2017
DOI: 10.1080/15623599.2017.1315545
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The impact of risk and reward dynamics in incentive compensation plans in the Nigerian construction industry

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Cited by 8 publications
(7 citation statements)
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References 18 publications
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“…Compared with the seven CRS villages, I Village did not identify the significance of disordered community management and difficulty of satisfying the needs of entertainment as there is no such an urgent need for scattered farmers. public cost to maintain a good environment for attracting tourism, which reflects the usefulness of combining risk with rewards [40]. This case provides implications for reducing such economic risk in existing CRS.…”
Section: Social Riskmentioning
confidence: 92%
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“…Compared with the seven CRS villages, I Village did not identify the significance of disordered community management and difficulty of satisfying the needs of entertainment as there is no such an urgent need for scattered farmers. public cost to maintain a good environment for attracting tourism, which reflects the usefulness of combining risk with rewards [40]. This case provides implications for reducing such economic risk in existing CRS.…”
Section: Social Riskmentioning
confidence: 92%
“…The farmers have comparatively stable income from tourism and therefore have less worries of income growth and employment. In addition, the village committee has certain collective assets to cover extra cost while the farmers are conscious of paying for the public cost to maintain a good environment for attracting tourism, which reflects the usefulness of combining risk with rewards [40]. This case provides implications for reducing such economic risk in existing CRS.…”
Section: Economic Riskmentioning
confidence: 99%
“…A cross-analysis was also not used here. The key reason behind adopting such a procedure was the aim to determine the current awareness of risk management among the people working for construction companies which operate mainly in 1 See: Flanagan, Norman, 1993;Boothroyd, Emmett, 1996;Kosecki, Madyda, 1996;Palmer, Maloney, Heffron, 1996;Hatem, 1998;Bizon-Górecka, 1999;Tah, Carr, 2000;Kowalczyk, 2001;Hickman, 2002;Bunni, 2003;Sawczuk, 2004;Weatherhead, Owen, Hall, 2005;Holland, 2006;Smith, Merna, Jobling, 2006;Skorupka, 2007;Glavinich, 2008;Marcinkowski, Koper, 2008;Burtonshaw-Gunn, 2009;Cristóbal, 2009;Zavadskas, Turskis, Tamošaitien, 2010;Turskis, Gajzler, Dziadosz, 2012;Bizon-Górecka, Górecki, 2013;Tworek, 2013;Dziadosz, Rejment, 2015;Zhao, Hwang, Low, 2015;Dziadosz, Kapliński, Tomczyk, Rejment, 2016;Sekunda, Marcinkowski, 2016;Babar, Thaheem, Ayub, 2017;Hyari, Shatarat, Khalafallah, 2017;Kaczorek, 2017;Kasprowicz, 2017;Liu, Low, Zhang, 2017;Shoe, Leite, 2017;Sullivan, Asmar, Chalhoub, Obeid, 2017;Meouche, Abunemeh, Hijaze, Mebaraki, 2018;Mirković, 2018;Nguyen, Garvin, Gonzalez, 2018;Ogwueleka, Udoudoh, 2018; Tempo-Silungwe, Khatleli, 2018;…”
Section: Methodsmentioning
confidence: 99%
“…The compensation to the employees in the form of a bonus, overtime wages, an extension to salary, and commission on sales financially supports the employees and motivates them to put extra effort in favor of business enterprise, which enhances the rate of organizational performance. Free medical treatment to employees or reimbursement of hospital charges and the grant of salary for the days of leave during the period of illness or some tragedy provides financial security to the employees and makes them pay attention to the achievement of business goals (Ogwueleka & Udoudoh, 2018). H3: Reward and compensation to the employees have a positive association with SME's performance.…”
Section: Literature Reviewmentioning
confidence: 99%