"Hur arbetar organisationers ledning med att behålla sina medarbetare? -Vad har motivationsfaktorer för betydelse?" Idag har många organisationer hög personalomsättning vilket oftast ses som ett problem. När en organisation har lagt ner tid och resurser på rekrytering så krävs det fortfarande arbete kring personalfrågor. För att behålla medarbetare inom organisationer, för att inte bli av med dem, så krävs ytterligare arbete vilket organisationer bör vara medvetna om. Syftet med den här studien är att ta reda på ledningens arbete kring motivation för att behålla befintliga medarbetare. Studien ämnar till att ta reda på hur de motiverar medarbetare för att ge en ökad arbetstillfredsställelse och därmed få medarbetare att inte vilja lämna organisationen. För att kunna uppnå syftet med studien har vi med en kvalitativ metod genomfört fem djupgående intervjuer. Dessa intervjuer har gjorts på personer med en ledningsposition inom finans och försäkringsbranschen. Empirin visar de olika ledarnas arbetssätt gällande rekrytering och hur de själva motivera individer. Alla respondenter har fått möjligheten att med egna ord själva berätta vad som är motivation för dom. Empirin visar även vilka belöningssystem dessa organisationer har och vad ledningen anser dessa har för effekt. Bland annat resonerar tidigare forskning kring personalomsättningskostnader samt vad som krävs för att behålla befintliga medarbetare inom organisationen. Tidigare forskning visar även att det råder delade meningar om vad motivation är, hur det uppfylls och vem som bär ansvaret för att upprätthålla motivation. Resultatet visar att det finns specifika motivationsfaktorer som kan vara avgörande för om medarbetare stannar eller väljer att avsluta sin tjänst. Rekrytering visar sig också spela roll vid arbetet kring att behålla medarbetare. / "How does organizational management keep their employees?" -Of what significance are motivational factors? Today, many organizations have high employee turnover which is often seen as a problem. When an organization has invested time and resources in recruitment, it still requires work on personnel matters. In order to retain employees within organizations further work is needed which organizations should be aware of. The purpose of this study is to find out how the management work with motivation as a factor to keep existing employees. The study aims to find out how they motivate employees to give greater job satisfaction and thus get people not wanting to leave the organization. In order to achieve the purpose of the study, we have with a qualitative approach conducted five in-depth interviews. The respondents of these interviews did all have a leadership position in the financial or insurance business. The empirical data shows how the various leaders complete their recruitments and how they motivate individuals. All respondents got the opportunity to, with their own words, describe what motivation is for them. The empirical data also shows which reward systems these organizations use and what kind of effect it has. Earlier research shows what kind of employee costs there are and what it takes to retain existing employees within the organization. Previous research also shows that there is a disagreement between authors about what motivation is, how it is fulfilled and whom that is responsible for maintaining motivation. The result shows that there are specific motivational factors that can determine whether employees stay or choose to give their notice. Recruitment is also shown to be significant in the work on retaining employees.

