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Growing concern for the popularity of art competitions that encourage participation of secondary school senior art students is reflected in debate by many Australian art educators. It appears that acceptance of the external goal of winning a prize may demonstrate that many students and teachers have not fully considered the adverse implications of extrinsic rewards on learning strategies relevant to artistic behavior. On the other hand the benefit of exhibitions of student art work appears to be overshadowed by the prevalence of art competitions. This study surveys attitudes and perceptions of art teachers and secondary senior art students towards art competitions supported by the school. Subjects include secondary senior art students and teachers from selected Brisbane Independent Schools. It appears that participation in art competitions is more frequent in these schools. Results may prove beneficial to art educators who are concerned with the issue of extrinsic rewards for artistic behavior.

För att organisationer ska klara av att möta nutidens stora omställningar samt den ökandeglobala konkurrensen bör de eftersträva en kontinuerlig utveckling och ett systematisktarbete med innovation. Idag talas det om att den kreativa kapaciteten hos individen ochorganisationen utgör grunden för innovation och att organisationer idag är mer beroende avsina kreativa förmågor än sina materiella tillgångar. För att utveckla individens kreativitetkrävs stimulering av expertis, kreativ förmåga och motivation.Syftet med denna studie var att ta reda på hur Volvo CE industriarbetare kanstimuleras för att uppnå en ihållande kreativ idégenerering. Vi har försökt besvara fyraforskningsfrågor för att kunna uppfylla syftet. För att kunna besvara dessa har vi gjortdatainsamlingar genom enkät och gruppintervju. Vi fann att industriarbetarna med fördelkan stimuleras genom inre motivation, att de bör erbjudas utbildning för att utveckla denkreativa förmågan samt att erbjuda ett större utrymme för explorativt arbete.Industriarbetarna bör även tillåtas generera kreativa idéer som har ett högre nyhetsvärde.

Loyalty program, which is to encourage frequent purchasing and to maintain customer long-term relationships, has become a key marketing tool in various industries. The framework of the program is to provide reward incentives based on the cumulative purchases for certain products or services. Researches show that the cost of customer retention is approximately six times lower than that of customer acquisition. Although the importance of such program rises, few researches are made related to the topic. Thus, this study is aimed at exploring the relationships between loyalty effort requirement and reward incentives in order to provide better and more efficient loyalty programs for enterprises. The effects of effort requirement on consumer preferences towards loyalty program rewards are evaluated. In addition, monetary cost acts as moderator is added in to examine the moderating effect. A 2x2 between-subject experimental design with approximately 259 sampling subjects is adopted in the study and the results are analyzed by One-Way ANOVA aided by SPSS software. The results of this study are as follows: (1) Increasing the effort requirement of loyalty programs will increase consumer preference for hedonic rewards rather than utilitarian rewards. The reason for this is that long streams of effort required for loyalty programs may serve as reasons to justify and reduce the guilt for hedonic rewards selections and consumptions. (2) When monetary costs are added to loyalty programs, no matter at low or high effort requirements, consumer preferences for hedonic rewards will decrease and in contract, preferences for utilitarian rewards will increase. (3) When monetary costs are added to loyalty programs, increasing the effort requirement of loyalty programs will not increase consumer preference for hedonic rewards. This may due to the strong monetary costs effect on the sampling subjects that ends up easing the effect of result one. Four marketing implementations for this study could be drawn. First, utilitarian rewards are more appropriate as loyalty program incentives than hedonic rewards. Marketers could provide more utilitarian rewards in loyalty programs as incentives to attract more participants. Second, as loyalty program effort requirement increases, hedonic rewards could be added in the reward mix to attract consumers. Third, loyalty program, which provide rewards by accumulative effort rather than money expenditure, may serve as a justification for hedonic rewards consumption. Thus, hedonic rewards could serve as promotion tool for high effort requirement loyalty programs. Finally, when monetary costs are added to loyalty programs, marketers could weight more utilitarian rewards in reward mix regardless effort requirement levels.

