Incentives & Rewarding in Social Computing
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The document discusses incentives and rewards used by organizations to align employee and company interests. It analyzes incentive mechanisms commonly used in new social computing markets, which are dominated by small companies using limited, simple incentives. A survey found the most popular mechanisms among social computing companies are relative evaluation and pay per performance as the costs of other methods like quantitative, peer, and indirect evaluation have decreased. Different organizations employ various combinations of incentives, with mechanisms focusing on quotas, bonuses, compensation levels over time, team-based pay, and psychological factors to influence future employee behavior.
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Performance Appraisal
1
1
From Position Management to Performance Management….
Position Management:
emphasizing analyzing jobs,
establishing essential duties and responsibilities,
determining necessary knowledge, skills and abilities,
classifying jobs, setting a pay scale,
and using the position as a critical feature of financial management
It could all be done without a single reference to a real live person.
Any deliberate act intended to affect employee performance falls’ under the category of Performance Management.
Formal performance appraisal provides employees with feedback on their work.
Because this leads to organizational decisions regarding promotion and pay the process becomes more complicated:
As it is accompanied by heightened legal scrutiny for civil rights violations and demands for reasons behind the decisions.
2
Why Evaluate a Performance?
3
Performance appraisal is directed toward technical and management goals but rarely toward employee aspirations.
The technical part focuses on developing an instrument that accurately mea ...
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72 C o M M u n i C AT i o n S o f T h e A C M | j u n e 2 0 1 3 | v o l . 5 6 | n o . 6
contributed articles
solutions that extend traditional busi-
ness processes (see Figure 1); increas-
ing research interest seems to confirm
the trend.3 Several frameworks aim-
ing to support such new collaboration
models are being developed (such as
socially enhanced computing6,7). These
new forms of social computing are in-
tended to support greater task com-
plexity, more intelligent task division,
complex organizational and manage-
rial structures for virtual teams, and
virtual “careers.” With envisioned
changes, incentives will also gain im-
portance and complexity to address
workers’ dysfunctional behavior. This
new emphasis calls for automated ways
of handling incentives and rewards.
However, the social computing mar-
ket is dominated by flat and short-lived
organizational structures, employing
a limited number of simple incentive
mechanisms. That is why we view the
state of the social computing market
as an opportunity to add novel ways of
handling incentives and rewards.
Here, we analyze incentive mecha-
nisms and suggest how they can be
used for next-generation social com-
puting. We start with a classification
of incentive mechanisms in the litera-
ture and in traditional business orga-
nizations, then identify elements that
can be used as building blocks for any
composite incentive mechanism and
show the same elements are also used
in social computing, even though the
resulting schemes lack the complexity
i n C E n t i v E s a n d r E W a r d s help align the interests of
employees and organizations. They first appeared
with the division of labor and have since followed
the increasing complexity of human labor and
organizations. As a single incentive measure always
targets a specific behavior and sometimes additionally
induces unwanted responses from workers, multiple
incentives are usually combined to counteract the
dysfunctional behavior and produce desired results.
Numerous studies have shown the effectiveness20 of
different incentive mechanisms and their selective
and motivational effects.14 Their importance is
reflected in the fact that most big and mid-size
companies employ some kind of incentive measures.
Expansion of social computing18 will include not
only better exploitation of crowdsourcing5 but also
-
incentives and
Rewarding
in Social
Computing
D o i : 1 0 . 1 1 4 5 / 2 4 6 1 2 5 6 . 2 4 6 1 2 7 5
Praise, pay, and promote crowd-member
workers to elicit desired behavioral
responses and performance levels.
BY oGnJen SCeKiC, honG-Linh TRuonG,
AnD SChAhRAM DuSTDAR
key insights
existing social computing platforms
lack the ability to formulate, compose,
and automatically deploy appropriate
incentive mechanisms needed for complex
agent collaborations.
Analyzing incentive mechanisms in
traditional companies and in so.
ASS 2 HRM performance management.pptx
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Reward System and Level of Staff Satisfaction among NonAcademic Staff of Sele...
Compensation management Question paper for assignments
Compensation management Question paper for assignments
Ldr 531 final exam latest uop final exam questions with answers
Ldr 531 final exam latest uop final exam questions with answers
The Role of Compensation Management in an Organization
The Role of Compensation Management in an Organization
Definition of compensation management - compensation management - Manu Melwi...
