Rewards

The issue of employees ’ performance in furtherance of organisational objectives has occupied management attention for long. Differences in levels of performance have been attributed to differences in skills and abilities on the one hand, and to different theories of money on the other. This study examined the issue of performance-based pay as a motivational tool for achieving organisational performance, using the situation in a manufacturing company in Ghana as a case study. The main objective of the study was to assess the impact of performance-related pay on the motivation of employees and, subsequently, on the achievement of organisational goals. In all, one hundred and fifty respondents took part in the survey. The sample comprised 20 managerial staff and 60 non-managerial staff. The main research instrument was the questionnaire. A two-way ANOVA table was used to test the main hypotheses. The result of the study revealed that the effect of performance-based pay on employee per...

Approaching rewards and avoiding punishments are core principles that govern the adaptation of behavior to the environment. The machine learning literature has proposed formal algorithms to account for how agents adapt their decisions to optimize outcomes. In principle, these reinforcement learning models could be equally applied to positive and negative outcomes, ie, rewards and punishments. Yet many neuroscience studies have suggested that reward and punishment learning might be underpinned by distinct brain systems. Reward learning has been shown to recruit midbrain dopaminergic nuclei and ventral pre-frontostriatal circuits. The picture is less clear regarding the existence and anatomy of an opponent system: several hypotheses have been formulated for the neural implementation of punishment learning. In this chapter, we review the evidence for and against each hypothesis, focusing on human studies that compare the effects of neural perturbation, following drug administration and/or pathological conditions , on reward and punishment learning. Good and evil, reward and punishment, are the only motives to a rational creature: these are the spur and reins whereby all mankind are set on work, and guided. These famous words by John Locke suggest that rewards and punishments are not on a continuum from positive to negative: they pertain to distinct categories of events that we can imagine or experience. Indeed rewards and punishments trigger different kinds of subjective feelings (such as pleasure versus pain or desire versus dread) and elicit different types of behaviors (approach versus avoidance or invigoration versus inhibition). These considerations might suggest the idea that rewards and punishments are processed by different parts of the brain. In this chapter we examine this idea in the context of reinforcement learning, a computational process that could in principle apply equally to rewards and punishments. We start by summarizing the computational principles underlying reinforcement learning (Box 23.1 and Fig. 23.1) and by describing typical tasks that implement a comparison between reward and punishment learning (Box 23.2 and Fig. 23.2). Then we expose the current hypotheses about the possible implementation of reward and punishment learning systems in the brain (Fig. 23.3). Last, BOX 23.1 The first reinforcement learning (RL) models come from the behaviorist tradition, in the form of mathematical laws describing learning curves [82] or formal descriptions of associative conditioning [2]. Subsequently, in the 1980s, computational investigation of RL received a significant boost when it grabbed the attention of machine learning scholars, who were aiming at developing algorithms for goal-oriented artificial agents [1]. In the Continued 291 Decision Neuroscience

Employee motivation at work place is an important area in human resource management that contributes to the performance of the employees. Many organizations are planning new strategies and ways in order to safeguard their employees. Better motivators at work place makes the employees feel satisfied and put more efforts to increase the productivity and profitability of the company. The study analyses the opinion of employees on motivational factors at work place and basing on the response, the statistical tools like factor analysis and chi-square test are applied. The results of the study are very useful to every company which needs to manage its employees and make them satisfied at work place. The study helps in retaining the employees in the company for a long time.

The popularity of loyalty programs worldwide shows that this is one of the most efficient marketing tools in highly competitive markets to retain customers. The saturation of loyalty schemes themselves can lead to a fierce competition between firms to gain wider penetration for their cards. The experience of the  customers regarding adoption of loyalty programs can affect their attitude towards the different attributes of the programs. We found that more experienced customers evaluate the importance ofthe soft attributes of the loyalty schemes higher.

This thesis is to study the relationship between extrinsic rewards and how it could affect employees' motivation in an organization. There are four dimensions of extrinsic rewards that had been used for this thesis; pay/salary, monetary bonuses, job promotion, and fringe benefits.