¡§Rewards¡¨ and ¡§Punishments¡¨ of public organizations are two crucial tools of personnel management and pivotal impetus factor in organizations.Rewarding is a positive and active way of impetus; punishing is a negative and passive way of impetus. The purpose of rewarding is to meet employees¡¦ requirements, lift morale, and enhance efficiency; the purpose of punishing is to alert stubbornness, eliminate illegitimacy, and maintain discipline. Making use of rewards and punishments well can make its positive function take effect immediately; on the contrary, it will cause damage to organizations. The leading class of public organizations should apply measures of rewards and punishments well. Police organizations, which are always performance-oriented, often highlight the importance of performance by means of project duties and regulate provisions of rewards and punishments in the practical plans of projects. This kind of project execution means that the police organization requests policemen achieve specific performance in some period for certain interim works of the policy and usually accompany with double rewards and punishments, which make common people misunderstand that police officers¡¦ works are ¡§optional¡¨ and ¡§emphatic¡¨ while handling cases. Besides, the business of police officers must focus on service and exhortation and reduce unnecessary interference and compulsion. However, serving for people and preventing crimes cannot underline the performance. Focusing on pursuing criminal cases, which bring immediate performance, and ignoring minor cases around common people for a long time cannot enhance the service quality. Police officers are partial to the performance, away from the public farther and farther. But, the business of police officers cannot be connected efficiently without people¡¦s supports and assistances. The performance cannot earn any credit of the public even though individual police officer is rewarded, but the whole image is getting worse. Thus, how to design a proper rewards and punishments system is worth studying. The objective of the legal system of rewards and punishments of public servants is, in the positive aspect, to lead public servants¡¦ behaviors towards organizational goals and respond to the expectation of the common people; in the negative aspect is to prevent public servants from conducting behaviors unfavorable of organizations goals or the common people¡¦s interests. The fairness of rewards and punishments system, the principle of rewarding from the basic level, and the principle of instant rewards and punishments have not only a great influence on morale encouragement to police officers but also on the position promotion of police officers. How to make the rewards and punishments system of police organizations fair and carry out principles of rewarding from the basic level, and instant rewards and punishments are worth further discussion. The thesis takes the legal system of rewards and punishments of police officers as research target and is supported by other relevant administrative laws and regulations. The research method adopts the primary theories of the administrative law, including administrative principles, administrative organizations, administrative authority, administrative remedy, and administrative supervision to view the rewards and punishments system of our police officers.

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Thesis (M.Ed.)--Memorial University of Newfoundland, 2000. / Bibliography: p. 61-63.

Performance management at all levels of employees within the Ekurhuleni Metropolitan Municipality (EMM) is a key challenge, currently only applicable to senior managers. The employer was proactive in introducing the Ekurhuleni Excellence Awards to the gap that is created by the legislation, but the effort seems not to be working as employees do not understand the criteria that are used for nominations. The empirical study entailed 54 respondents who completed the questionnaire, in five different departments which are Finance, Human Resources, Information Technology, Legal and Administration. In this study, the Performance Management System (PMS) of the EMM was analysed, and the biggest challenge being faced by the EMM is the inability of the EMM to address staff retention (at 57%) and succession when employees leave the EMM (at 62%). The two challenges identified by the study are most crucial for the success of the PMS. The PMS of municipalities is legislated by different Acts, and in order to address service delivery challenges, the Acts need to be reviewed to include all levels of employees. National and Provincial Government have implemented the PMS so that municipalities, as another sphere of Government, will improve service delivery as well as employee motivation. The EMM senior managers, together with the Human Resources department, should craft a strategy or action for the future in order to successfully cascade the PMS to other levels of employees. The EMM Performance Management Policy that is currently operational is in line with the Municipal Regulation no. R805, so the Policy complies fully with the legislation. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