Definition of compensation management - compensation management - Manu Melwi...
Similar to Incentives & Rewarding in Social Computing
PUB 611Seminar in Public Human Resources Administration Questions &.docx
PUB 611Seminar in Public Human Resources Administration: Questions & Key Terms [Day Four]
Critical Thinking Questions
1. Identify the relationship between training and strategic planning. Can you give an example from an organization you are familiar with that illustrates how training is or should be connected to strategic thinking about agency goals?
2. Distinguish between training, education, and staff development as part of the development function.
3. Briefly describe training needs assessment, design, and evaluation.
4. Describe four operational functions of a performance appraisal system. Do you think all four can be accomplished with one appraisal method? Are the four functions complementary?
5. Why is performance appraisal associated most closely with civil service systems? How has it contributed to public perceptions that civil service systems are inefficient or ineffective, in comparison with those systems based on employment at will?
6. Identify the contemporary challenges to performance appraisal. How is the tension between administrative efficiency and individual rights reflected in the appraisal function?
7. Identify the six characteristics of an effective rating system. Which of the six do you believe are the more difficult to implement?
8. Utilize an expectancy theory perspective and analyze the motivation of supervisors to rate the performance of subordinates honestly and accurately.
Key Terms: Please define and give one example
1. Basic skill development vs Continuous learning
2. Coaching and counseling
3. Development function / On-the-job training [OJT]
4. Organization development (OD)
5. Staff development vs Team building
6. 360-degree evaluation
7. Behaviorally anchored rating scale (bars)
8. Critical incident (work sampling)
9. Forced-choice techniques vs. Graphic-rating scale
10. Performance-based rating system vs Person-based rating system
Performance Appraisal
1
1
From Position Management to Performance Management….
Position Management:
emphasizing analyzing jobs,
establishing essential duties and responsibilities,
determining necessary knowledge, skills and abilities,
classifying jobs, setting a pay scale,
and using the position as a critical feature of financial management
It could all be done without a single reference to a real live person.
Any deliberate act intended to affect employee performance falls’ under the category of Performance Management.
Formal performance appraisal provides employees with feedback on their work.
Because this leads to organizational decisions regarding promotion and pay the process becomes more complicated:
As it is accompanied by heightened legal scrutiny for civil rights violations and demands for reasons behind the decisions.
2
Why Evaluate a Performance?
3
Performance appraisal is directed toward technical and management goals but rarely toward employee aspirations.
The technical part focuses on developing an instrument that accurately mea ...
Pay For Performance (Pfp)
The document discusses pay for performance (PFP) systems. It defines PFP and explains that PFP systems tie an employee's pay more closely to their performance. The document outlines several key determinants of effective PFP systems, including measurable and controllable performance metrics. It also discusses common problems with PFP programs, such as poor performance evaluations. When designing a PFP system, an organization should consider who to include, how to measure performance, and which incentives to use. Individual and group incentives are discussed.
credit tk72 C o M M u n i C AT i o .docx
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72 C o M M u n i C AT i o n S o f T h e A C M | j u n e 2 0 1 3 | v o l . 5 6 | n o . 6
contributed articles
solutions that extend traditional busi-
ness processes (see Figure 1); increas-
ing research interest seems to confirm
the trend.3 Several frameworks aim-
ing to support such new collaboration
models are being developed (such as
socially enhanced computing6,7). These
new forms of social computing are in-
tended to support greater task com-
plexity, more intelligent task division,
complex organizational and manage-
rial structures for virtual teams, and
virtual “careers.” With envisioned
changes, incentives will also gain im-
portance and complexity to address
workers’ dysfunctional behavior. This
new emphasis calls for automated ways
of handling incentives and rewards.
However, the social computing mar-
ket is dominated by flat and short-lived
organizational structures, employing
a limited number of simple incentive
mechanisms. That is why we view the
state of the social computing market
as an opportunity to add novel ways of
handling incentives and rewards.