Fly- and lions-pendants are known as royal military rewards since the end of the XIXth century, but it is the German Egyptologist Kurt Sethe who, the first one, tried to explain the symbolism of these two animals in a military context. Up to him, the feline-pendant must have granted the military man who fought like a lion on the battlefield while the fly must be understood as a symbol of haste and tireless enthusiasm in the attack.
Subsequently, the two elements of royal reward have never formed the subject of a closely study. It would be interesting though to re-examine the meaning of these two awards, which are often related, what could lead to a new hypothesis concerning the meaning of the fly as a military reward.

The purpose of this study was to identify adolescent students' preferences for praise and rewards for academic behavior through a survey adapted from existing praise preference surveys. The survey was administered to 764 adolescent students in Grades 5 through 12 in 1 northeastern school district. Students completing the survey ranked items numerically indicating their preferences for praise and reward for their school-work. Data across schools (middle, junior high, and high school) were analyzed to determine student perceptions of the frequency of receiving praise and rewards, preferences for types of praise from teachers and peers, preferences for social and tangible rewards, and ratings of whose opinions students value regarding their school-work. Findings suggest that both praise and rewards for academic behaviors are acceptable for adolescent students. Students indicated that they value teacher opinions about schoolwork more than the opinions of peers, parents, and themselves; however, the value placed on each of these differed by school. Quiet praise from teachers was ranked as most preferred; however, all forms of teachers praise were ranked highly. Gestural encouragement was the most highly preferred response from classmates for academic work. Overall, rewards were preferred slightly more than praise by adolescents in this sample. Significant differences in praise and reward preferences were found across middle, junior high, and high school students. This study serves as an important first step in understanding the acceptability of praise and rewards for adolescents, and has implication for research and practices related to secondary schools.

Employees remain the greatest asset of any organization – whilst they provide performance, organizations offer rewards. A well designed system for rewarding labour greatly has a bearing on the output of employees and therefore impact on the performance of the organization as a whole. The study aimed at providing an objective view of organizations reward systems and its impact on performance. It evaluated the reward systems of Modern Auto Services Limited (MAS) and established whether their current reward systems have any bearing on corporate performance. The research gathered data from two main sources namely secondary and primary sources. The two main techniques employed in gathering the primary data were questionnaire survey and interviews. It was found out from the study that, there was a positive relationship between reward and corporate performance. Majority of respondents indicated that reward stimulates them to work harder and they are prepared to work harder if they are given more incentives or paid more. It was also revealed from the study that there were enormous reward packages in the organization but some of the respondents (staff members) were not aware. It was recommended that compensation packages should be linked to employee satisfaction. The rewards should provide value for money. In other words, more should be derived from the reward in terms of productivity and profitability than the cost of rewarding. Again, it was imperative on organizations to create extrinsic as well as intrinsic reward systems for the motivation and retention of the best calibre of staff. Employees should also be made aware of the reward components in their employment contract.

New Public Management approaches in government emphasize the application of business-like techniques to the delivery of public-sector services. One of the most prevalent HRM implications of this trend has been the increasing use of performance management by public organizations. Our objective is to describe trends in performance management practice as they have emerged in public organizations undertaking new management reforms across the world. Reviewing the literature during the period between 1988 and 2009, we consider the application of performance management in the pursuit of different objectives and in alternative types of civil service systems. We find that that some elements of this approach, such as performance appraisal, have been adopted in most nations, but much remains to be done before performance management can truly contribute to the “performance steering” envisioned by advocates of customer-driven and managerialist perspectives.

Au début du Nouvel Empire (1540-1290 avant notre ère), deux récompenses particulières, se présentant sous la forme de pendentifs figurant une mouche ou un lion, furent octroyées par le pharaon à certains officiers. L’emblème de l’insecte a été interprété par les égyptologues comme la vaillance du soldat, revenant inlassablement à la charge contre son ennemi, et le symbole du félin, comme l’image du guerrier, fort et brave, à l’image de son roi, souvent associé au lion. Un réexamen de ces deux distinctions, souvent octroyées conjointement, mène à une nouvelle hypothèse symbolique.

