Rewards and Performance of Swedish Real Estate Firms

Azasu, Samuel

doi:10.1177/0886368709337924

Cited by 15 publications

(24 citation statements)

References 28 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Reconnecting to the previous research of incentives in the Swedish real estate industry we can conclude that we as Azasu (2011 and2009) state are left with incomplete contracts. But Azasu furthermore conclude that this imply measurable incentive schemes, something that is not found in this study.…”

Section: Resultsmentioning

confidence: 99%

“…Theses incentives can be designed to be individual or on team/group basis (Lee et al 2015). But as Azasu (2011 and2009) states, the real estate manager's work is multidimensional, and it consists of tasks that are both measurable as well as non-measurable, but the later ones are still as important. This leaves us with either an incomplete contract or an incentive scheme.…”

Section: Incentives In Real Estate Management Contextmentioning

confidence: 99%

“…The interviews were based on five themes, as elaborated below. These themes were based on the previous research results of Abdullah et al, 2011, Azasu, 2009, and Ellingsen and Johannesson, 2008.…”

Section: Data Collectionmentioning

confidence: 99%

See 2 more Smart Citations

Real estate management: incentives for effort

Palm

2017

View full text Add to dashboard Cite

Purpose -The aim is to examine how the real estate owner (decisionmaker) can ensure that the preferred tasks are prioritised. In particular, the incentives to ensure motivation to perform in order to accomplish the strategic goals of the decisionmaker are investigated. Design/methodology/approach -This research is based on an interview study of nineteen firm representatives, six decisionmakers and thirteen management representatives, all from the Swedish commercial real estate sector. Findings -The study conclude that the real estate management organisation in the outsourced management setting is govern by the contract, in detail constituting work tasks, and in the in-house management setting there are a freedom with responsibilities instead of regulations. Research limitations/implications -The research in this paper is limited to Swedish commercial real estate sector Practical implications -The insight in the paper regarding how decisionmakers creates incentives for the real estate management organisation in the different organisational settings can provide inspiration to design incentives for effort. Originality/value -It provides an insight regarding how the industry, depending on organisation setting, prioritise different work tasks and how incentives are created to enable effort.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Incentives In Real Estate Management Contextmentioning

confidence: 99%

See 1 more Smart Citation

Real estate management: incentives for effort

Palm

2017

View full text Add to dashboard Cite

show abstract

“…Equity theory says that reward or pay system is considered fair if they are perceived to be fair (Jaques, 1961). Azasu (2009) suggested the "Principal-agency theory" in which mostly people are opportunist and always motivated through monetary rewards, while socioeconomic theorist argue that people are neither inclined toward monetary reward nor they have homogeneous approach, they might be fascinated by the cocktail of monetary and non monetary rewards that can be the potent to enhance their motivation and commitment (Malhotra et al, 2007). Vandenberghe et al (2008) links the big five personality attributes (extroversion, agreeableness, conscientiousness, stability and openness to experience to performance of employee.…”

Section: Rewards In Theoretical Perspectivementioning

confidence: 99%

Literature review on total rewards: An international perspective

Nazır¹

2012

Afr. J. Bus. Manage.

View full text Add to dashboard Cite

The objective of this research endeavour is to design an expatriate reward strategy for the employees based in China, as they are the blend of UK/European offshore nationals and Chinese locals. It aims to identify the likelihood of "total rewards" for a diverse workforce. Companies have to draw a compensation strategy in order to attract, retain and motivate expatriates considering the existing concept of total rewards because the firms primarily does not have any sort of "fit" compensation strategy. While reviewing the literature, it is revealed that the idea of total reward is nothing but the amalgamation of conventional 'compensations and benefits' and it leave a qualm on part of its lucidity. Even the concept of total reward does not seem to differentiate it from merely the reward system, as the same benefits in shape of "reward mix" blending all sorts of rewards together in order to disengage the flexibility of the workforce. To support the concept (total reward) different modules, strategies and models are presented which are not only questionable but invite the further research in this area.

show abstract

“…The literature is still divided when it comes to its effect on individuals" creativity [ 9 ]. Azasu (2009) in his "Principal -agency" theory suggested that "most people are opportunist and are always motivated through monetary rewards, while the socio-economic theorist argue that people are neither inclined towards monetary rewards nor they do have a homogeneous approach but might be fascinated by the cocktail of monetary and non-monetary rewards that have the potential to enhance their motivation and commitment" [ 10 ].…”

Section: Review Of Literaturementioning

confidence: 99%