0
Saichandra SJ
7411012528
Incentives and rewards help align the interest of employees
and organization.
 The article says
“multiple rewards are alw...
o

o
1.





Different organizations employ different
combinations of incentive mechanisms.
Some mechanisms that organi...
2. Quota Systems & Discretionary Bonuses
 Employees will be given some performance
matrices thresholds.
 When they reach...
4. Relative Evaluation
 An entity is evaluated with respect to other
entity within a specified group.
 Entity can be a h...
Evaluation method
Provides input on agent performance to be
evaluated in the logical context defined in the
incentive cond...
Quantitative evaluation
 Rating of individuals based on the
measurable properties of their contribution.
 It does not re...
Peer evaluation (peer voting)
Expression of collective intelligence where
members of a group evaluate the quality of other...
Employees future behavior can be influenced
through rewarding actions.
Structural Changes
These changes are
an empirically...
These states precisely how when and where to apply
rewarding actions with each actions consisting of at most
3 components....






New social computing market is dominated by
small organizations employs limited number of
simple incentive mechan...
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Incentives & Rewarding in Social Computing

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Transcript of "Incentives & Rewarding in Social Computing"

  1. 1. Saichandra SJ 7411012528
  2. 2. Incentives and rewards help align the interest of employees and organization.  The article says “multiple rewards are always better than single rewards which are usually combined to counteract the dysfunctional behavior and produce desired result.” Social Computing  It is not only about crowd sourcing but also solutions to traditional business process.  It supports   Greater task complexity  Intelligent task division  Managerial structure for virtual teams   New social computing market is dominated by small organizations employs limited number of simple incentive mechanism. The article analyze the use of mechanism in next generation
  3. 3. o o 1.    Different organizations employ different combinations of incentive mechanisms. Some mechanisms that organizations commonly follow are P.P.P (Pay Per Performance) Employees compensated proportionally according to their contribution Quantitative evaluation on labors Not suitable for large distributed and team dependent task. Measuring individual contribution will be different.
  4. 4. 2. Quota Systems & Discretionary Bonuses  Employees will be given some performance matrices thresholds.  When they reach the thresholds, bonus will be provided  In Quota, each employees will be having a Quota of predefined thresholds. 3. Deferred Compensation  Similar to Quota System.  This system takes into 3 accounts or levels T 0- Agent promises the reward T 1- Performing the task T 2- Received the reward  Suitable for companies having long lasting tasks
  5. 5. 4. Relative Evaluation  An entity is evaluated with respect to other entity within a specified group.  Entity can be a human, movie or a product. 5. Team Based Compensation  The entire team is evaluated and rewarded  The reward can be specified equally or by differentiating individual efforts within the team. 6. Promotion 7. Psychological incentive mechanism
  6. 6. Evaluation method Provides input on agent performance to be evaluated in the logical context defined in the incentive condition.  Incentive condition Contains the business logic for certain rewarding actions.  Rewarding action It is meant to influence future behavior of agents 
  7. 7. Quantitative evaluation  Rating of individuals based on the measurable properties of their contribution.  It does not require human participation and can be implemented entirely in software. Subjective evaluation  measuring work quality  Quantifies human oriented work by combining all indefinable signals into one subjective assessment signal.
  8. 8. Peer evaluation (peer voting) Expression of collective intelligence where members of a group evaluate the quality of other members. This method work as long as size of the voted group is long. As the voted group increases, voters are unable to acquire all the new facts needed to pass fair judgment.  Indirect Evaluation Evaluating humans based on properties and relations among the artifacts they produce. As the artifacts are always produced for consumption by others, Determining qualities ultimately left to the community 
  9. 9. Employees future behavior can be influenced through rewarding actions. Structural Changes These changes are an empirically proven motivator. The structural change does not implied positional advancement in management but includes different teams at different times with different people. Psychological Actions These actions are only those in which an employee is influence solely by information 
  10. 10. These states precisely how when and where to apply rewarding actions with each actions consisting of at most 3 components. 1. Parameter Expresses in the form of a logical formula over a specified number. 2 Time Helps formulate a condition over an employee's past behavior. 3. Structure Filters out employees based on their relationships and can be used to select numbers of a team. 
  11. 11.    New social computing market is dominated by small organizations employs limited number of simple incentive mechanism. In such environment most social computing companies need to use only one or two simple incentive mechanism. The survey shows that as the cost of quantitative, peer and indirect evaluation has decreased , relative evaluation and PPP have become the most popular incentive mechanisms among social computing companies.
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