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The purpose of this study is to demonstrate to what extent non-monetary incentives are utilized in the public sector of Turkey and whether non-monetary incentives have the potential to increase the motivation of public employees as much as the monetary incentives. Incentive is any means that makes an employee desire to do better, try harder and exp...
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Although the decision to invest in MICE tourism is tentatively
multifactorial, it has been also addressed as being regionally
diverse. Thus, this study examines the perspectives of the
Jordanian stakeholders on the attributes of the city of Aqaba
that would instigate the investment in MICE. The sample of the
study comprises 253 stakeholders and use...
Citations
... "These usually come as insurance benefit that takes care of medical, dental, and visual issues" [10]. "Some employers may include retirement plans" [13]. "These are particularly valuable when the employer matches their employee's contribution" [13]. ...
... "Some employers may include retirement plans" [13]. "These are particularly valuable when the employer matches their employee's contribution" [13]. "Larger companies may include income replacement plans in cases of short-term disability, long-term disability, or employee compensation pay" [10]. ...
... Employee promotion can be a powerful tool for motivation within an organisation. Promotion acknowledges and rewards an employee's hard work, dedication, and achievements [13]. It's a tangible recognition of their skills and contributions to the organisation, which provide employees with opportunities for career growth and development [17]. ...
The aim of this study is to examine the effect of non-monetary compensation on employees performance in the transmission company of Nigeria. Man is generally perceived as an economic man, as his economic well being is what fuels his desire to give his best for the growth and sustainability of his organisation. Over the years employees have persistently clamoured for better remuneration, thereby leading to agitation between employee union and management. This article identified employee recognition, promotion, praise and office environment as constructs for measuring non-monetary compensation in this study. Through the use of a structured questionnaire, data was collected from a sample size of 214 respondents. Data was analysed using regression analysis via the statistical package of social sciences (SPSS). Findings from the study showed that Praise (PR) = .78-0.63, Promotion (PRT) = .78-0.9, Employee Recognition (ER) =.78-0.24 and Office Environment (OE) = .78-0.14 all have a significant effect on employees performance in the transmission company of Nigeria. The study recommends other non-monetary compensation packages like shopping vouchers, praise dinners and trophies in order to boost productivity in the organisation.
... In the age of the IT Revolution, many IT companies now provide employees with air-conditioned facilities and modern furnishings. Additionally, they offer amenities like well-maintained restrooms, housing options, quality dining facilities, and clean washrooms, all of which can significantly boost employee morale and enhance performance (Yavuz, 2004). ...
... These job-related aspects include challenging tasks, a sense of achievement, the work itself, recognition, responsibility, opportunities for advancement, and the potential for personal and professional growth within the job. Various studies, such as those by Yavuz (2004) and Manni and Faccia (2020), have applied the hygiene-motivation theory to examine the relationship between non-monetary incentives and job performance. The relevance of these theories to the current study can be deduced from their underlying assumptions, emphasizing employees, society, and the environment as central pillars. ...
Sustainability has become a crucial aspect of modern business, extending beyond corporate social responsibility to form an integral part of organizational strategies. This study investigated how sustainable business practices impact the going concern of listed manufacturing companies in Nigeria, focusing on stakeholder inclusiveness, dynamic workplace, and community engagement. The research used an ex-post facto research design, analyzing data from 60 consumer and industrial goods manufacturing companies listed on the Nigerian exchange group as of December 31, 2021. The findings indicated that stakeholder inclusiveness, a dynamic workplace, and community engagement positively and significantly influence the net asset per share of these listed manufacturing companies. In other words, incorporating sustainable business practices can enhance the companies' long-term financial stability and operational continuity. In conclusion, this study emphasizes the potential of sustainable business practices to shape the going concern status of listed manufacturing companies in Nigeria when effectively implemented. It suggests that manufacturing companies should develop and implement a well-balanced sustainability strategy that integrates community engagement, shareholder inclusiveness, and the creation of dynamic workplaces with their core business objectives.
... Padahal, dalam praktiknya, skema insentif dapat bersifat dukungan dan kompensasi material atau kompensasi yang bersifat nonmaterial. Hal ini senada dengan pendapat Yavuz (2004) bahwa ada dua jenis insentif yang umum diberikan, yaitu insentif finansial (uang) dan insentif nonfinansial (penghargaan, promosi). Kedua bentuk insentif itu dapat diposisikan sebagai bagian penting dari "modal" yang dimiliki oleh suatu sumber daya. ...