One of the challenges facing education systems worldwide is the motivation of qualified teachers to teach at rural schools. Teaching at rural schools is a challenge as rural areas are characterised by adverse living and working conditions, making qualified teachers prefer living and working at urban schools where conditions are more comfortable. Namibia implemented the financial incentive to motivate qualified teachers to teach at rural schools and improve learner performance. The implementation of the financial incentive in Namibia has received little research attention in establishing its effectiveness.
The purpose of this study was to evaluate the effectiveness of the financial incentive on the performance of learners at rural schools, as this performance relates to teacher motivation. To achieve this, a literature study and an empirical investigation were conducted. An interpretivist research paradigm informed the methodology for the study. A mixed-methods research approach, which relied more on a qualitative research design, included a research sample of 28 teachers, five school principals and two education officials. Data were collected through interviews and document analysis. Individual interviews were conducted with education officials and school principals. Focus group interviews were conducted with teachers. Document analysis entailed accessing applicable documents of each research site in the office of the school principal. Textual data were analysed and presented thematically and numeric data were analysed and presented as frequencies and percentages.
Key findings established that financial incentive has contributed little to the performance of learners in rural schools. The fact that rural schools are not properly categorised according to environmental challenges results in teachers not receiving realistic financial incentive. Teachers were therefore not motivated by financial incentive, but by other factors relating to being tuned to nature in rural areas, being exposed to lower living costs and enjoying accommodating school leadership and community care. A revisiting of the implementation of the financial incentive is recommended in order to negate shortcomings and enhance the potential of financial incentive to contribute to improved learner performance as steered by motivated teachers.

Social and administrative sciences categorize rewards with some dimensions. However, these interpretative models seem to be elusive because they do not consider all the elements of rewards system within public administration. The goal of this paper is to suggest a new classification considering formality, tangibility and also legality in order to create a comprehensive interpretative model in public sector. This theoretical framework begins the process of clarifying and generalizing, as far as possible, the manifold elements of rewards system in public administration to lay a foundation for the development of more sophisticated taxonomies and theories directed to fruitful management implications.

The purpose of this study is to find out the Determinant Factors influencing Staff Commitment in Wolaita Sodo University. Specifically to identify the influence of rewards, career development, training and development opportunities and the management style on employee commitment. The study uses causal research design. All public institutions would like to be more efficient, cost determinative, accountable and responsive to the needs of its customers. Public service and particular public universities play an indispensable role in the determinative delivery of skilled workforce needed for the functioning of a state economy. Public universities have an important role in Ethiopia's socioeconomic development. The target population is all Academic staff in Wolaita Sodo University. A questionnaire is the main data collection instruments. The study employs both quantitative and qualitative analysis techniques. A regression model used to analyze the objectives. Training and development is the best predictor variable for the university. Therefore, the researchers recommend the concerned bodies of the university to give more focus on future research endeavors that investigate factors that enhance any short and long term training besides the improvements their attachments of managerial style administrating and reward in realities. This research further implies there were strong correlations among the independent variables, future studies may work on modeling techniques to understand the influence each variable has on each other in detail.

The purpose of this study was to measure the effect of intrinsic and extrinsic rewards on employee attitudes, job satisfaction and organizational commitment as well as the mediating role of perceived organizational support. Data were collected from banking sector of Faisalabad, Pakistan. The main objective was to focus the employee’s perception about the organizational support and employees’ satisfaction and organizational commitment. The mediation effect of perception of organizational support was analyzed between the relationship of intrinsic & extrinsic rewards and employee attitudes like organizational commitment and job satisfaction. The study revealed that employees felt positively about intrinsic and extrinsic rewards. Limitations and future directions had also been discussed.