Performance management at all levels of employees within the Ekurhuleni Metropolitan Municipality (EMM) is a key challenge, currently only applicable to senior managers. The employer was proactive in introducing the Ekurhuleni Excellence Awards to the gap that is created by the legislation, but the effort seems not to be working as employees do not understand the criteria that are used for nominations. The empirical study entailed 54 respondents who completed the questionnaire, in five different departments which are Finance, Human Resources, Information Technology, Legal and Administration. In this study, the Performance Management System (PMS) of the EMM was analysed, and the biggest challenge being faced by the EMM is the inability of the EMM to address staff retention (at 57%) and succession when employees leave the EMM (at 62%). The two challenges identified by the study are most crucial for the success of the PMS. The PMS of municipalities is legislated by different Acts, and in order to address service delivery challenges, the Acts need to be reviewed to include all levels of employees. National and Provincial Government have implemented the PMS so that municipalities, as another sphere of Government, will improve service delivery as well as employee motivation. The EMM senior managers, together with the Human Resources department, should craft a strategy or action for the future in order to successfully cascade the PMS to other levels of employees. The EMM Performance Management Policy that is currently operational is in line with the Municipal Regulation no. R805, so the Policy complies fully with the legislation. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

In 1988, the Australian Federal Government released the document Higher Education: A Policy Statement which was intended to improve the efficiency and effectiveness of the higher education sector. This paved the way for the application of performance indicators (Pls) across higher education, most notably the creation of a link between Pls (called the Composite Index) and the research component of the annual government funding to universities. Although PIS for teaching became popular, funding for the teaching component was not directly attached to PIS and remained largely based on student enrolments. The purpose of this study is to examine the perceptions of university academics in Australia on the effects of research and teaching as a result of the introduction of funding based on research Pls. The academic literature suggests that Pls can bring about desirable effects but it also warns that their imposition, particularly by the government on universities, may lead to unintended and undesirable effects, such as goal displacement and strategic manipulation, which may be designed to enhance apparent research performance. To guide the investigation, it was hypothesised that the government's Pls which focus on research will be integrated into the universities' internal policies; will encourage universities to place a high priority on the research activities funded by the Pls; will lead to significantly more paperwork; will contribute to a significant change in the approach to research but not to teaching; and will result in academics adopting negative attitudes towards Pls. Two basic sources of information were obtained to evaluate these hypotheses. First, the administrations of selected universities were consulted, and staff interviewed, to gauge the degree of change that had been implemented by the universities. Second, a questionnaire was constructed in order to assess academics' attitude towards Pls, and their perceptions of an association between Pls and their institutional reward system. The questionnaire also assessed changes in research, teaching and paperwork activities. The universities selected characterised the different kinds of universities found in the Unified National System of the Australian higher education system. One hundred and fifty-two academics from these universities were surveyed by the questionnaire. Thirty percent of these academics participated in a structured interview. The disciplines from which the academics were selected for participation included arts/humanities, science, and professional studies which included a natural science based profession and a social science based profession. In addition, a case study of one of these universities was carried out. The institutions were found to have reorganised their internal policies to incorporate and focus on the Pls in the government's Composite Index. The academics surveyed were generally found to have negative attitude towards their institutional Pls, although staff of higher rank had relatively more positive views. Reasons for their dissatisfaction included the inability of Pls to capture the various dimensions of academic work and privileging research over teaching. For a majority of the academics, the introduction of Pls was associated with a rise in paperwork load and a change in the approach to research in terms of focusing on publications and external research grant applications, particularly those counted in their institutional PI-based funding schemes. The time devoted to these activities, as well as the number of publications and grants for which they were expected to apply, have significantly increased. It was found that staff did use various strategies to maximise their PI scores, such as writing shorter papers in order to increase the quantity of publications. The proportion who changed their approach to teaching was also sizeable; most of them were concerned about getting students through their courses with minimum fuss by having lower ambitions for students and pandering to their superficial needs. However, the proportion who changed their teaching was significantly less than those who changed their research. One possible reason could be the lack of special incentives to increase their emphasis on teaching.