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Performance criteria of corporate option and long‐term incentive plans: a survey of 150 UK companies 1994‐1998

Pass, Christopher; Robinson, Andrew; Ward, Damian - In: Management Decision 38 (2000) 2, pp. 130-137

A substantial number of companies now operate long‐term incentive schemes as a means of motivating executive directors to improve corporate financial performance and thus align their interests more closely with those of the company’s shareholders. This paper presents an empirical study of...

Persistent link: https://www.econbiz.de/10014932170

Introducing a Work‐measured Incentive Scheme

McNab, Don; Crawley, Tim - In: Management Decision 27 (1989) 4

Some aspects of change strategy theory as they relate to the introduction of a group work‐measured incentive and maintenance planning scheme for a works engineering department in the heavy manufacturing process industry are set out. Types of change strategy are reviewed briefly, followed by a...

Persistent link: https://www.econbiz.de/10014933390

Worker Reward Schemes

Stewart, J. - In: Management Decision 27 (1989) 4

Rewards to workers who suggest ways of improving quality and quantity in production are by no means new. It is argued that incentive schemes have other benefits besides increasing production and lowering costs, and a review of some of the rewards offered by firms over the years is presented.

Persistent link: https://www.econbiz.de/10014933401

Decision processes, monitoring, incentives and large firm performance in the UK

Evans, Jo; Weir, Charlie - In: Management Decision 33 (1995) 6, pp. 32-38

and their superiors, performance‐related pay and performance‐related incentives. Examines their impact on firm … significant effect on performance. Finds incentives in general do not affect performance. Finds on average that performance is …

Persistent link: https://www.econbiz.de/10014933684

What motivates small businesses for collective action in smart living industry?

Nikayin, Fatemeh; De Reuver, Mark - In: Journal of Small Business and Enterprise Development 22 (2015) 2, pp. 320-336

advise policy makers to provide selective incentives to stimulate collaboration and to facilitate knowledge sharing on best …

Persistent link: https://www.econbiz.de/10014903867

Integrationsmanagement für Erneuerbare Energien, Teil 2 : weitere Aspekte

Liesegang, Günter - In: Umweltwirtschaftsforum : uwf ; die … 22 (2014) 1, pp. 1-2

Persistent link: https://www.econbiz.de/10010337469

Incentives and Habit Formation in Health Screenings : Evidence from the Illinois Workplace Wellness Study

Jones, Damon; Molitor, David; Reif, Julian - National Bureau of Economic Research - 2024

financial incentives to 4,799 employees over three years. Completing the first screening raised subsequent screenings by 32 … out inattention as an explanation, using a subsample assigned more salient incentives. The long-run effect stems from the …

Persistent link: https://www.econbiz.de/10014635708

A guide to team incentive systems

Hoffman, Jody R.; Rogelberg, Steven G. - In: Team Performance Management: An International Journal 4 (1998) 1, pp. 23-32

The growing use of teams in the workplace has led to an increasing number of incentive systems designed to motivate team performance. The present paper reviews such incentive systems, including: team gainsharing/profit‐sharing incentive systems; team goal‐based incentive systems; team...

Persistent link: https://www.econbiz.de/10015031407

Common incentives for teamwork – the unspoken contract's significance

M. Berlin, Johan - In: Team Performance Management 20 (2014) 1/2, pp. 65-80

Purpose – The aim of this paper was to identify and study common incentives for teamwork. Design … incentives identified consist of shared responsibility, appreciation and long-sightedness. The incidence of a silent contract is … useful for practitioners to understand the importance of common incentives as a collective driving force. By developing well …

Persistent link: https://www.econbiz.de/10015031610

Pay and performance drive human resource agendas

Creelman, James - In: Management Development Review 8 (1995) 3, pp. 6-9

Discusses a recent UK survey of 250 companies on pay, appraisal and career development. Findings indicate that competence‐based pay beats performance‐related pay, consultant input is valued in career development, and customer appraisal is highly effective. Finds also that middle managers are...

Persistent link: https://www.econbiz.de/10014936598