Background & problem: Modern day companies face increasingly harsh economic conditions,which in turn increases the pressure to meet markets requirements. When more stringentdemands are made on corporate finances, it is necessary to have sufficient knowledge aboutthe management of limited resources. Companies justify their existence by striving to achievetheir goals, financial as well as non-financial. Therefore, it is important to be aware that thereare a number of different goals at different levels of a company. One way of influencing theemployee’s personal goals and to create performance that is in favor of the organization’soverall goals is by using reward systems. The balance between rewarding employees to achievethe goals of an organization whilst consuming a limited amount of resources available for thispurpose is a challenge for all managers.Purpose: The purpose of this thesis is to describe and analyse how a reward system is designedin accordance with company goals.Method: The thesis is based on a case study with a qualitative research strategy. The study isbased on previous research on reward systems and goal congruence. The conducted surveyconsisted of interviews with people who have a good understanding of reward systems.Result and conclusions: For the sales force, it is common to base the financial part of a rewardsystem on commission, a performance-based system. The results strongly suggest that financialrewards should be combined with non-financial rewards to increase the total benefit of theoverall reward system. Among these, personal responsibility, free working hours and praise, orpositive feedback should be emphasized. The conclusions of the study show that through theuse of a well-designed reward system, companies can create goal congruence despite a lack ofclear goals and in some cases even when these goals have not reached the employees. / Bakgrund & problemdiskussion: Dagens företag möter allt hårdare ekonomiska villkor som isin tur leder till att det ställs högre krav för att överleva. När det ställs högre krav på företagensekonomi krävs det en god lära om hushållning med begränsade resurser. Företag skapar sittexistensberättigande genom att sträva efter att uppnå sina mål, finansiella som icke-finansiella.Därför är det viktigt att vara medveten om att det finns en rad olika målbilder inom olika nivåeri ett företag. Ett sätt att påverka de anställdas personliga målbilder och få dem att prestera ilinje med organisationens övergripande mål är att nyttja belöningssystem som styrmedel.Balansgången mellan att genom belöning styra sina anställda mot att uppnå organisationensmål och samtidigt förbruka en begränsad mängd resurser, som är tillgängliga för detta ändamål,är en utmaning för alla företagsledare.Syfte: Syftet med denna studie är att beskriva och analysera hur ett belöningssystem designas iriktning med företags mål.Metod: Uppsatsen bygger på en fallstudie med kvalitativ forskningsstrategi. Studien bygger påtidigare forskning om belöningssystem och målkongruens. Undersökningen utgjordes avintervjuer med personer som har god kännedom om belöningssystem.Resultat och slutsatser: För säljkåren är det vanligt förekommande att basera den finansielladelen av ett belöningssystem kring provision, ett prestationsbaserat system. Resultaten talarstarkt för att finansiella belöningar bör kombineras med icke-finansiella belöningar för att ökaden totala nyttan av det sammantagna belöningssystemet. Bland dessa läggs störst vikt främstvid eget ansvar, fria arbetstider och beröm, eller positiv feedback. Slutsatsen visar att företaggenom nyttjandet av ett väl designat belöningssystem kan skapa målkongruens trots enavsaknad av tydliga mål och i vissa fall även då dessa mål inte nått ut till de anställda.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2015-06-22T13:23:12Z No. of bitstreams: 1 LuizHenriqueFigueiraMarquezan.pdf: 938223 bytes, checksum: a0f654a722bdbab2d35f3dd82200a349 (MD5) / Made available in DSpace on 2015-06-22T13:23:12Z (GMT). No. of bitstreams: 1 LuizHenriqueFigueiraMarquezan.pdf: 938223 bytes, checksum: a0f654a722bdbab2d35f3dd82200a349 (MD5) Previous issue date: 2012 / Nenhuma / A separação entre propriedade e controle nas empresas origina a chamada relação de agenciamento, na qual os sócios (principal) delegam a autonomia das decisões a executivos contratados (agente). A Teoria de Agência, que estuda este fenômeno, tem como um de seus pressupostos o autointeresse das pessoas. Diante disso, um dos objetivos do controle de gestão é assegurar ou diminuir as eventuais divergências entre os interesses dos proprietários e dos executivos. Essa Teoria indica a concessão de incentivos, como a remuneração variável, com essa finalidade. Nesse contexto, este estudo propôs-se a estudar este fenômeno, sobre como funciona um sistema de remuneração variável para executivos utilizado como forma de controle de gestão. Para isso realizou-se uma pesquisa aplicada sobre a realidade de uma empresa, que atua no ramo de bebidas, e possui planos de remuneração variável por desempenho. Os procedimentos de coleta das evidências foram: observação direta; análise documental; e entrevistas semiestruturadas com dez executivos contemplados nestes planos. O tratamento dessas ocorreu por meio da combinação entre as