Here, we analyze incentive mecha-
nisms and suggest how they can be
used for next-generation social com-
puting. We start with a classification
of incentive mechanisms in the litera-
ture and in traditional business orga-
nizations, then identify elements that
can be used as building blocks for any
composite incentive mechanism and
show the same elements are also used
in social computing, even though the
resulting schemes lack the complexity
i n C E n t i v E s a n d r E W a r d s help align the interests of
employees and organizations. They first appeared
with the division of labor and have since followed
the increasing complexity of human labor and
organizations. As a single incentive measure always
targets a specific behavior and sometimes additionally
induces unwanted responses from workers, multiple
incentives are usually combined to counteract the
dysfunctional behavior and produce desired results.
Numerous studies have shown the effectiveness20 of
different incentive mechanisms and their selective
and motivational effects.14 Their importance is
reflected in the fact that most big and mid-size
companies employ some kind of incentive measures.
Expansion of social computing18 will include not
only better exploitation of crowdsourcing5 but also
-
incentives and
Rewarding
in Social
Computing
D o i : 1 0 . 1 1 4 5 / 2 4 6 1 2 5 6 . 2 4 6 1 2 7 5
Praise, pay, and promote crowd-member
workers to elicit desired behavioral
responses and performance levels.
BY oGnJen SCeKiC, honG-Linh TRuonG,
AnD SChAhRAM DuSTDAR
key insights
existing social computing platforms
lack the ability to formulate, compose,
and automatically deploy appropriate
incentive mechanisms needed for complex
agent collaborations.
Analyzing incentive mechanisms in
traditional companies and in so.
ASS 2 HRM performance management.pptx
Review existing knowledge
define existing problems
Provide solutions to problems
Construct or create new procedures or systems
Explain new phenomenon
Generate new knowledge
…or a combination of any of the above!
Essay Evaluation Method
The document discusses three basic methods of job evaluation: ranking, classification, and factor comparison. It provides details on how each method works. Specifically, it explains that the ranking method simply arranges jobs from highest to lowest value. The classification method groups similar jobs into categories or classes. The factor comparison method evaluates jobs based on compensable factors like skills, effort, and responsibility. It then provides an example of how factor comparison assigns pay rates to jobs.
Compensation & Benefits Management Module 1.pdf
MBA SEM 3 | HR PAPER 3 | COMPENSATION AND BENEFITS MANAGEMENT | MODULE No 1 | JOB EVALUATION | RTMNU MBA | FREE NOTES PDF BY JAYANTI PANDE | ProNotesJRP | MBA Notes | Human Resource Management Specialization
Managing human capital
This document discusses managing human capital through merit pay plans. It provides background on performance appraisal and compensation programs before examining arguments for and against merit pay. The document outlines examples of merit pay plans in practice and their successes and failures. Guidelines are presented for establishing successful merit pay plans, recognizing that individual and organizational factors must be considered. While merit pay can motivate performance, proper implementation and performance evaluation are necessary.
Managing human capital
This document discusses managing human capital through merit pay plans. It provides background on performance appraisal and compensation programs before examining arguments for and against merit pay. The document outlines examples of merit pay plans in practice and their successes and failures. Guidelines are presented for establishing successful merit pay plans, recognizing that individual and organizational factors must be considered. While merit pay can motivate performance, proper implementation and performance evaluation are necessary.
Compenstion in HRM
This document discusses factors that determine pay rates, including various legal considerations and legislation. It outlines the main components of employee compensation as direct financial payments and indirect financial payments. The key steps in establishing pay rates are conducting a salary survey, performing job evaluation to group similar jobs into pay grades, pricing each grade, and fine-tuning rates. Job evaluation methods include ranking, classification, point method, and factor comparison. Legislation discussed includes the Minimum Wages Act, Payment of Wages Act, and Equal Remuneration Act in India as well as the Davis-Bacon Act, Walsh-Healey Act, Civil Rights Act, Fair Labor Standards Act, and Equal Pay Act in the US.
Goal setting and motivation
This document discusses goals and goal setting theory in organizations. It covers:
1. The two main purposes of goals - to provide a framework for managing motivation and as an effective control device for management.
2. Key aspects of goal setting theory including goal difficulty, specificity, acceptance, and commitment and how these attributes shape performance.
3. Management by Objectives (MBO) as a collaborative goal setting process where goals cascade down the organization.
4. Research has found goal difficulty and specificity are closely associated with performance, though other elements like acceptance and commitment have been less studied.
