Nonprofit organizations' managers face challenges in creating nonmonetary rewards to increase the job satisfaction of staff and productivity of the organization. The purpose of this multiple case study was to explore the nonmonetary reward strategies that nonprofit organizations' managers used to increase employee job satisfaction. The targeted population included nonprofit managers who had successfully implemented nonmonetary reward strategies to increase employee job satisfaction. Kalleberg's theory of job satisfaction was the conceptual framework for the study. The primary data collection method was semistructured, face-to-face interviews with 3 participants. Secondary data sources included review of company documents such as employee evaluations and work-from-home request forms. Methodological triangulation of data and information was accomplished by comparing data collected from interviews and company documents. Through coding and thematic analysis, 3 primary themes emerged: experience, effective communication, and flexibility. The primary conclusion of this study was that managers use personal experiences as an employee to develop and implement effective reward systems. The implications of this study for social change include the potential to improve employee job satisfaction in nonprofit organizations, which may result in improved employee productivity and promote social development in the community.

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These days, consumers are living in a flood of frequent sales promotion practices. They encounter every day low price, seasonal price off, special price discount, free gift, buy one get one free, and other promotions in their daily lives(Promo Magazine,2010).Sales promotions have become more usual, more repetitive, and longer practices than before. Exploration of sales promotion effect has become one of the most popular issue to discuss in the study of marketing. This study wants to examine what kind of promotion is the most effective. There were four kind of normal promotion: free gift for customer¡Bdiscount¡Bdonation with cash and donation with gift. We found that no matter who get the benefit from the promotion, monetary promotion will be more effective than non-monetary promotion in purchase intention and brand attitude of consumers. And this conclusion is different to the past study which said that monetary promotion will determine the brand attitude. The results indicate that monetary promotion can not only increase the purchase intention but also can improve the brand attitude. This study also compares two kind of promotion type one by one, so that company can choose the promotion type depend on which promotion activity the competitor use. And we found that it¡¦s may probably harder to induce student to donation because of the limitation of disposable income. So we can¡¦t use the cause-related promotion when our main customers are students.

Syfte: Syftet med denna studie är att undersöka om faktorn pris påverkar konsumenter vid användning av bankens digitala tjänster. Metod: Vår studie är baserad på en kvantitativ forskningsmetod, som genomfördes medwebbaserade enkäter. Av de 164 påbörjade enkäterna, fick vi ut 162 representativa svar.Av insamlad empirisk data gjorde vi sedan en korrelationsanalys med hjälp avprogrammet SPSS. Analys: Studien visar att variabeln pris har en påverkan på kunder i valet av att användabankernas digitala tjänster. Pris tenderar att bli mindre framträdande då kunden uppleverett högt PU (upplevd användbarhet) eller PEOU (upplevd användarvänlighet). Förslag på vidare forskning: En replikation av denna studie hade varit intressant att semed ett annat urval. Vid genomförandet av denna studie har vi använt oss av ettbekvämlighetsurval, där större delen av respondenterna haft tidigare erfarenhet avinternetbanken. Teoretiskt och Praktiskt bidrag: Studien tydliggör att priset har en betydelse föracceptansen av ny teknologi, i detta fall internetbanken. Prisets betydelse är större hosde respondenter som inte tidigare haft någon erfarenhet av teknologin. Nyckelord: Internetbank, Technology acceptance model, TAM, Pris, Icke-monetärakostnader

This thesis solves the problem of motivation system in the company Telconnect, Ltd. and notes and address any deficiencies of motivation system. New motivation system should excel its attraction and targeting the employees, but also minimized the financial intensity for the company. In my thesis are provided basic theoretical knowledge, practical solutions and suggestions, which could lead to total improvement of the system and effective work of employees.

Utmaningarna med att befinna sig i en ständigt föränderlig bransch som mode- och textilindustrin har visat sig vara stora. Konkurrensen företag emellan ökar och kunder har därmed blivit allt mindre lojala till enskilda varumärken. För att bibehålla företagets konkurrensfördelar har strategier utvecklats för upprätthålla kundens lojalitet gentemot varumärket, bland annat i form av lojalitetsprogram. Tidigare forskning visar emellertid på inkonsekventa bevis kring hur effektiva dessa program faktiskt är och huruvida de leder till ökad kundlojalitet. Problemet har sin grund i att det finns en utbredd kunskapsbrist bland företag gällande hur man utformar ett väl fungerande lojalitetsprogram. Syftet med uppsatsen är att undersöka hur detaljhandelsföretag som säljer textila produkter på den svenska marknaden kan utforma sina lojalitetsprogram för att främja kundlojalitet. Fokus ligger på medelstora till stora företag och hur de arbetar med öppna respektive stängda lojalitetsprogram samt hur de kan använda sig utav monetära och icke-monetära förmåner inom programmet. Vidare avser uppsatsen att få en inblick i de möjligheter och begränsningar dessa företag ser med avgiftsbaserade lojalitetsprogram. För att besvara frågeställningarna tillämpas en kombination av kvalitativ och kvantitativ forskning i form av en innehållsanalys och semistrukturerade intervjuer.   Resultatet visar att en öppen struktur kan vara lätt att implementera vid uppstarten av ett lojalitetsprogram. Men för att främja kundlojalitet och långsiktigt bygga relationer skulle ett stängt lojalitetsprogram kunna uppfattas som ett bättre alternativ. När det kommer till förmåner är icke-monetära förmåner bättre i avseendet att skapa en närmare relation till kunden och monetära förmåner positivt i den bemärkelsen att de resulterar i ett köp. En balans mellan dessa skulle därmed kunna resultera i en sann lojalitet gentemot varumärket. Företag ser flertalet möjligheter och begränsningar med att implementera en medlemsavgift. Till exempel tror de att avgifter skulle generera färre medlemmar. Men samtidigt finns det en tro bland företagen om att dessa medlemmar skulle bli mer lojala om de betalat för sitt medlemskap. / The challenges of operating within a constantly changing sector as the fashion and textile industry have proven to be extensive. Competitiveness between companies are increasing and customers have thus become less loyal to individual brands. In order to maintain the company’s competitive advantage strategies have been developed to keep customers loyal to the specific brand, often in the form of loyalty programs. However, previous research shows inconsistent evidence about the effectiveness of these programs and whether they actually lead to increased customer loyalty. The problem is based on the fact that there is a widespread lack of knowledge among companies regarding how to design a well-functioning loyalty program. Therefore, the purpose of this study is to investigate how retailers selling textile products on the Swedish market can design their loyalty programs to increase customer loyalty. Focus will be on medium to large companies and how they can work with open and closed loyalty programs as well as how they can make use of monetary and non- monetary rewards within the program. Furthermore, the study wishes to gain insight into the opportunities and limitations these companies recognize with fee-based loyalty programs. In order to answer the research questions, a combination of qualitative and quantitative research has been conducted in terms of a content analysis and semi structured interviews.   The study implies that an open structure can be easy to implement when launching a loyalty program. But in order to increase customer loyalty and build long-term relationships, a closed loyalty program could be perceived as a better option. When it comes to rewards, nonmonetary rewards are better in the sense of creating a closer relationship with the customer whilst monetary rewards often results in a completed purchase. A balance between these types of rewards could thus lead to true loyalty towards a brand. The companies acknowledge both possibilities and limitations in terms of implementing a membership fee. For example, they believe that incorporating fees would generate fewer members within the loyalty program. But at the same time there is a belief amongst the companies that the customers would become more loyal if they pay for their membership.