What were the fortunes of the contributors of the Greek Revolution, in the aftermath of the war? How did the Greek state treat the men and women who participated in the ‘Palingenesia’? What rewards did it reserve for the natives (autochthons) and non-native (‘eterocthones’) warriors, politicians, ‘internal creditors’ and war-affected individuals?
This book focuses on the ‘workshop’ of the reward policies, the first post-revolutionary period 1828-1844. It presents in detail the main material and moral rewards, offered to the fighters by the Greek state. Moreover, it explains how these policies created a model for rewarding the veterans of the subsequent national struggles, during the 19th and 20th century.
The game of the rewards had two sides: the demands of the veterans and the state aspirations. Among them existed foreign agents, personal friendships and rivalries, selfish interests, social differences and national aspirations. The multifaceted history of the rewards emerges from a multitude of sources, combined in a way that highlights the relationships between individuals and governments, private and public discourse, glory and agony, recognition and denial, that always characterise the transition from the excitement of the national struggles to the compromises and the pragmatism of the next day.
Πώς πορεύτηκαν μετά την Επανάσταση του 1821 οι συντελεστές της; Πώς το ελληνικό κράτος αντιμετώπισε τους άνδρες και τις γυναίκες που συμμετείχαν στην Παλιγγενεσία; Ποιες ανταμοιβές επιφύλαξε στους πολεμιστές, τους πολιτικούς, τους «εσωτερικούς πιστωτές» και τους πολεμοπαθείς, αυτόχθονες και ετερόχθονες;
Το ανά χείρας βιβλίο επικεντρώνεται στο «εργαστήρι» των πολιτικών ανταμοιβής, την πρώτη μετεπαναστατική περίοδο 1828-1844, παρουσιάζοντας διεξοδικά τα κύρια μέσα υλικής και ηθικής επιβράβευσης, τα οποία προσέφερε η ελληνική πολιτεία στους αγωνιστές. Ταυτόχρονα, εξηγεί πώς εκείνες οι πολιτικές έγιναν πρόκριμα για ανταμοιβές του κράτους και σε μεταγενέστερους πολέμους του έθνους, κατά τον 19ο και τον 20ό αιώνα.
Το παιχνίδι των ανταμοιβών είχε δύο πλευρές: τα αιτήματα των συντελεστών και τις κρατικές επιδιώξεις. Ανάμεσά τους παρεμβάλλονταν ξένοι παράγοντες, προσωπικές συμπάθειες και αντιπάθειες, ιδιοτελή συμφέροντα, κοινωνικές διαφορές και εθνικές επιδιώξεις. Η πολυδαίδαλη ιστορία των ανταμοιβών αναβλύζει μέσα από πληθώρα πηγών, συνδυαστικά δοσμένων με τρόπο που αναδεικνύει τις αλληλεπιδράσεις αγωνιστών και κυβερνήσεων, ιδιωτικού και δημόσιου λόγου, δόξας και αγωνίας, αναγνώρισης και διαψεύσεων που πάντα χαρακτηρίζουν τη μετάβαση από την έξαρση των εθνικών αγώνων στους συμβιβασμούς και τον πραγματισμό της επόμενης ημέρας.

Employees relationship management is a comprehensive approach that reflects a delicate balance in the development, recognition of human capital and interaction in the organization. Today, employee relationship management (ERM) has become important for gaining competitive advantage and improving performance. Hence the reward system is practice put in place to achieve favourable outcomes or consequences. The existence of these connections in the theoretical discussions led to the study of the connection between employee relationship management mechanisms and employee performance, with reward as a contributory factor in the organization. Data for the study were obtained using questionnaire survey method. Two hundred and twenty-two (222) employees of organizations in the telecommunications segment were selected as the statistical sample and two hundred and ten (210) responded to the questionnaire questions. Outcomes of the data analyses revealed that reward moderates the relationship between ERM component and employee’s performance in the telecommunications sector in Nigeria. The study contributes to the literature on ERM, particularly on the association between ERM, rewards and its contribution to employee performance in the telecommunications subdivision in Nigeria.