A Study on Incentives, Rewards and Benefits in an Organization
Workforce today is more articulate about their needs. Employees desire the best of everything – competitive salaries, comfortable & inspirational lifestyles, job security, career enhancement options, work-life balance, and so on. Competition for talent is ever increasing and organizations need to have well-defined philosophies and strategies to help them develop innovative ways of tapping intrinsic motivation of employees by engaging their hearts and minds. While many organisations are struggling to make sufficient progress in this direction, there are organizations that have institutionalized robust practices and effective processes in different people practice areas that go a long way in positively impacting employee perception. In this regard, two types of reward are identified, and they are intrinsic reward and extrinsic reward. Extant research showed that reward can affect job satisfaction and thereby employee performance, so this study proposes a new framework based on mediating role of job satisfaction. India’s Best Companies for Rewards and Recognition was conceptualized to recognize companies who are leading the way in the area of Rewards and Recognition for us learns from. Human resources are the most important among all the resources an organization owns. To retain efficient and experienced workforce in an organization is very crucial in overall performance of an organization. Motivated employees can help make an organization competitively more value added and profitable. The present study is an attempt to find out the major factors that motivate employees and it tells what is the relationship among reward, recognition and motivation while working within an organization. The data were collected from employees of diverse type of organizations to gain wide representation of sectoral composition. The participation in survey was voluntary and confidentiality of responses was ensured. The statistical analysis showed that different dimensions of work motivation and satisfaction are significantly correlated and reward and recognition have great impact on motivation of the employees. Implications of the study for managers and policy makers in the context of human resource practices have been discussed. Limitations and guidelines for future research are also provided.
Job evaluation and wage plan
Job evaluation is a systematic process to determine the value or worth of a job in an organization. Key factors considered include responsibilities, output, decision making authority, and skills required. The objectives of job evaluation are to gather job data, compare duties across roles, determine hierarchies, and ensure equal pay for equal work. Common methods of job evaluation include ranking, classification, point-based, and factor comparison. Wage plans like time-rate, piece-rate, and incentive plans are used to determine pay based on job evaluations. Minimum wages in India are set by the government based on essential needs, while living wages provide more than minimum needs.
Instructions Answer discussion questions number one and two. Resp.docx
Instructions: Answer discussion questions number one and two. Respond to two classmates’ answer for each question.
Question one:
Discuss the basic building blocks of developing a market competitive pay system, including the relationship between internal and external equity. Respond to at least two of your fellow students’ postings.
Respond to classmate 1:
Greetings to all,
Discuss the basic building blocks of developing a market competitive pay system, including the relationship between internal and external equity.
The basic building blocks of developing a market competitive pay system have four steps conducting strategic analyses, assessment of competitors pay practices with compensation surveys, integrating the internal job structure with external market pay rates and determining compensation policies.
· Conducting strategic analyses internal factors are fictional capabilities and financial condition and external market factors industry profile, competitor’s information and long-term growth prospect.
· Assessment of competitors’ pay practices with compensation surveys gathering data from the competitor’s wages, salaries and benefits to establish objectives for the pay system. This system will guide you on how the market is being run that you don’t under or over pay for any positons. All data collected will be used and enables compensation professional to obtain a realistic review of the competitor’s compensation practices. Thus, the objective for developing the pay system should also keep in line with the company’s goals and objectives.
· Integrate internal job structures wit external market pay rates this step will balance out any pay policies that will fit between managing cost and being able to attract and retain good employees.
· Compensation policies, the final step have 3 pay level market lead, market lag and market match:
· Market lead is where the company will compensate their employee higher than the market
· Market lag the company will compensate less than the market
· Market match the company will compensate equal as the market.
Human Resources department along with managers will gather date to create a market completive pay system. Based on what happened internally with compensation and benefits can be a huge effect externally. HR will have to current with the market to attract the right people for the job and be able to retrain them also.
Martocchio, J. J. (2011). Strategic Compensation: A Human Resource Approach 99th Ed.) Hoboken, NJ: Pearson Education, Inc. ISBN 978-0-13-432154-0. Retrieved from Ashford Edu. https://content.ashford.edu/books/Martocchio.7916.16.1/sections/ch07lev1sec1?search=building%20blocks%20#w76559
Respond to classmate 2:
According to Martocchio (2017), “Market-competitive pay systems represent companies’ compensation policies that fit the imperatives of competitive advantage… Compensation professionals build market-competitive compensation systems based on the results of compensation surveys” (cha ...
