This thesis investigates the relationship between performance measures and people in manufacturing organisations. Existing research on performance measurement has concentrated on the strategic importance of measures and the nature of measurement itself. There is little focus on the impact of these measures on people's behaviour, this work has closed this gap by forming a theoretical view of the organisational variables that influence behaviour. The reference model, developed from motivation theories, identifies the critical organisational variables and illustrates how they interact. The variables of primary interest are performance measures, organisational goals and rewards systems, although the importance all of the variables is acknowledged.

The problem of the migration of talent from developed countries is not a new one, andessentially it is understood that the reward systems of the countries involved are at faultin not providing individuals with rewards that they value. In the Sultanate of Oman,such a brain drain is not yet a problem, but over the last few years there has been anincreasing departure of talented people from the Omani Government Sector, as theprivate sector has more to offer. Such a phenomenon is wasteful in respect of thetraining investment which might have been made in these people, but it is alsodamaging to the government sector as a whole since the aim of providing qualityservices to the nation is made more difficult to achieve as employees of high calibreleave. Consequently, this thesis explores the issue of why people resign from the governmentsector to work elsewhere, and in so doing it focuses on the current reward system withinthe sector. Through a comprehensive literature review, it considers both academic andpractitioner perspectives on the issue of reward, concentrating particularly on theconcept of Total Reward which embraces the notion of a mixture of wide-rangingtangible and intangible rewards that are designed with employee involvement to ensuretheir attractiveness, and to ultimately secure loyalty and reduce employee turnover. The study then conducts an empirical exercise in which a large sample of governmentemployees from the full range of ministries where resignations are taking place,participate in a questionnaire survey, seeking to establish their views on the currentreward system and the potential for the introduction of a Total Reward strategy. Additionally, a number of in-depth interviews are held with employees, and focusgroups are also conducted, as a means of securing a third source of empiricalinformation. The data obtained is triangulated to establish a detailed employerperspective, and then considered in the light of the literature. The finding is that the reward system in its current form is not appropriate since it doesnot cater for employees' needs. It is characterised by a lack of rigorous and transparentcriteria on which to assess employees' eligibility for various rewards, and consequently,has allowed favouritism and nepotism to creep into a system that was intended to beoperated on the basis of merit. This is dispiriting for employees who have no faith intheir managers to determine their individual performance, and hence offer rewards on afair basis. It is concluded that a Total Reward strategy is a desirable way forward since this wouldstem the flow of talented people from the government sector, but it is alsoacknowledged that there are critical success factors associated with the implementationof such an initiative and that for these to be in place, a culture change within thegovernment sector would need to occur.

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<p>Abstract</p><p> </p><p>This is a study about reward system, which essentially is a steering instrument that organizations can use in order to motivate the employees to work in the best interest for the organization, and hence the organization can affect the behavior of its employees. The purpose with this study is to see how companies in different sectors make use of a reward system in order to increase their effectiveness and efficiency. The aim is also to see to what extent organizations are linking the organizational goals with the individual goals that occur within an organization. A comparison between the sectors will be done in order to observe similarities as well as differences. As groundwork of this thesis theories regarding motivation and effectiveness and efficiency will be used. The research question is based on the purpose with this study and is stated as follows: <em>“</em><em>In what way are organizations using a reward system to motivate the employees to work in the best interest of the organization and reach organizational goals?”</em></p><p> </p><p>In order to answer our research question we have conducted a qualitative study. We have made two interviews with different companies within three different sectors, a total of six interviews. The sectors that we have chosen to focus on are the construction sector, the production sector and the service sector. The interviews were all face to face meetings in Umeå. The empirical findings have then been analysed by linking them to the theories used in our theoretical framework.</p><p> </p><p>The main conclusions we have made are that the construction sector follows traditions when it comes to a reward system. We could also see that companies within the service sector that provide their services to the construction sector are influenced by the construction companies in the way they make use of a reward system. These companies are focusing primarily on profitability and results when rewarding. Within the production sector the companies where working sufficient with the individual goals in order to stimulate motivation and in the end increase the effectiveness and efficiency. Based on our finding this is the sector that is working most satisfactorily with the individual goals that occur within an organization. Further, we could see dissimilarities between the two companies in the service sector, the way they make use of a reward system differs a lot, which we believe is based on the fact that one of the two companies did not have a lot of resources to put on rewards.</p><p> </p><p>Further we could conclude that the more developed reward system an organization has and considers it to be a steering instrument the more thoroughly developed will the groundwork for it be. Some similarities that we could see within all three sectors were that they all were using financial as well as non financial rewards and that the rewards were given to both individuals and to teams.</p><p> </p><p> </p><p><em></em></p><p><em> </em></p>