... Selain faktor motivasi terdapat faktor-faktor lain yang akan memengaruhi hubungan antara motivasi, usaha, dan performansi, yaitu (i) kemampuan berprestasi (Kreitner & Kinicki, 2004;Ivancevich & Matteson, 2002); (ii) kondisi kerja (Kreitner & Kinicki, 2004;Chandrasekar, 2011;Khan dkk., 2012); (iii) atribut individu (Kreitner & Kinicki, 2004); dan (iv) insentif (Yavuz, 2004;Khan dkk., 2012;Al-Nsour, 2012). Artinya, insentif juga merupakan bagian terpenting dari peningkatan motivasi dalam mendorong pertumbuhan dan perkembangan para pihak untuk berkreasi dan berusaha lebih kuat lagi. ...
Labuan Bajo, Nusa Tenggara Timur, merupakan satu dari lima destinasi wisata superprioritas yang sedang dikembangkan Pemerintah Indonesia dalam meningkatkan kunjungan wisatawan. Pengembangan yang dilakukan pada destinasi wisata superprioritas tersebut tidak hanya dari sisi infrastruktur, tetapi juga dari sisi ekonomi kreatif. Subsektor kuliner merupakan subsektor yang paling strategis karena selain dapat memberikan kontribusi tinggi pada pariwisata, juga mampu menjadi pemantik langsung dan tidak langsung peningkatan kesejahteraan masyarakat.Pengembangan industri kuliner di tengah pembangunan destinasi wisata rupanya tidak bisa dilepaskan dari dinamika sosial dan fenomena budaya yang dihasilkan kelompok-kelompok masyarakatnya. Melalui buku ini, kita diajak menyelami pengembangan industri kuliner Labuan Bajo yang sebenarnya memiliki titik unggul, tetapi juga menyimpan permasalahan. Terlebih lagi, pada situasi pandemi Covid-19, sektor pariwisata termasuk sektor yang paling terdampak.Rumusan skema insentif yang cocok bagi pengembangan industri kuliner di Labuan Bajo disajikan dalam buku ini. Buku ini diharapkan dapat menjadi basis evidence bagi pengambil kebijakan dan pelaku pariwisata dalam ikut serta menghadirkan produk kuliner unggulan di satu sisi dan di sisi lain memperkuat mekanisme kemampuan daya tahan dalam menghadapi situasi kedaruratan, seperti pandemi.
... Thus, many organizations consider flexible working hours as one of the vital benefits provided to the employees. Yavuz (2004) claims that flexible working hours is the most frequently used non-monetary incentive provided to the employees. As flexible working hours help organizational employees arrange their work in an easy schedule without compromising productivity, it has an impact on the employee satisfaction which in turn stimulate the employees to remain and work for the same organization (Nisar & Siddiqui, 2019). ...
The aim of this study was to examine the effects of fringe benefits on employee loyalty in the context of university teachers. The study sample consisted of 100 university teachers who were randomly selected from both private and public universities situated in Khulna city of Bangladesh. Data were collected through a self-administered questionnaire survey. To test the study hypotheses, data were analyzed employing correlation and multiple regression analysis tools. Results of correlation analysis reveal that fringe benefits (insurance & retirement benefits, payments for time not worked, education & development opportunities, flexible working hours, and employee welfare benefits) are positively related to employee loyalty. Regression statistics shows that 25.6% variance of employee loyalty can be explained by the fringe benefits. The study findings also indicate that flexible working hours (β = 0.296, Sig. = 0.001) has the most significant contribution in explaining employee loyalty among the university faculty members employed in Khulna city of Bangladesh.
... Findings also revealed that there was significant impact of non-financial reward and interns' motivation than financial rewards. Findings are consistent with the previous researches and ( Varma and Agarwal;1994, Criffeth, Hom; (Yavuz, 2004), Henderson, (1994 have reported the impact of financial and non-financial rewards on employee motivation is positive and significant. ...
... Extrinsic motivation includes rewards such as increased pay, recognition, praise or promotion, and punishment such as disciplinary action, withholding pay, or criticism. According to Yavuz (2004), each person is motivated by different things and it is important to know how they are motivated in order to direct motivation towards the realization of organizational goals. Reviewing the theories of motivation helps us to understand what drives people to initiate action and to engage in certain practices in the workplace. ...