Compensation benchmarking
Benchmarking is a process of comparing performance metrics and business practices to other organizations in order to identify areas for improvement. It involves identifying best practices, measuring performance against others, setting targets, and implementing changes based on findings. There are different types of benchmarking including strategic, performance, and process benchmarking. The benchmarking process involves planning, collecting data from benchmarking partners, analyzing performance gaps, and improving practices. Benchmarking helps organizations learn from others, improve performance, and prioritize resources.
Compensation
This document provides an overview of job evaluation including:
1. Defining job evaluation and its objectives such as ensuring fair wages and competitive compensation.
2. Describing common job evaluation methods like grading, ranking, and factor comparison.
3. Discussing the benefits of job evaluation in promoting pay fairness and supporting HR functions.
COMPENSATION and BENEFITS.pptx
This document discusses compensation and benefits for employees. It begins by outlining the core values of the merging company which focused on customer service, flexibility in work location, and continuing education. It then discusses the goals of developing a compensation plan which are to attract, engage, and retain employees through competitive plans. The document outlines various types of compensation such as salary, hourly wages, piece work, and incentives like commissions, bonuses, and profit sharing. It also discusses developing compensation packages and policies based on both internal and external factors. Mandated benefits like social security, Medicare, unemployment insurance and workers compensation are also summarized.
Exploratory study on rewards and job performance of teachers of public school...
This document summarizes a study that examined the relationship between rewards and job performance of teachers in public schools in Ghana. It used a case study approach and descriptive statistics to analyze data collected from 50 respondents via questionnaire. The results found:
1) Teachers' job performance was highly assessed across various indicators like student performance, teaching methods, punctuality, and relationship with students.
2) There was a significant relationship between the rewards teachers receive and their job performance.
3) Other motivational factors beyond rewards, such as job design and talent management, also contributed to the high performance of teachers.
The study recommends that school management initiate additional reward programs, such as free lunch and access to beneficial loans, to
Project on performance appraisal
This document discusses performance appraisal and provides details about:
1. It defines performance appraisal as a systematic evaluation of employees by supervisors and discusses why appraisals are conducted.
2. It describes different methods of performance appraisal used in companies like behaviorally anchored rating scales, human resource accounting, management by objectives, 360 degree feedback, and the rating scale method used by BMW.
3. It provides an overview of BMW, including that it is a German automaker known for luxury vehicles and motorcycles, and discusses BMW's operations in India including its assembly plant in Chennai.
Reward System and Employee Performance in Three Selected Companies in Port Ha...
Reward System and Employee Performance in Three Selected Companies in Port Ha...International Journal of Business Marketing and Management (IJBMM)
The aim of this study is to investigate reward system and employee performance in three selected
companies such as Nestle Plc, Mumudia Integrated services and Bucebal ventures limited in Port Harcourt,
Rivers State. The study also shows how employees improve its performances in a reward system. Questionnaire
was used as instrument and 60 questionnaires were issued and while 50 questionnaires were retrieved to check
the respondent’s opinion.Human Resource Management (2008)
This document discusses role-based performance appraisal. It begins with an introduction to performance appraisal and discusses using role-based appraisal as an alternative to traditional job-based appraisal given changing work environments. It then addresses four questions related to implementing role-based appraisal, discussing additional roles that could be evaluated, allowing employees flexibility in roles evaluated, and advantages for organizations and employees. It concludes by discussing applications of performance appraisal in Vietnam, including methods used like external evaluations and software.
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PUB 611Seminar in Public Human Resources Administration Questions &.docx
PUB 611Seminar in Public Human Resources Administration Questions &.docx
A Study on Incentives, Rewards and Benefits in an Organization
A Study on Incentives, Rewards and Benefits in an Organization
Instructions Answer discussion questions number one and two. Resp.docx
Instructions Answer discussion questions number one and two. Resp.docx
Exploratory study on rewards and job performance of teachers of public school...
Exploratory study on rewards and job performance of teachers of public school...
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二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Incentives & Rewarding in Social Computing
- 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. 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. 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. 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. 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. 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. 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. 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. 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. 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.