• The Journal of Economics, Marketing and Management
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• v.7 no.1
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• pp.15-25
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• 2019

Purpose - This paper attempts to derive effective performance-reward strategies for SMEs to raise the valence for their employees while using their relatively limited resources, which is one of the primary concerns raised by SME CEOs. Research design, data, and methodology - This paper draws on the four question items such as the financial/direct factors, the financial/indirect factors, the non-financial/direct factors and the non-financial/indirect performance-reward factors to shed light on the most important factors and aspects that need improving, using the AHP and IPA. Results - The overall findings on the SMEs' performance-reward factors of interest here are indicative of the need for rectifying their performance-reward systems. Conclusions - SMEs' performance-reward factors of interest here are indicative of the need for rectifying their performance-reward systems. In particular, despite the fact that SMEs can hardly offer high wages or bonuses as large enterprises do, the expectancy theory suggests it is better to reward employees as per a valid common system, while the equity theory underscores the need to maintain and reinforce the fairness in distribution, procedures and interactions.

• Journal of Korean Academy of Nursing Administration
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• v.15 no.3
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• pp.434-443
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• 2009

Purpose: This study was performed to measure nurses' perception of reward, organizational commitment, turnover intention, and to examine the effect of the first two variables on turnover intention. Methods: This study was cross-sectional survey. Data were collected from 400 nurses working at 8 general hospitals in 6 cities from May 28 to July 18, 2008. Result: Nurses perceived that reward was 'important', and organizational commitment and turnover intention were 'middle'. Being under 30 years old the unmarried staff nurses' organizational commitment was significantly low in statistics and their turnover intention was high. The only financial reward had a positive relationship with turnover intention, and organizational commitment had a negative relationship. The influence variables on turnover intention were affective commitment, period of expected work, financial reward, age, normative commitment, and the explanation power of them was 57.2%. Conclusion: It is concluded that the manager working at a small-middle sized general hospitals in Korean provinces should develop and apply the strategies that can improve nurses' organizational commitment. And they also have to make their organizational reward system keep appropriately.

• Journal of Korean Academy of Nursing Administration
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• v.3 no.2
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• pp.41-59
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• 1997

This study surveyed nurses' value of reward and recognition level of organizational reward, and measured the fit of both. It also looked into the relationship between the reward fit and attitude of nurses toward their job and organization (job involvement${\cdot}$organizational commitment). It was planned to suggest the alternative of a future reward system. The sample consisted of 625 nurses of 8 private University Hospitals. Data for this study was collected from Mar. 25 to Apr. 17 by structured questionnaire. This study examined the differences of nurses' value of reward by their demographic characteristics, and looked into the relationship between the reward fit and job involvement${\cdot}$organizational commitment. Four instruments and a demographic questionnair were used to collect the data. Developed for myself and repaired by panel of judges, the value of reward scale and organizational reward scale consisted of 34 items on five points Likert-type scale. Developed by Kanungo and repaired by panel of judges, the job involvement scale measured overall job involvement on 7 items. The organizational commitment scale was developed by Mowday et al and repaired by panel of judges on 10 items. The data was analyzed by frequency, percentage, ranking, one-way ANOVA, Pearson's correlation coefficient, Chronbach alpha coefficient, t-test, SNK test, factor analysis with SPSS/PC+ progra,.Major findings are as follows 1. The mean of nurses' value of reward is 4.2435 and job content rewards are seen as the most important(M=4.5532). The following orders are seen as follows; financial rewards(M=4.4181), human realtion rewards(M=4.4130), establishment ${\cdot}$ facilities rewards(M=4.1632), professional rewards(M=4.1117), social status or prestige rewards(M=3.9228), career rewards(M=3.8816). Of 34 indivisual reward factors, the retainment allowance is seen to be thought of as the most important thing. 2. The mean of nurses' actual reward is 2.6035. The actual reward responded to the most extremely offered is job content rewards. The following orders are seen as follows ; human relation rewards(M=2.9420), financial rewards(M=2.7682), professional rewards(M=2.4601), social status or prestige rewards(M=2.3696), career rewards(M=2.3466), establishment ${\cdot}$ facilities rewards(M=1.9364). Of 34 indivisual reward factors, medical insurance benefits are felt to be most extremely offered. 3. The mean of fit of reward is -1.6874 and that means actual reward doesn't egual the value of the reward. What is offered mostly to nurses' value of reward is human relation rewards. The following orders are seen as follows; job content rewards(M=-1.5938), career rewards(M=-1.6381), social status of prestige rewards(M=-1.6382), financial rewards(M=-1.6836), professional rewards(M=-1.6854), establishment${\cdot}$facilities rewards(M=-2.3130). Of 34 indivisual factors, the item of fered most closely to nurses' value of reward is seen as the participation in educational programs at the nursing department of the hospital. 4. The mean of nurses' job involvement is 3.1987 and SD is 0.5667. 5. The mean of murses' organizational commitment is 2.9348 and SD is 0.6124, that is seen as a little lower than job involvement. 6. Significant value of reward differences were found among nurses by their demographic characteristics such as married status, tenure, academic career. 7. The fit of reward was significant related to job involvement and organizational commitment. When generalizing the result of this study, the value of reward, which nurses consider important and appropriate offers a reward that corresponds to the nurses' value of reward. This increases nurses' job and organization devotion further, as well as hospital effectiveness. It appears that nurses have recognized that the present reward offered in hospitals doesn't come up to their expectations so I think it is urgent to plan and perform the new reward system which is in accord with the nurses' reward fit.