... According to Yavuz (2004), Non-monetary incentives are the tangible rewards, social practices or job related factors that are used in an organization to motivate employees without direct payment of cash. According to , creating a fun, challenging and empowered work environment in which individuals are able to use their abilities to do meaningful jobs for which they are shown appreciation is likely to be a more certain way to enhance motivation, commitment and performance, which are called non-financial rewards. ...
Abstract:
The organizations have to compete with many other organizations in the same industry. As a result, they must identify the requirements of the internal and external environments, as well as their own, in order to produce the best results.Strategic planning is an essential process for all organizations. As we all know, what most of the people in Sri Lanka believe is that Sri Lankan public universities have failed to achieve their targets well. The strategic planning aspect of Sri Lankan public universities is poor and they have failed to achieve the strategic objectives well. This is highlighted as an important requirement of the strategic plan for public sector universities that can make radical changes. But most public universities failed to come up with the most suitable strategic plan for them, which was investigated in this study. The researcher collected the information from multiple sources, in-depth desk research, and in-depth interviewresearch to identify the barriers to strategic planning in public sector universities. This study used a purposive sampling method to collect data and conducted seven key in-depth interviews with university system strategic directors and registrars. The researchers identified six new themes as barriers in the strategic planning process. Lack of awareness in the strategic planning process, digital adoption, solidarity, transformation in management skills, impact on the external environment, and public perception via social media and media.
Keywords:
Barriers, Strategic Planning, Universities, Strategy, Multi-sources
... Terdapat dua jenis insentif yang umum diberikan antara lain insentif finansial (berupa uang) dan insentif nonfinansial (berupa penghargaan, promosi jabatan, dan lain-lain) (Yavuz, 2004). Pemberian insentif finansial cenderung memiliki pengaruh yang lebih besar dibandingkan dengan Kegiatan pengabdian kepada masyarakat ini bertujuan untuk membantu upaya peningkatan kinerja para operator di CV Sense of Life Group, dengan mengimplementasikan pendekatan manajemen kinerja dan simulasi pemberian insentif. ...
Permasalahan tenaga kerja akan menjadi masalah yang besar di suatu perusahaan, sehingga butuh ilmu manajemen dalam menanganinya. Salah satu bidang manajemen sumberdaya manusia adalah pengukuran kinerja dan pemberian insentif karyawan. CV Sense of Life Group berupaya untuk meningkatkan motivasi kerja operator melalui penerapan sistem manajemen kinerja dan pemberian insentif. Sistem kompensasi yang diterapkan saat ini masih bersifat subjektif dan diduga belum dapat meningkatkan kinerja operatornya. Oleh karena itu, tim pengabdian masyarakat mencoba menerapkan manajemen kinerja dengan membuat alat ukur kinerja, mengukur kinerja dan memberikan rincian insentif yang dapat dijadikan acuan perusahaan. Alat ukur kinerja dibuat dengan pendekatan metode AHP, visualisasi pengukuran kinerja dibantu oleh Microsoft Excel dan insentif diberikan per bulan dengan dasar rank hasil kinerja
... These class of non-financial incentives are also called task-related non-financial incentives used by organizations to motivate employees intrinsically (Yavuz, 2004). They denote job factors that lead to intrinsic motivation of employees in the work place (Lai, 2009). ...
The study examined the relationship between non-financial incentives and workers’ motivation in Akwa Ibom State Civil Service exploring five key variables of continuing professional development, performance feedback, employee employment, employee participation in decision-making and task autonomy. Survey research design was adopted involving the use of questionnaire to gather data from 392 respondents drawn from a population of 20465 civil servants in state using Taro Yamene Sample Size Determination Table. The sample was drawn across all ministries and departments through stratified and convenience sampling techniques. Data collected were analysed using descriptive and inferential statistics. Hypotheses were tested at 0.05 level of significance. The five dimensions of non-financial incentives were positively correlated with workers’ motivation from the results of the analysis. Continuing Professional Development (CPD) had the highest correlation value (r = 0.33, P<0.01). Also, the five null hypotheses were rejected implying that the variables of study influence workers’ motivation in Akwa Ibom State Civil Service, Nigeria with beta coefficients and t-values of CPD (0.29;4.313); PF (0.117; 3.500); EE (0.2.141); PDM (0.182; 2.935), and TA (0.231;2.817). It was concluded that since workers’ motivation is a vital tool to organizational effectiveness and growth, employers should explore more of non-financial incentives in formulating and implementing employee benefits related policies.
