2013
DOI: 10.1007/s11846-013-0107-3
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Who benefits from benefits? Empirical research on tangible incentives

Abstract: Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in… Show more

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Cited by 14 publications
(9 citation statements)
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References 31 publications
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“…As individuals strive for social esteem and recognition (Bandura 1986;Ellingsen and Johannesson 2007;Stajkovic and Luthans 2003), the value of earning a tangible incentive is enhanced (Jeffrey and Shaffer 2007). Rewarding employees for good performance and showing respect and appreciation by means of non-monetary incentives may thus have a positive effect on employees' effort choices (Ellingsen and Johannesson 2007;Hammermann and Mohnen 2014b;Kube et al 2012). Therefore, we suggest that non-monetary incentives may lead to higher performance compared to monetary incentives.…”
Section: Effectiveness Of Monetary Non-monetary and Mixed Incentivesmentioning
confidence: 87%
See 1 more Smart Citation
“…As individuals strive for social esteem and recognition (Bandura 1986;Ellingsen and Johannesson 2007;Stajkovic and Luthans 2003), the value of earning a tangible incentive is enhanced (Jeffrey and Shaffer 2007). Rewarding employees for good performance and showing respect and appreciation by means of non-monetary incentives may thus have a positive effect on employees' effort choices (Ellingsen and Johannesson 2007;Hammermann and Mohnen 2014b;Kube et al 2012). Therefore, we suggest that non-monetary incentives may lead to higher performance compared to monetary incentives.…”
Section: Effectiveness Of Monetary Non-monetary and Mixed Incentivesmentioning
confidence: 87%
“…As outlined in Sect. 3.1. non-monetary incentives can address employees' need for acknowledgement (Ellingsen and Johannesson 2007;Hammermann and Mohnen 2014b;Kube et al 2012). However, the most appropriate type of incentive to reward and acknowledge employees might differ between men and women.…”
Section: Gender Differences In the Effectiveness Of Monetary Non-monmentioning
confidence: 99%
“…This benefit is more likely to be provided to the employees on managerial positions, particularly top management (Hammermann, 2014).…”
Section: Frequencies Of Particular Employee Benefits In Spontaneous Rmentioning
confidence: 99%
“…Designing and implementing an award program that helps a firm obtain long‐lasting competitive advantage is difficult. As the survey by Jeffrey, Dickinson, and Einarsson () on the use of reward and recognition awards shows, managers using awards so far cannot base their decisions on high‐quality information (see also Hammermann and Mohnen, : 327). A number of human resource experts claim that “most recognition programs reward the wrong things” (Weber, ).…”
Section: Introductionmentioning
confidence: 99%