técnicas de análise de conteúdo e de discurso. Dentre outros resultados, as evidências indicam que a empresa premia o desempenho com remuneração variável, por participações nos lucros e gratificações em dinheiro. Essas formas de recompensa, os momentos de pagamento ao final de cada ano, o uso de indicadores de desempenho financeiros, e o padrão de desempenho anual, combinados, podem gerar um problema de agência por direcionar o foco dos executivos ao curto prazo. Compensando isso, verificou-se o uso de uma forma de avaliar o processo do desenvolvimento profissional do executivo de forma qualitativa, com efeitos de curto e longo prazos. A composição de três planos de remuneração por desempenho propicia alinhamento de interesses: (a) entre executivos e os demais funcionários; (b) entre os executivos, por serem remunerados por metas que não apresentem divergências matemáticas e pelo uso de metas coletivas e organizacionais; (c) entre sócios e executivos tendo esses a maior possibilidade de remuneração variável vinculada ao alcance da meta principal para empresa, o indicador EBITDA. Quanto aos interesses, os executivos que são sócios demonstram tranquilidade quanto ao risco deste tipo de remuneração, apresentando preocupação maior com a continuidade da empresa a longo prazo. Constatou-se também que o desejo de possuir metas como desafios e o desenvolvimento profissional foram apontados como motivos dos executivos preferirem a remuneração variável. Além dos planos de remuneração, a presença de dois sócios entre os executivos indica redução da assimetria informacional e maior facilidade no processo de alinhamento dos interesses de ambos. / The separation of ownership and control in companies originating the call agency relationship, in which shareholders (principal) delegate decisions to empower executives hired (agent). The Agency Theory, which studies this phenomenon has as one of their self-interest of those assumptions. Thus, one of the goals of management control is to ensure or reduce any differences between the interests of owners and executives. Theory indicates that the granting of incentives such as variable pay, for this purpose. In this context, this study aimed to study this phenomenon, about how a variable compensation system for executives used as a form of management control. To this end we carried out a survey applied to the reality of a company, which operates in the beverage industry, and has variable remuneration plans for performance. The procedures for collection of evidence were: direct observation, document analysis and semistructured interviews with ten executives included in these plans. The treatment of these occurred through the combination of the techniques of content analysis and discourse. Among other results, the evidence indicates that the company rewards performance with variable pay for bonuses and cash bonuses. These forms of reward, the times of payment at the end of each year, the use of financial performance indicators, and the pattern of annual performance, combined, can create an agency problem by directing the focus of executives to the short term. Offsetting this, there was the use of a way to evaluate the process of professional development executive in a qualitative manner, with effects of short and long term. The composition of three plans pay for performance provides alignment of interests: (a) between executives and other employees, (b) between the executive, to be paid by targets that do not show differences by using mathematical and collective goals and organizational; (c) between these members and executives with the greatest possibility of variable compensation tied to the achievement of the ultimate goal for the company, the EBITDA. As for interests, executives who are members demonstrate tranquility about the risk of this type of compensation, showing more concern about the continuity of the company's long-term. It was also the desire to own goals and challenges and professional development were identified as reasons for preferring executive incentive compensation. In addition to the compensation plans, the presence of two members among executives indicates a reduction of information asymmetry and greater ease in aligning the interests of both.

The thesis describes and analyses a long-term transformative change program conducted at ICI (Australia) Botany Site between the years 1987 - 1997. The change program is unusual in that, after a massive and destructive confrontation between management and the unions, a new collaborative approach to change was developed which led to significant organisational renewal. Change interventions developed in the program have diffused through Australian industry over the decade. The program is analysed within the framework of a theoretical model which describes a path taken towards achieving a capable organisation which can sustain productive performance. The thesis uses evidence from the case to investigate issues of management style, governance, flexibility, 'bundled interventions', productivity, work organisation, downsizing, reward systems, skills acquisition and self-managed teams. A theoretical model of organisational change is developed which suggests how the treatment of these contingencies can lead to organisational capability.

