Reward Management A Handbook Of Remuneration Strategy And Practice

By Mario Aachen. 2016

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Attractiveness of non-financial rewards for prospective knowledge workers: An experimental investigation (2015, background): “…benefits, but also intangible non-cash elements such as scope to achieve and exercise responsibly, career opportunities, learning and development, the intrinsic motivation provided by the work itself, and the quality of working life provided by the organisation” (Armstrong and Murlis, 2004, p. 11).”
Transformational Leadership, Transactional Leadership, and Employee Creativity in Entrepreneurial Firms (2018, background): “The reward infrastructures of modern organizations are composed of two major categories: financial and nonfinancial (Armstrong & Murlis, 2007; Milkovich & Newman, 2008).”
Leadership Styles and Employees’ Commitment: Empirical Evidence From Nigeria (2019, background): “…work environment, core values of an organization, career advancement opportunity, recognition, and employees’ engagement, among others, have been adduced to be responsible for enhanced employee and organizational performance (Armstrong & Murlis, 2004; Armstrong & Taylor, 2014; Popli & Rizvi, 2016).”
Relationships among Emotional and Material Rewards, Job Satisfaction, Burnout, Affective Commitment, Job Performance, and Turnover Intention in the Hotel Industry (2020, background): “The reward system includes financial rewards (i.e. incentive, benefits) as well as non-financial rewards (i.e. recognition, empowerment) (Armstrong & Murlis, 2004).”