The current research uses the principles of reinforcement theory of motivation and self-determination theory and investigates how motivation and rewards impact on job performance of employees. Motivation and rewards are examined from intrinsic and extrinsic perspectives while job performance is measured from the task and contextual performance aspects. Along with that, the mediating effect of job satisfaction has also been investigated between motivation, rewards, and job performance. Using five points Likert scale, the researchers collected data from the managerial and non-managerial staff working in manufacturing and services firms. Non- probability convenience sampling technique is followed to collect 422 empirical responses. Using the structural equation modeling technique, the collected data were subjected to structural analysis. The results indicated that reward and motivation affect employee job performance positively significantly. However, the dimensional analysis indicated...

Tujuan penelitian ini adalah "Mengetahui adakah pengaruh yang signifikan antara pemberian reward terhadap persepsi kuliah daring dan motivasi belajar mahasiswa statistika Universitas Syiah Kuala angkatan 2019". Metode penelitian yang digunakan adalah kuantitatif. Jenis penelitian yang digunakan adalah MANOVA (Multivariat Analysis of Variance). Populasi penelitian ini adalah mahasiswa statistika Angkatan 2019 Universitas Syiah Kuala. Pemilihan sampel menggunakan Teknik sampling simple random sampling. Teknik pengumpulan data yang digunakan adalah dalam kuesioner. Uji hipotesis yang digunakan adalah uji MANOVA. Hasil penelitian ini adalah nilai pvalue lebih kecil dari taraf signifikansi 0,05, sehingga diambil keputusan H1 diterima dan H0 ditolak. Kesimpulan dari hasil penelitian ini adalah "pemberian reward berpengaruh signifikan terhadap persepsi kuliah daring dan motivasi belajar mahasiswa Statistika Universitas Syiah Kuala Angkatan 2019"

Purpose – Many people moving into a new culture for work or study do so without prior cross-cultural training, yet successful cultural adaptation has important ramifications. The purpose of this paper is to focus on cross-cultural impression management as an element of cultural adaptation. Does cultural adaptation begin by paying strong attention to nonverbal cues in a host culture? How is that attention converted into knowledge, and how do people use such knowledge management during impression management within the new culture?

Design/methodology/approach – The method was qualitative. In total, ten international students at an English university were recruited. All originated outside the European Union and each took part in a one-hour structured interview. The transcripts were analysed through thematic analysis.

Findings – International students adopted cross-cultural impression management strategies in order to enhance successful adaptation to the new host culture. Students consciously processed knowledge about nonverbal behaviour norms through everyday interactions. They audited knowledge deficits by detecting differences between the host norms and their home culture's norms. The motives for this included desiring to maximise rewards from situations.

Research limitations/implications – The findings imply that being in a new culture makes people “high self monitors”. They are more aware than usual about their own and others' nonverbal behaviours. The findings tell us about how cultural adaptation begins.

Originality/value – This appears to be the first in-depth qualitative research examining cross-cultural impression management by international students and deducing implications for expatriates.

The most important objective of this research investigates examined reward policies that influence employee motivation in manufacturing sector in India. Based on the review of literature the preceding studies confirmed to facilitate organisations used recognition and reward systems to encourage their employees in the workplace. The principle of the research investigates to accomplish a thorough literature review of association between recognition, and reward on employee's motivation on the workforce and to identify the reward recognition of motivational factors. These research studies have lot of contributions to the industry world. A semi-structured discussion was used in addition to descriptive survey technique through the questionnaire as the most important data collection instrument. This research study inferred that there is a important association among employees' rewards, recognition and dimensions of work motivation. The research study revealed that employees' motivation in organisations be certain of the appreciations, stipulation of incentives, recognition and tangible rewards. Herein connection the research investigate recommends that organisations can attain their aim, and goal all the way through motivated employees recognition system and effectual reward. The outcome of their conclusion point out a clear accepting of the connection between achieving business goal, motivating employees and engaging.