... Teachers who are motivated to work energetically and creatively toward the accomplishment of school organizational mission and vision are one of the most important inputs to organizational success. Sequentially, the challenge for the school organization is to ensure that their teachers are highly motivated to join school inservice trainings (YAVUZ, 2004). ...
The expertise of in-service teachers plays a vital role in forming and honing the basic education of the learners hence in-service training (INSET) for teachers is deemed necessary. INSET for teachers is a training that is given to public school teachers during the course of service. It is a process by which teachers are taught and trained the skills that are needed for the job and teaching in totality. Moreover, school INSET for teachers includes interaction which contains the roles assume which involves the assumption of task/s assigned of the school head and teacher-participants, verbal language which is customarily structured system of vocal sounds that communicates meaning between individuals, and non-verbal language which includes visual cues and indications such as body language but also the use of voice, touch, distance, and physical environments. Related literatures and studies shown that school in-service training had influenced the teacher's personal and professional development. There were countless identified INSET best practices characterized as collaboration, engagement, feedback and follow-through activities. Strict implementation of training needs assessment (TNA) before the conduct of in-service training, adequate INSET budget and time for planning, expert and skillful resource speakers during the INSET implementation, drawing out of training expectations, grouping of teachers according to their specialization, inclusive checking of participants' output, and consideration of best practices in future in-service training is highly recommended. Thus, the professional development of teachers in their respective workplace is a key to sustainable growth in the field of teaching.
... Previously, psychology research papers illustrated that non-monetary rewards seem to provide greater results regarding employee motivation [5]. However, the literature shows that not all types of non-monetary rewards provide a positive impact on employee motivation [6]. Nonmonetary rewards can be classified into 3 groups; "Tangible Non-Monetary Rewards", "Social Non-Monetary Rewards" and "Job Related Non-Monetary Rewards". ...
A challenge for organizations is to increase employee performance and motivation, since the most crucial asset of every organization is manpower. Many companies and factories have started implementing online training platforms under the concept of “Massive Open Online Courses (MOOCs)” in their workplace to foster employee performance. Previously, the mobile application called “HSC MOOC” which is provided by the Halal Science Center, Chulalongkorn Univer-sity, Thailand functioned as a solution that encourages self-learning on online platforms at companies in Thailand. However, the main barrier or risk that occurs when implementing an online platform is the user’s motivation, since the dropout rate is considered as a serious issue regarding MOOCs. Thus, incentive and re-ward were added to online training programs which aimed to motivate employees. Many types of rewards were provided for employees who had met their own company’s expectations. Recently, psychology research papers have illustrated that non-monetary rewards seem to provide greater results on the side of employee’s motivation. However, not all types of non-monetary rewards provide positive impact on employee’s motivation. Therefore, the aim of this research is to present the effect of different non-monetary rewards on employee performance. Ninety volunteer employees from a food manufacturing company in Chiang Mai, Thailand participated in this research. The experiment was divided into two sections. The first section aimed to measure the motivation of employees which based on different non-monetary rewards. The questionnaire for measuring Valence, Instrumentality, and Expectancy variables (VIE theory) was deployed to test employee motivation in 3 different groups; “Tangible Non-Monetary Re-wards”, “Social Non-Monetary Rewards” and “Job Related Non-Monetary Re-wards”. The test consisted of 10 items using a 5-point Likert scale. The second experiment aimed to reveal which type of non-monetary reward is the most suitable for motivating employees in participating and completing the course in MOOCs. Participants in different groups were assigned to learn via MOOCs on their mobile device within a period of 30 days. Different types of non-monetary rewards were provided only for participants who had completed certain conditions in MOOCs. The overall results showed that the group of tangible non-monetary rewards reached the significant highest score on the VIE questionnaire and over 60% of participants exposed to tangible non-monetary rewards completed the course’s conditions in MOOCs.