獎勵系統是使用獎勵去激勵顧客購買或忠誠度行為的一種手法。隨著電子平台服務的演進，具動態與成本效益的電子獎勵機制已發展成增加重複拜訪率以及留住顧客的工具策略，例如:Facebook發行虛擬貨幣去提高使用者的平台參與度; Dropbox使用免費的儲存空間去吸引和保留新舊顧客; Myspace使用虛擬勳章去鼓勵使用者達成平台設定的參與目標等等。並且電子平台上的獎勵的形式可從實體的現金獎品到虛擬的勳章以滿足個人勝任感，有別於傳統獎勵方式，然而在電子平台不斷的創新下，目前仍少有研究針對電子獎勵進行探討。本研究提出電子獎勵分類法，並透過獎勵的動機形式與獎勵的互動程度為分析準則，針對1000網站排名進行內容分析，進而劃分出四種類型的電子獎勵機制: 物質、名聲、個人滿足和社交類型，後續並針對每一種類型的電子獎勵提出平台管理上的洞見。本研究期望能夠提供給後續研究電子獎勵者研究者的參考基礎和平台經營者實作電子獎勵的建議。 / A reward system is a diverse and popular program implemented by many firms in various circumstances to motivate customers’ behavior for frequent and loyal patronage. With the evolving diversity of electronic platforms (e-platforms), more dynamic, cost-effective, and interactive electronic rewards (e-rewards) have been developed as a tool or strategy to retain customers and encourage frequent visits to the platform. For instance, Facebook uses virtual currency to gain user participation. Dropbox uses bonus storage to increase membership and prolong service usage. Myspace uses virtual badges to encourage achievement of specific goals in order to encourage frequent visits. The rewards on e-platforms can range from real items such as cash and discounts, to virtual recognition that enhances self-esteem. These strategies differ from those used by enterprises dealing with face-to-face customers. As variant services on e-platforms have emerged, little research has been done to understand the novel concept and effects of reward systems on e-platforms. Therefore, we propose a taxonomy of e-rewards based on forms of motivation and degree of interactivity. Using content analysis, we examined the world’s 1,000 most accessed Web sites, then, we conducted expert interviews to classifying the 228 e-rewards approaches, discovered from content reviews, into four types of e-rewards: material, prestige, gratification, and affinity. Finally, we propose practical recommendations with insights on the implementation of each type of e-reward systems on e-platform services. We hope that the findings will provide a basis for further study on various impacts of reward systems, and provide a guide for managers in designing and implementing more effective reward systems on e-platforms.

Titel: Inre och yttre motivation – En studie om vilka faktorer som motiverar unga medarbetare mest i fyra detaljhandelsföretag Nivå: C- uppsats i ämnet företagsekonomi Författare: Joel Lawrence Tribble & Abdi Fatah Jimaale Handledare: Lars Ekstrand Datum: 2013 – Juni Syfte: Syftet med undersökningen är att, med hänsyn till incitamenten som tillämpas i detaljhandelsföretag, studera huruvida det är inre eller yttre motivationsfaktorer som har störst positiv påverkan på unga medarbetares motivation. Våra forskningsfrågor är: Är det inre eller yttre motivationsfaktorer som har störst positiv påverkan på unga medarbetares motivation? Vilka incitament tillämpar företag för att motivera sina medarbetare att utföra önskade prestationer? Metod: Vi har gjort fallstudier på fyra branschledande detaljhandelsföretag, där vi utförde fyra kvalitativa intervjuer med företagens respektive chefer. Vi delade även ut 60 enkäter till de valda företagens respondenter där vi riktade oss till unga medarbetare i åldrarna 15-30 år. Även sekundärdata som litteratur inom området och tidigare forskning har studerats. Informationen som genererats behandlades och analyserades vilket sedan ledde till vår slutsats. Resultat & Slutsats: Vi har kommit fram till att arbetstrygghet och goda arbetskamrater är de två mest motiverande faktorerna bland studiens unga medarbetare, och dessa är inre motivationsfaktorer. Förslag till fortsatt forskning: Vilka skillnader av motivationspreferenser finns det mellan olika generationsgrupper? Vilket styrsystem motiverar medarbetare mest? Utformar företag sina incitamentsystem på ett effektivt sätt?                      Uppsatsens bidrag: Det bidrag som uppsatsen gett är en ökad förståelse om vad som motiverar unga medarbetare mer och mindre inom detaljhandeln, och vilka incitament de valda företagen använder för att motivera sina medarbetare att utföra önskade prestationer. / Title: Intrinsic and extrinsic motivation - a study of what motivates young employees the most within four retail businesses. Level: Final assignment for Bachelor Degree in Business Administration Authors: Joel Lawrence Tribble & Abdi Fatah Jimaale Supervisor: Lars Ekstrand Date: 2013 - June Aim: The purpose of the study is that, given the incentives applied in the retail businesses, consider whether it is intrinsic or extrinsic motivators that have the greatest positive impact on young employees' motivation. Our research questions are:                      Is it intrinsic or extrinsic motivators that have the greatest positive impact on young employees' motivation?     What incentives do companies apply to motivate their employees to perform the desired performance?             Method: We have done case studies on four industry-leading retail companies, where we conducted four interviews with their respective managers. We also distributed 60 surveys to the selected companies employees where we aimed ourselves to young employees aged 15-30 years. Secondary data in forms of literature and prior research have been studied. The information generated were then processed and analyzed, which then led to our conclusion. Result & Conclusions: We have found that job security and good coworkers are the two most motivating factors among the study's young employees, and these are intrinsic motivators. Suggestions for future research:           What are the differences of motivation preferences between different generational groups? Which control system motivates employees the most? Do companies design their incentive systems in an efficient way? Contribution of the thesis: The contribution that the thesis has given is an increased understanding of what motivates young employees more and less within the detail industry, and what incentives the studied companies use to motivate their employees to perform the desired performance.