• Management Science and Financial Engineering
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• v.18 no.1
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• pp.13-20
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• 2012

This paper considers a revenue maximization problem on a single processor. Each job is identified as its processing time, initial reward, reward decreasing rate, and preferred start time. If the processor starts a job at time zero, revenue of the job is its initial reward. However, the revenue decreases linearly with the reward decreasing rate according to its processing start time till its preferred start time and finally its revenue is zero if it is started the processing after the preferred time. Our objective is to find the optimal sequence which maximizes the total revenue. For the problem, we characterize the optimal solution properties and prove the NP-hardness. Based upon the characterization, we develop a branch-and-bound algorithm for the optimal sequence and suggest five heuristic algorithms for efficient solutions. The numerical tests show that the characterized properties are useful for effective and efficient algorithms.

• The Journal of Information Systems
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• v.30 no.2
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• pp.1-27
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• 2021

Purpose Even if many startups firms have developed innovative items and a potential for success, they often have a limited financial resources, which makes them difficult to do business. To overcome this financial difficulty, startups have used one of fintech services, called crowdfunding that can be a good alternative to solving the difficulty of financing. The purpose of this study is to empirically validate the proposed research model that investigates the reasons of trusting crowdfunding platform, which positively leads to two outcomes - intention to participate and word-of-mouth for reward-based crowdfunding project. Design/methodology/approach We proposed several factors categorized as trust, information quality, and platform traits that have a positive impact on trust of crowdfunding platform, which positively leads to intention to participate and word-of-mouth of crowdfunding. The collected(n=285) from individuals who have participated in crowdfunding project was analyzed with SmartPLS 3.0 to test proposed hypotheses. Findings The results showed that all proposed variables (website reputation, crowdfunding familiarity, digital storytelling, information quality, and interaction) had a significant impact on crowfunding platform trust with exception of product differentiation. In addition, crowfunding platform trust was positively associated with participating intention and word-of-mouth. Based on findings, we discussed the research results and implication alone with a direction for future studies.

• The Journal of Information Systems
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• v.31 no.3
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• pp.89-108
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• 2022

Purpose The purpose of this study is to clarify the conceptualizations of mandatory and reward that have come into focus in the definition of digital shadow work. And explore how users in a shared services environment view cost and coercion from the perspective of digital shadow work. Design/methodology/approach We conducted one-on-one interviews with 4 participants, with each interview being an average of 25 minutes. Based on literature review, stakeholder observation, and interviews on digital shadow work so far, very objective results can be derived through triangulation based on the basis of multiple sources. Findings According to the results of the preliminary study, there are some rewards for each type of digital shadow work, but time saving and service convenience are considered more than financial rewards. Unfair demands in determining whether to implement them in consideration of the difficulty and expected benefits of the demanding digital work can cause dissatisfaction with the service. Academic implications and future research directions are also discussed.