Abstract   This is a study about reward system, which essentially is a steering instrument that organizations can use in order to motivate the employees to work in the best interest for the organization, and hence the organization can affect the behavior of its employees. The purpose with this study is to see how companies in different sectors make use of a reward system in order to increase their effectiveness and efficiency. The aim is also to see to what extent organizations are linking the organizational goals with the individual goals that occur within an organization. A comparison between the sectors will be done in order to observe similarities as well as differences. As groundwork of this thesis theories regarding motivation and effectiveness and efficiency will be used. The research question is based on the purpose with this study and is stated as follows: “In what way are organizations using a reward system to motivate the employees to work in the best interest of the organization and reach organizational goals?”   In order to answer our research question we have conducted a qualitative study. We have made two interviews with different companies within three different sectors, a total of six interviews. The sectors that we have chosen to focus on are the construction sector, the production sector and the service sector. The interviews were all face to face meetings in Umeå. The empirical findings have then been analysed by linking them to the theories used in our theoretical framework.   The main conclusions we have made are that the construction sector follows traditions when it comes to a reward system. We could also see that companies within the service sector that provide their services to the construction sector are influenced by the construction companies in the way they make use of a reward system. These companies are focusing primarily on profitability and results when rewarding. Within the production sector the companies where working sufficient with the individual goals in order to stimulate motivation and in the end increase the effectiveness and efficiency. Based on our finding this is the sector that is working most satisfactorily with the individual goals that occur within an organization. Further, we could see dissimilarities between the two companies in the service sector, the way they make use of a reward system differs a lot, which we believe is based on the fact that one of the two companies did not have a lot of resources to put on rewards.   Further we could conclude that the more developed reward system an organization has and considers it to be a steering instrument the more thoroughly developed will the groundwork for it be. Some similarities that we could see within all three sectors were that they all were using financial as well as non financial rewards and that the rewards were given to both individuals and to teams.

Activation of ventral tegmental area (VTA) dopaminergic (DA) neurons by ethanol has been implicated in the rewarding and reinforcing actions of ethanol. GABAergic transmission is thought to play an important role in regulating the activity of DA neurons. While at most central synapses ethanol generally increases inhibitory synaptic transmission, no studies have explored the effect of acute ethanol on GABAergic transmission in the VTA. Here we investigated how ethanol modulates GABAergic transmission in the VTA in relation to the overall action of ethanol on VTA-DA neuron activity. We demonstrated that ethanol dose-dependently enhances action potential-dependent and -independent GABA release onto VTA-DA neurons. Utilizing whole-cell voltage clamp recording techniques, ethanol increased both spontaneous and miniature inhibitory postsynaptic current (s/mIPSC) frequency while having minimal effect on s/mIPSC amplitude. The ethanol enhancement in GABA release was independent of GABAB auto-receptor inhibition of release. Intra-terminal calcium levels regulate neurotransmitter release, thus we investigated how modulation of calcium levels would affect the ethanol-enhancement in GABA release. Ethanol enhanced mIPSC frequency in the presence of the voltage-gated calcium channel blockers, cadmium chloride and nicardipine. However, blockade of intracellular calcium stores with 2-APB and cyclopiazonic acid eliminated the ethanol-enhancement of mIPSC frequency. Intracellular calcium stores are regulated via Gq protein-coupled receptors such as the 5-HT2C receptor. 5-HT2C receptor activation robustly enhanced mIPSC frequency whereas blockade inhibited the ethanol-enhancement in mIPSC frequency. These observations suggest that increased calcium release from intracellular stores via 5-HT2C receptor activation is involved in the ethanol-enhancement of GABA release onto VTA-DA neurons. Utilizing cell-attached current-clamp recordings, we demonstrated that the ethanol-enhancement of VTA-DA neuron activity is modulated by the concurrent enhancement in GABA release. Blockade and activation of GABAA receptors enhanced and reversed, respectively, the stimulatory effect of ethanol on VTA-DA neurons. Mu-opioid receptors (MORs) on GABAergic interneurons have been demonstrated to modulate both basal and ethanol-enhanced VTA-DA activity in vivo, though we failed to demonstrate such an effect in vitro. Overall, the results of this study suggest that the 5-HT2C receptor and intra-terminal calcium-dependent ethanol enhancement in GABA release acts to regulate the overall stimulatory effect of ethanol on VTA-DA activity. / text

Promptness of a reward and penalty system is critical to effectively serve the purpose of incentive provision or prevention from repeating a mistake for judiciary officials. Exactitude of the implementation, on the other hand, depends on whether the resultant verdict is over-crediting the reward or the penalty. As to the scrupulousness of verdicts, it can be evaluated through the consistency of the criteria and the compliance of procedural justice. The fundamental principle to establish a reward and penalty system for civil servants, through internal management activities in government agencies, is to reward those who have an outstanding performance on job duty, an excellent record of service, or a great contribution to the agency, and to punish those who abuse their power, infringe human rights, or have a moral misconduct. Judiciary officials are part of civil servants and their job duty is to assist the proceedings of judiciary cases. They are expected to comply with a higher moral standard than other civil servants. The reward and penalty system has long existed and practiced for centuries. Its importance to manage a vast body of civil servants is undeniable. Various sources of literature on personnel administration also show that a good system design will have a positive effect to improve job performance and increase morale. However, the number of rewarding case for judiciary officials is far less than that for other civil servants, and very few rewarding cases are proposed. Moreover, no accounting item of the prize for the rewarding cases is officially budgeted. As a result, all of the rewarding cases in the end are treated by giving over-time working salary. This thesis will discuss why the reward and penalty system is designed as a quota system in which the number of rewarding cases has a cap in proportional to the total number of personnel in the court, and whether this is the reason for applying stringent criteria to those whose job is transferred from other government agencies. This thesis is to study the promptness, exactitude, and scrupulousness of the reward and penalty system for judiciary officials based on the framework of five theoretical aspects, administrative theory, administrative organization, administrative privilege, administrative remedy, and administrative supervision. The difference of the actual practices in the court administrative system versus in other civil-servant agencies will be also discussed. International comparison with the judiciary system in the United States and China is provided, as well as suggestions for future research.