Motivating employees is one of the management top priorities nowadays. Motivated employees are less likely to leave the company, which leads to lower turnover rate which in turn can lead to lower costs for the company. The purpose of this study is to illustrate how organizations can increase employees’ motivation and lower employee turnover by using reward packages.

The diploma thesis „Human Resources Activities in Company“ focuses on specification of personnel work in the Jiří Bláha company. Specifies individual human resources activities from a theoretical knowledge and compare it with reality, obtained in the analysis and questionnaire survey. It contains suggestion of trainings and changes that should help to increase the satisfaction of workers and improve the human resources activities.

Bakgrund: Denna uppsats har studerat belöningssystem som används inom organisationer med olika syften där bland annat att motivera medarbetare genom både finansiella och icke-finansiella belöningar hör till. Bakgrunden till studien grundar sig på att företag genom att använda belöningssystem kan öka motivationen och arbetsprestationen hos medarbetarna. Eftersom medarbetare motiveras av olika aspekter när det kommer till motivation och arbetsprestation är det viktigt att ta hänsyn till deras egna upplevelser av belöningar. För att få en bredare förståelse är det även viktigt att ta hänsyn till chefernas perspektiv på belöningars påverkan på motivation och arbetsprestation hos medarbetare. Syfte: Syftet med denna studie är att undersöka hur belöningssystem upplevs gällande motivation och arbetsprestation för medarbetare som arbetar med försäljning. Studien vill utveckla förståelsen kring detta ämne genom att ta hänsyn till både medarbetar- samt chefsperspektiv samt undersöka likheter och skillnader mellan dessa perspektiv. Metod: För att uppnå studiens syfte samt besvara frågeställningarna, har uppsatsen antagit en kvalitativ metod med abduktiv ansats. Den data som samlats in till studien har samlats in genom semistrukturerade intervjuer med tre olika företag, två medarbetare samt en chef från respektive företag. Teori: Den teoretiska referensramen bygger på tidigare forskning om belöningssystems påverkan på motivation och arbetsprestation samt medarbetar- och chefsperspektiv. Vidare förklaras även vad belöningssystem är och de finansiella och icke-finansiella belöningarna följt av yttre och inre motivationsfaktorer, Herzbergs tvåfaktorteori och Maslows Behovstrappa. Slutsats: Studiens slutsats påvisar att samtliga medarbetare, förutom en, upplever belöningarna som något positivt och bidragande till motivationen och arbetsprestationen. Samtliga chefer upplever också att belöningarna bidrar till ökad motivation och arbetsprestation hos medarbetarna. Det råder olika upplevelser om vilka belöningar som är mest bidragande till ökad motivation och arbetsprestation från medarbetarperspektivet och chefsperspektivet. Vissa medarbetare påverkas mest av finansiella belöningar, medan andra påverkas mest av icke-finansiella belöningar. Det finns en medarbetare vars4motivation och arbetsprestation inte påverkas av belöningarna. Cheferna har skilda åsikter kring belöningars påverkan. De alla tycker att de påverkar, men på olika sätt. / Background: This study has studied reward system that is used in organizations with different purposes, such as to motivate coworkers by using financial and non-financial rewards. The background to this study is based on the fact that companies, by using reward systems, can increase the motivation and work performance of their coworkers. Since different aspects motivate coworkers when it comes to work performance, it is important to take into account their own experiences of rewards. In order to gain an even broader understanding, it is also important to take into consideration the managers' view on the impact of rewards on motivation and work performance of their coworkers. Purpose: The purpose of this study is to examine how reward systems are perceived in terms of motivation and work performance for employees who work with sales. The study wants to develop the understanding of this topic by taking into account both an employee and managerial perspective and examine similarities and differences between these perspectives. Method: In order to achieve the purpose of this study