Culture and local aspects are not taken into consideration when shaping Human Resource Management.</p><p>Our purpose is to confirm or reject the formulated hypotheses by identifying, analyzing and comparing the shaping of HRM in Carrier Refrigeration in Ingelstad (Sweden) and in Jászárokszállás (Hungary) regarding:</p><p>• how different types of responsibility are decentralized</p><p>• how employees communicate</p><p>• how employees are motivated & rewarded</p><p>In the aspects of responsibility, communication and motivation & reward the three different approaches are seen. When each aspect is summarized the different approaches are seen as follows; responsibility shows overall an exportive approach, communication shows overall an integrative approach and motivation & reward shows overall an integrative approach.</p><p>Since two of the three aspects show an integrative approach the second hypothesis (H2) is confirmed which means that the first (H1) and the third (H3) hypotheses are rejected. The hypothesis that is valid is formulated as follows:</p><p>Culture and local aspects are to some extent taken into consideration when shaping Human Resource Management.</p>

The pleasurable and euphoric effects of drugs play an important role in drug abuse; however, there are no established preclinical models for directly assessing the hedonic effects of drugs in rodents. The purpose of this dissertation was to investigate rat ultrasonic vocalizations (USVs) as a potential method for measuring positive affective states associated with amphetamine reinforcement. USVs are high-frequency social signals that rats use to communicate with one another. Calls in the 50-kHz range are thought to be a sign of positive affect, since they are elicited by naturally rewarding stimuli, and are modulated by mesolimbic dopamine activity. At the time this dissertation was begun, the majority of USV research focused on natural rewards, such as sex and social interactions, and the USVs associated with repeated exposure to a drug or appetitive desire for a drug had not been studied. Therefore, the objective of this dissertation was to characterize the production of 50-kHz USVs during repeated administration of amphetamine within different paradigms commonly used to study the behavioral and motivational effects of stimulants in rats. First, I found that the 50-kHz USVs elicited by amphetamine were sensitized by repeated exposure, showing that USV expression parallels the sensitization of mesolimbic circuitry that is involved in the development of addiction. Second, I found that rats produce conditioned anticipatory 50-kHz USVs during exposure to cues that predicted amphetamine, with the magnitude of anticipatory calling increasing as drug-cue associations were learned and strengthened. Third, I found that the number of unconditioned 50-kHz USVs produced during the initial amphetamine exposure predicted the subsequent expression of anticipatory 50-kHz USVs, the development of conditioned place preference for an amphetamine-paired environment, and corticosterone responses to the drug. Overall, these findings suggest that 50-kHz USVs are an expression of behavioral arousal associated with both the positive effects of amphetamine itself, and the incentive-motivational states elicited by drug-paired cues. In addition, they show that the intensity of the initial 50-kHz USV response to amphetamine reflects individual differences in sensitivity to drug reinforcement. / text

The development and persistence of cocaine dependence are greatly influenced by emotional affect and cocaine associative learning. Cocaine is known to enhance nucleus accumbens (NAcc) dopamine, serve as a positive reinforcer and produce negative effects, such as anxiety that may influence cocaine intake behavior. In the first study, I investigated the effects of the anxiolytic, diazepam on NAcc dopamine levels and cocaine self-administration behavior. These are two factors associated with cocaine rewarding effects. Diazepam has no effect on NAcc dopamine, but affects cocaine self-administration. This supports the notion that decreasing the anxiogenic effects of cocaine increases the rewarding value in a dopamine independent manner. Therefore, increasing the aversive effects of cocaine might be a novel approach to fight cocaine dependence. In the second study, I studied cocaine-induced associative learning and changes in affect during cocaine conditioning and extinction. 50-kHz ultrasonic vocalizations (USVs) in rats are thought to reflect positive affect and occur upon appetitive stimuli and with cocaine delivery. First, I explored whether USVs might be elicited in anticipation of impending drug delivery. Shortly into conditioning, rats elicited USVs when placed in the cocaine-associated environment. USVs progressively increased, indicating a growing learned association between cocaine intake and cocaine-associated cues. This suggests that USVs may be a useful model for investigating cocaine craving and serve as a pharmacological target for interventions aimed to reduce cocaine craving and relapse. I then examined the effects of short-term deprivation of cocaine and cocaine cues on cocaine-conditioned USVs, which were both exaggerated after abstinence. The results may have clinical implications, in that intermittently avoiding cues or context may enhance drug cue salience and increase the probability of relapse. Motivational aspects of cocaine were assessed comparing commonly measured lever response rate and locomotion with cocaine-induced USVs during cocaine administration and extinction. In agreement with prevailing findings, lever responding for cocaine and cocaine-induced locomotor activity increased across conditioning sessions. However, the number of USVs evoked in response to cocaine infusion decreased with cocaine experience. These findings suggest growing tolerance to the rewarding properties of cocaine. These studies underscore the value of USV assessment during drug dependence studies. / text

The purpose of this study was to examine how the racial composition of a mentoring relationship influences three types of judgments made by individuals external to the relationship: (1) causal attributions formed to explain successful protégé performance; (2) evaluations of protégé career advancement potential; and (3) reward recommendations for the mentor and protégé. Additionally, the associations among causal attributions, evaluations of potential, and reward recommendations were investigated. A 2 (protégé race: white vs. black) x 2 (mentor race: white vs. black) factorial between-subjects design was used. Mentor and protégé races were manipulated within a written vignette. After reading the vignette, participants responded to items measuring their judgments about the mentor and protégé depicted in the vignette. The final sample consisted of 194 white, employed individuals. Overall, results did not support the hypothesized racial effects on the three types of judgments. However, support was found for the predicted associations among the different judgment types. Implications of these findings, as well as directions for future research, are discussed.