Today’s organizations are in need of strong leadership in dealing with many factors of organizational culture including employee performance and satisfaction, work environment and achievement rewards. Therefore, if any of these factors are overlooked by the leadership team, the entire organization will be less effective. The intention of this research is to examine the leadership’s influence on employee performance and improving workplace environment in local companies. The researcher conducts survey of neighboring businesses to determine the leadership effectiveness and to identify the area of organizational weakness. The results of the survey indicate that local organizations could benefit from a better leadership practice and well develop employee recognition plan and team work in order to achieve organizational mission with a gratifying culture. The aim of the study was to identify the definite intentions of leadership, its influential effects on organizational culture and possi...

This study aims at understanding the impact of intrapreneurial skill (IS) on intrapreneur’s performance (IPER) with mediation of rewards (RWD) in the software houses in Pakistan. The study employed Structural Equation Modeling (SEM) for the empirical analysis of data from 517 respondents employed by software houses of Pakistan. The results confirmed positive and significant relationship between intrapreneur’s skills and intrapreneur’s performance. Mediating role of reward was also confirmed between intrapreneur’s skills and intrapreneur’s performance. The findings of the study indicate towards the important role that intrapreneur’s skills including political skills, creativity and transformational leadership can play to attain intrapreneur’s performance. The study also highlights the important role of rewards which through their mediation can further improve intrapreneur’s performance based on intrapreneur’s skills. The study implies that the managers of the firms can use the findings of this study to find the potential intrapreneurs and manage rewards to enhance their intrapreneurial performance.

This present study shows a strong correlation between Training & Development and Job Satisfaction. Data collected from 200 teachers from various schools at Hyderabad, India is analyzed, and the results show that the faculties who undergo Training and Development Programs feel that they can enhance their functional areas and expertise. These upgraded skills can in turn benefit student achievement as well as teacher satisfaction. It also helps them in getting recognition from their colleagues and top management, as they get a chance to act as a resource person by sharing their knowledge and experience. It also opens the door for better career growth along with monetary benefits salary hike, promotion and incentives. The results are proving that Training and development leads to job Satisfaction among the teachers as well administrators.

Nowadays employers have to face to numerous challenges: sociological questions, quick changes of legal environment, economical insecurities and impacts of international changes as well. These changes affect working individuals of any organization or company too, thus, goal of HRM strategies and reward management is to identify and satisfy the variable needs of employees through organizational reward system which contains fringe benefits as well. The present article discusses the connection between motivation and rewards, in order to make fringe benefits more effective for its users; specifies the opportunities in the Hungarian tax system; and finally, the results of the questionnaire research on the incentive effect of the fringe benefits among employees.

A fundamental question in the field of management is how rewards support the motivation and performance of individuals and the efficiency of organizations. Literature of public administration categorizes rewards with some dimensions, such as formality, tangibility, measurability, etc. However, these interpretative models seem to be incomplete because they don’t classify all the elements of rewards system within the domain of public administration. The purpose of this paper is to systematize the categories of rewards in a new taxonomy that also considers the dimension of legality in order to detect good and bad practices in public sector.
This theoretical framework here may be a comprehensive model to analyze many elements of rewards system in public administration to support fruitful management implications. Moreover, this study begins the process of clarifying and generalizing, as far as possible, the comprehensive elements of rewards system in public organizations to lay a foundation for the development of more sophisticated taxonomies and theories.

Leadership and rewards are two key management constructs that plays significant roles in organization’s effectiveness. Thus, this study investigated the impact of these two management variables on team performance in Nigerian Premier League (NPL). A total of 75 respondents comprising of 60 players and 15 coaches from 3 NPL teams were selected through a stratified random sampling technique and used in the study. The Club Structure-Performance Questionnaire (CSPQ) was the instrument used for data collection (r=0.88). A total of seventy five copies of the questionnaire were administered on selected respondents (Players=60; Coaches=15) and the data collected were analyzed using inferential statistics of t-test and one-way analysis of variance (ANOVA) at alpha < 0.05.The findings revealed that transformation leadership (mean=3.22) and direct financial reward (mean=3.44) recorded higher influences on team performance as compared with other variables in each group. In addition, a stronger correlation was recorded between rewards and performance as compared with leadership.