and answer it’s questions, the thesis uses a qualitative method with an abductive approach. The data for the study is collected through semi-structured interviews with three different companies, two coworkers and one manager from each company. Theory: The theoretical frame of reference is based on previous research on the impact of reward systems on motivation and work performance, as well as coworker and manager perspectives. The theory also includes explanations of reward systems, financial and non-financial rewards followed by external and internal motivational factors, Herzberg's two-factor theory and Maslow's hierarchy of needs. Conclusion: This study’s conclusion shows that all coworkers except one experience the rewards as something positive, contributing to motivation and work performance. All managers also feel that the rewards contribute to increased motivation and work performance among their coworkers. There are different experiences about which reward that is the most contributing to increased motivation and work performance from the coworker perspective and the manager perspective. Some employees are most affected by6financial rewards, while others are most effected by non-financial rewards. There is one employee whose motivation and work performance are not affected by the rewards. Managers have differing views on the impact of rewards. They all think they influence, but in different ways.

Syfte: Syftet med denna uppsats är att ur ett ledningsperspektiv undersöka vilka belöningssystem småsom gare nämnde nämnde prestation. hur vi kommer in på just ett belöningssystem som främjar. lvis kopplingen emellan prestation företag använder och jämföra detta med företagens tillväxt och de anställdas prestation. Metod: Metoden använder en tvärsnittsdesign med induktiv karaktär. Primärdata består av kvalitativa intervjuer som kombineras med en kvantitativ enkätundersökning ur ett  företagsledarperspektiv. Urvalet baseras på företagens storlek, år de grundades samt  bransch. TeoriUppsatsskribenterna avser att använda agentteorin, Hertzbergs tvåfaktorteori, teorier kring belöningssystem och motivationsteorier som uppsatsen teoretisk ramverk. Resultat: Resultatet visar att fast lön och prestationsbelöningar är mest använt. De anställdas prestation har en avgörande roll för hur företaget presterar. Rörlig lön i form av provision och bonus är det som anses motivera de anställda mest till att prestera och företag med hög tillväxt föredrar prestationsbelöning. Analys: Belöningssystem måste vara kopplat till företagens målsättningar för att främja ett  företags prestation. Eftersom detta innebär att anställda då styrs att arbeta mot  företagsmålet. Slutsatser: En kombination av rörlig lön och fast lön verkar flest företagsledare att föredra när det gäller att främja ett företags prestation. Detta förutsatt att de är tydligt kopplade till  företagets mål. Företagsledare har olika belöningssystem för olika anställda inom företaget. / Purpose: From a managerial perspective examine which reward systems small Swedish businesses are using and compare it to the companies growth and  the employers work performance. Methodology: The method used a cross-sectional design with an inductive standpoint. Primary data is conducted with qualitative interviews combined with a structured survey study from the managers’ point of view. The selection is based on the companies’ number of employees, year of startup and type of business. Theory: The authors used theoretical models such as Agent theory, Herzberg two-factor theory, Reward system theory and motivation theories. Results: The result shows that salaried and pay-for-performance systems are used the most. The employees’ achievements determine how well the company is going to preform. Pay-for-performance in the matter of commission and bonus is what motivates the employees most to perform and high performance companies prefers pay-for-performance. Analysis: The reward system must correlate with the companies’ goals in order to control that the employee works in the same direction as the company. Conclusion: A combination of pay-for-performance and salaried wage seems to be most preferred by managers, to the extent that the rewards are explicitly correlated to the companies’ goals. Managers use different reward systems for varies employees within the companies.