... Insentif non-finansial terdiri dari insentif yang tidak melibatkan pembayaran dalam bentuk uang, seperti pengakuan lisan atau tertulis karena kerja yang baik dan ikut berpartisipasi dalam pengambilan keputusan (Yavuz, 2004). Dapat dicatat bahwa para karyawan dapat termotivasi bukan hanya karena insentif finansial tetapi juga karena insentif non-finansial. ...
... Dapat dicatat bahwa para karyawan dapat termotivasi bukan hanya karena insentif finansial tetapi juga karena insentif non-finansial. Insentif non-finansial adalah insentif (reward) yang bersifat nyata dan lebih ke arah prakteksosial yang digunakan dalam suatu organisasi untuk memotivasi karyawan tanpa menggunakan imbalan secara langsung berupa uang (Yavuz, 2004). Insentif non-finansial memili keuntungan yang lebih nyata dan lebih efektif dalam memotivasi seseorang karena memiliki keberagaman cara yang tidak hanya terpaku oleh uang saja. ...
... Hal itu terkadang lebih berharga dari sebuah hadiah uang belaka. Insentif non-finansial yang lebih bersifat praktek sosial ini akan bisa lebih memacu motivasi instrinsik manusia yang lebih bersifat secara psikologis karena motivasi instrinsik bisa tumbuh akibat terpenuhinya kebutuhan psikologis manusia seperti faktor kompetensi dan otonomi (Yavuz, 2004). Hal ini bisa dikorelasikan dengan teori kebutuhan dasar yang menyebutkan bahwa manusia memiliki tiga kebutuhan yakni needs for power,needs for achievement, dan needs for affiliation (McClelland, 1975). ...
ABSTRAK :Pemberian insentif sering digunakan untuk meningkatkan produktivitas para staf karyawan. Terdapat dua jenis insentif yang dapat diberikan yaitu insentif finansial dan insentif non-finansial. Penelitian ini bertujuan untuk mengetahui perbandingan tingkat kepentingan dan kepuasan antara insentif finansial dan insentif non-finansial bagi staf karyawan lapangan dan kantor. Pengumpulan data dilakukan dengan menyebarkan kuesioner yang ditujukan kepada para staf pada lima perusahaan kontraktor di Surabaya. Dari 98 responden didapatkan bahwa tunjangan hari raya merupakan insentif yang penting bagi staf karyawan baik kantor maupun lapangan. Setelah diteliti lebih lanjut, ternyata korelasi peringkat kepentingan mengenai insentif yang didapat antara staf karyawan lapangan dan kantor memiliki hubungan yang kuat antara satu sama lain. Dilihat dari tingkat kepuasan, staf karyawan lapangan dan staf karyawan kantor mayoritas sudah merasakan kepuasan dari insentif yang telah mereka dapatkan. KATA KUNCI : insentif finansial, insentif non-finansial, kepentingan, kepuasan. 1. PENDAHULUAN Aspek motivasi menjadi salah satu faktor penting yang dapat menentukan semangat dan kinerja para karyawan pada proyek konstruksi. Oleh karena itu, pemahaman mengenai faktor-faktor yang mendukung motivasi para karyawan pada proyek konstruksi menjadi sangat penting agar pelaksanaan proyek konstruksi dapat berlangsung dengan baik. Salah satu faktor yang paling sering dibahas dan dianggap paling ampuh dalam meningkatkan motivasi kerja adalah insentif.Insentif adalah suatu sarana memotivasi berupa materi, yang diberikan sebagai suatu perangsang ataupun pendorong dengan sengaja kepada para karyawan agar dalam diri mereka timbul semangat yang besar untuk meningkatkan produktivitas kerjanya dalam organisasi (Gorda, 2004).Insentif sendiri dapat dibedakan menjadi insentif financial dan insentif non-finansial (Manullang, 1981). Penelitian ini bertujuan melengkapi informasi-informasi yang ada terkait dengan penelitian-penelitian sebelumnya yang hanya terbatas padafaktor motivasi dan demotivasi secara umum. Belum ada penelitian yang dilakukan untuk mengetahui lebih lanjut tentang salah satu faktor utamanya, yaitu insentif. Hasil dari penelitian diharapkan akan menjadi informasi yang berguna dan dapat dimanfaatkan oleh pengguna jasa dalam rangka meningkatkan motivasi karyawan agar lebih terampil sehingga kinerja pelaksanaan proyek konstruksi dapat berlangsung dengan lebih baik.
