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Journal Article
01/01/2022
Unrecognized, but Corrosive: Caste Inequalities in Global Workplaces and Employee Well-Being
As the hitherto unrecognized issue of caste inequalities in workplaces around the world gains recognition (see Attri et al. 2021; Bapuji and Chrispal 2020; Chrispal et al. 2021), it is important for managers to understand the caste system, its effect on individuals and their well-being.
Author(s):
Hari Bapuji, Rahul A. Kamble, Ritesh Kumar
Journal Article
12/16/2021
Rewards Management Survey: Employee Financial Well-Being
Each report explores a different aspect of reward management: The impact of COVID-19 on finances, pay decisions and forecasts;Management of base pay, variable rewards and recognition;Employee financial well-being;Employee benefits;Rewards fairness;The living wage.; The survey took place in October 2020 and garnered insights from 420 reward professionals spanning the private (67%), public (15%) and voluntary (16%) sectors.
Author(s):
Charles Cotton, Liz Marriott, Stephen J. Perkins, DPhil. (Oxon)
Journal Article
07/04/2022
Enhancing HR Performance with the Application of Blockchain
The app records and encrypts relevant HR data such as work attendances (based on facial recognition), work contracts, shifts, orders and reviews and feedback from recruiters.
Author(s):
Pankaj M. Madhani
Journal Article
12/16/2021
Workplace Well-Being Deserves a Fresh Look
The leading multiple-choice pick was HR policies, at 74%, followed by development/performance management (62%); compensation (45%); recognition (33%); benefits (29%); and recruiting (6%).
Author(s):
Beth M. Ritter, Jim Fickess
Journal Article
12/05/2022
The Algorithmic Management of Pay for Gig Platform Workers: Design Considerations for Higher Work Motivation
Gagné and Forest (2008, 2020) went further by outlining how different compensation characteristics are likely to influence the satisfaction of these three psychological needs and consequently work motivation: Absolute income level has been shown to increase intrinsic motivation as it signals the recognition of high competence and the value of the employee to the organization (Kuvaas 2006).
Author(s):
Marylène Gagné, Xavier Parent-Rocheleau
Journal Article
06/02/2023
Leveraging Incentives for Future Work Challenges
.; REVISION OF INCENTIVES IS NEEDED TO ADDRESS THE FUTURE-OF-WORK CONFLICTS In the context of pandemic-driven workplace transformations, incentives, rewards and recognition remain among the manager’s most effective tools for change ( Schweyer 2021).
Author(s):
Theresa Christina Kaiser, Hanna M. Sittenthaler, Alwine Mohnen
Journal Article
02/27/2025
Employing Age-Friendly Work Practices for Multigenerational Workforces
This might include flexible work arrangements, diverse career development paths and varied recognition and reward systems that resonate with different generational values.
Author(s):
Aeona Magliola, Justine Wan, Cara Clouse, Michael Martin, Beth M. Ritter
Journal Article
05/15/2025
The Widening Productivity-Pay Gap
This used to be a relatively common recognition and was the rationale behind enacting policies in the post-war period that helped ensure that labor’s share of income was high and wage growth was distributed equitably throughout the distribution — in effect that workers were reaping the fruits of their labor.
Author(s):
Hilary Wething, Joe Fast
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