Effects of staff bonus systems on safety behaviors

Mattson, Malin; Torbiörn, Ingemar; Hellgren, Johnny

doi:10.1016/j.hrmr.2013.08.012

Cited by 22 publications

(11 citation statements)

References 35 publications

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“…It is not enough to motivate workers with money alone but could be combined with non-monetary incentives such as recognition to enhance greater productivity (Willis-Shattuck, Bidwell, Thomas, Wyness, Blaauw and Ditlopo, 2008;Mattson, Torbiöm & Hellgren, 2014). Similarly, Chandler, Chonya, Mtei, Reyburn and Whitty (2009) opine that social status expectations, working environments and relationships between different cadres at workplace as nonfinancial motivators goes a long way to ginger workers toward higher performance.…”

Section: Types Of Motivationmentioning

confidence: 99%

Compensation Management and Motivation: Cooking utensils for Organisational Performance

Adeoye¹,

Elegunde²

2014

MJSS

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The achievement of organisational performance is essential for sustainability and continuous existence of the organisation. Obviously, this is a function of employees that are well remunerated and motivated, thus, it is contingent that compensation management and employees motivation should be aligned with the vision, mission and objectives of the organisation. In doing this, the attainment of organisational performance becomes an easy task and it will also reduce the antecedent negative impact of absenteeism, labour turnover, industrial unrest and non-commitment attitude of the employees. Efficient and adequate compensation management and employees motivation will improve organisational productivity and image of the organisation.In order to attract, hire and retain skilful employees that will ensure the achievement of organisational performance, it is therefore; recommended that there should be a periodical review of compensation package. It is against the backdrop of the import of compensation and motivation as cooking utensils for organisational performance that this addressed.

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Section: Types Of Motivationmentioning

confidence: 99%

Compensation Management and Motivation: Cooking utensils for Organisational Performance

Adeoye¹,

Elegunde²

2014

MJSS

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“…This “safety bonus” system may discourage seafarers from reporting actual accidents, because this may reduce cash income of all crew on the ship thus potentially affecting relationships with their colleagues and supervisors. 55 In a totalistic working environment on board, relationships with colleagues and supervisors are extremely important. For seafarers, to make an OHS complaint, may make them into “troublemakers” on board.…”

Section: Resultsmentioning

confidence: 99%

“…Furthermore, the fact that “the ship is like a big family” means that speaking out on health and safety is problematic, an issue that can be further exacerbated by safety bonuses and other economic incentives that may contribute to underreporting. 55…”

Section: Concluding Discussionmentioning

confidence: 99%

Occupational Health and Safety Challenges From Employment-Related Geographical Mobility Among Canadian Seafarers on the Great Lakes and St. Lawrence Seaway

Shan

Lippel

2019

New Solut

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Seafaring involves multiple patterns of mobility. Ships are mobile workplaces that connect and disconnect from land. Many move within and between national boundaries. Maritime labor forces are recruited from multiple locations engaging in varying commutes to and from homeports—international commutes for international labor forces and internal commutes for national labor forces. Mobilities expose seafarers to a range of occupational health and safety hazards, which can be exacerbated by mobility-related constraints on regulatory protections. Based on legal analysis and twenty-five semi-structured interviews with Canadian seafarers, managers, and key informants, this exploratory study examines how employment-related geographical mobility may create occupational health and safety challenges for Canadian seafarers working on the Great Lakes and the St. Lawrence Seaway. Findings show that few legal instruments are available to protect seafarers from commuting-related occupational hazards and that occupational health and safety challenges are numerous. Seafarers’ occupational health and safety rights on board are restricted and they are systemically discouraged from raising safety concerns.

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“…This phenomenon would explain the lower individual performances of the employees in collective financial incentive systems compared to that of the employees who are evaluated and rewarded individually, and it might explain to a certain degree the lack of efficiency of pay for performance programs that have been reported in certain studies (e.g. Mattson et al, 2014). It would also explain the differences between them in what regards distributive and procedural justice, since the pay allocated to each individual is more dependent on his/her individual performance in the latter case than in the programs in which the main factor is the performance of the whole team.…”

Section: Discussionmentioning

confidence: 99%

Efficiency of Pay for Performance Programs in Romanian Companies and the Mediating Role of Organizational Justice

Urieși¹

2017

Scientific Annals of Economics and Business

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The present research examined the influences of pay for performance programs on employee performance in the Romanian context, by comparing a sample of employees in companies in which such programs are implemented to a sample of employees in organizations in which performance is not used as a criterion in deciding financial rewards. Results show that the work performances of the former, as evaluated by the direct supervisors of each employee, are significantly higher than those of the latter, and that this effect of performance pay is partly mediated by its positive effects on employee perceptions of distributive and procedural justice. Furthermore, results indicate that the individuallevel financial incentive systems are more efficient in fostering work performance than the teamlevel performance pay programs in the Romanian employee sample, and that they also have stronger effects on the two dimensions of organizational justice.

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Effects of staff bonus systems on safety behaviors

Cited by 22 publications

References 35 publications

Compensation Management and Motivation: Cooking utensils for Organisational Performance

Compensation Management and Motivation: Cooking utensils for Organisational Performance

Occupational Health and Safety Challenges From Employment-Related Geographical Mobility Among Canadian Seafarers on the Great Lakes and St. Lawrence Seaway

Efficiency of Pay for Performance Programs in Romanian Companies and the Mediating Role of Organizational Justice

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