• Clinical Psychopharmacology and Neuroscience
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• v.16 no.4
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• pp.449-460
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• 2018

Objective: Prior functional magnetic resonance imaging (fMRI) work has revealed that children/adolescents with disruptive behavior disorders (DBDs) show dysfunctional reward/non-reward processing of non-social reinforcements in the context of instrumental learning tasks. Neural responsiveness to social reinforcements during instrumental learning, despite the importance of this for socialization, has not yet been previously investigated. Methods: Twenty-nine healthy children/adolescents and 19 children/adolescents with DBDs performed the fMRI social/non-social reinforcement learning task. Participants responded to random fractal image stimuli and received social and non-social rewards/non-rewards according to their accuracy. Results: Children/adolescents with DBDs showed significantly reduced responses within the caudate and posterior cingulate cortex (PCC) to non-social (financial) rewards and social non-rewards (the distress of others). Connectivity analyses revealed that children/adolescents with DBDs have decreased positive functional connectivity between the ventral striatum (VST) and the ventromedial prefrontal cortex (vmPFC) seeds and the lateral frontal cortex in response to reward relative to non-reward, irrespective of its sociality. In addition, they showed decreased positive connectivity between the vmPFC seed and the amygdala in response to non-reward relative to reward. Conclusion: These data indicate compromised reinforcement processing of both non-social rewards and social non-rewards in children/adolescents with DBDs within core regions for instrumental learning and reinforcement-based decision-making (caudate and PCC). In addition, children/adolescents with DBDs show dysfunctional interactions between the VST, vmPFC, and lateral frontal cortex in response to rewarded instrumental actions potentially reflecting disruptions in attention to rewarded stimuli.

• Journal of Industrial Convergence
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• v.21 no.2
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• pp.9-16
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• 2023

This study analyzed the effect of manager's ability on compensation policy (compensation level and performance-reward sensitivity). To this end, the final 14,150 company-year data were used for KOSPI and KOSDAQ listed companies excluding the financial industry from 2012 to 2019. As a result of the empirical analysis, the higher the manager's ability, the higher the next reward level (the manager's ability hypothesis), but the performance-reward sensitivity decreased. This confirms the manager ability hypothesis through a positive (+) relationship between manager ability and compensation, and means that high compensation for manager ability may be additional compensation for manager ability other than performance, rather than due to performance. This study differs from previous studies and has contributions in that it examines the more complex effects of managerial ability and compensation system.

• Proceedings of the Technology Innovation Conference
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• 1999.06a
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• pp.140-174
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• 1999

This study proposed the model of research describing the positive impact of fitness between career orientations and reward systems on the performance of R&D professionals. To prove the propositions of the model, a questionnaire survey was conducted 204 professionals in 19 R&D research institutes related with electronics and communication industries provided answers for the questionnaire. The results of the survey were summarized in the following. 1) Career orientations of R&D professionals can be categorized into three dimensions : managerial, technical/professional, and project orientation. 2) The rewards consist of four dimensions : financial, social status, job content, and professional reward. 3) The age and tenure of R&D professionals has the negative impact on the project orientation. 4) The education level of R&D professionals has the positive impact on the professional orientation. 5) The sex was found as insignificant variable career orientation. 6) The person with strong prefers social status rewards to other rewards, the professional orientation is prefer to professional rewards, and the project orientation is prefer to job content rewards. 7) For the professionals with professional and project orientation, the congruence with each reward delivered positive impact on job satisfaction, job involvement, and organizational commitment. However it created negative impact on turnover intention and job stress.

• Journal of Internet Computing and Services
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• v.23 no.3
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• pp.47-56
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• 2022

The safe driving reward system aims to reduce the loss of life and property by reducing the occurrence of accidents by motivating safe driving and encouraging active participation by providing direct reward to vehicle drivers who have performed safe driving. In the case of the existing digital tachograph, the goal is to limit dangerous driving by recording the driving status of the vehicle whereas the safe driving reward system is a support measure to increase the effect of accident prevention and induces safe driving with financial reward when safe driving is performed. In other words, in an area where accidents due to speeding are high, direct reward is provided to motivate safe driving to prevent traffic accidents when safe driving instructions such as speed compliance, maintaining distance between vehicles, and driving in designated lanes are performed. Since these safe operation data and reward histories must be managed transparently and safely, the reward evidences and histories were constructed using the closed blockchain Hyperledger Fabric. However, while transparency and safety are guaranteed in the blockchain system, low data processing speed is a problem. In this study, the sequential block generation speed was as low as 10 TPS(transaction per second), and as a result of applying the acceleration function a high-performance network of 1,000 TPS or more was implemented.