Social and administrative sciences categorize rewards with some dimensions. However, these interpretative models seem to be elusive because they do not consider all the elements of rewards system within public administration. The goal of this paper is to suggest a new classification considering formality, tangibility and also legality in order to create a comprehensive interpretative model in public sector. This theoretical framework begins the process of clarifying and generalizing, as far as possible, the manifold elements of rewards system in public administration to lay a foundation for the development of more sophisticated taxonomies and theories directed to fruitful management implications.

In the context of open science, good research data management (RDM), including data sharing and data reuse, has become a major goal of research policy. However, studies and monitors reveal that open science practices are not yet widely mainstream. Rewards and incentives have been suggested as a solution, to facilitate and accelerate the development of open and transparent RDM. Based on relevant literature, our paper provides a critical analysis of three main issues: what should be rewarded and incentivized, who should be rewarded, and what kind of rewards and incentives should be used? Concluding the analysis, we ask if it is really necessary and appropriate to consider RDM as an individual (behavioral) issue, as the main challenges are elsewhere, not personal, but technological, institutional and inancial. CCS CONCEPTS • Information systems → Data management systems; ; • General and reference → General literature.

Nowadays employers have to face to numerous challenges: sociological questions, quick changes of legal environment, economical insecurities and impacts of international changes as well. These changes affect working individuals of any organization or company too, thus, goal of HRM strategies and reward management is to identify and satisfy the variable needs of employees through organizational reward system which contains fringe benefits as well. The present article discusses the connection between motivation and rewards, in order to make fringe benefits more effective for its users; specifies the opportunities in the Hungarian tax system; and finally, the results of the questionnaire research on the incentive effect of the fringe benefits among employees.

Many researchers in the field of personalized learning
or topic sequencing have proposed and implemented
various mechanisms to improve the learning process
with the main objectives of maximizing learning and
dynamically selecting the closest teaching operation in
order to achieve the learning goals. However, upon
recommending the personalized learning sequence,
based on literature review, the e-learning instructional
strategists failed to perform or address the corrective
measures to immediately remediate the learning
difficulty. This paper presents the combination of the
reinforcement learning concepts in the area of artificial
intelligence and the mastery learning in educational
psychology to remediate learning difficulties of the
learners. The results show that based on the presented
corrective measures, which are based on students’
background performance matrixes that are collected
during the learning process and summative
examination, the students are able to correct their
learning difficulties and improved their learning
performances. The end semesters’ results show the
guarantee that almost all of the students who undergo
the reinforcement and mastery learning procedures can
successfully pass the e-learning course.

Employees relationship management is a comprehensive approach that reflects a delicate balance in the development, recognition of human capital and interaction in the organization. Today, employee relationship management (ERM) has become important for gaining competitive advantage and improving performance. Hence the reward system is practice put in place to achieve favourable outcomes or consequences. The existence of these connections in the theoretical discussions led to the study of the connection between employee relationship management mechanisms and employee performance, with reward as a contributory factor in the organization. Data for the study were obtained using questionnaire survey method. Two hundred and twenty-two (222) employees of organizations in the telecommunications segment were selected as the statistical sample and two hundred and ten (210) responded to the questionnaire questions. Outcomes of the data analyses revealed that reward moderates the relationship between ERM component and employee's performance in the telecommunications sector in Nigeria. The study contributes to the literature on ERM, particularly on the association between ERM, rewards and its contribution to employee performance in the telecommunications subdivision in Nigeria.

This study aims to see the increased influence generated by rewards, knowledge sharing and creativity on organizational performance. Organizational performance, centers on the commitment of each representative within the company, to work in agreement with existing values in arrange to realize company objectives, In this study, creativity participates by mediating between existing variables. Another thing that may be considered as factor that determine organizational performance is knowledge sharing. Organizational performance contains a noteworthy impact on company advancement. This study uses quantitative approach, by using specific items that measure variables. The results of this study indicate that all variables measured, rewards, knowledge sharing and creativity (as mediation) affect organizational performance