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Employee Reward and Recognition Systems - Encyclopedia - Business Terms. In a competitive business climate, more business owners are looking at improvements in quality while reducing costs.
Our global network of seasoned employee reward strategy consultants will help you select the most effective way to get the desired impact from your reward programs. The benefits of using well-designed employee recognition programs forrewarding good performance. Meanwhile, a strong economy has resulted in a tight job market. So while small businesses need to get more from their employees, their employees are looking for more out of them. Employee reward and recognition programs are one method of motivating employees to change work habits and key behaviors to benefit a small business. REWARD VS. RECOGNITIONAlthough these terms are often used interchangeably, reward and recognition systems should be considered separately. Employee reward systems refer to programs set up by a company to reward performance and motivate employees on individual and/or group levels. They are normally considered separate from salary but may be monetary in nature or otherwise have a cost to the company. While previously considered the domain of large companies, small businesses have also begun employing them as a tool to lure top employees in a competitive job market as well as to increase employee performance. As noted, although employee recognition programs are often combined with reward programs they retain a different purpose altogether. They are intended to provide a psychological—rewards a financial—benefit. Although many elements of designing and maintaining reward and recognition systems are the same, it is useful to keep this difference in mind, especially for small business owners interested in motivating staffs while keeping costs low. DIFFERENTIATING REWARDS FROM MERIT PAY AND THE PERFORMANCE APPRAISALIn designing a reward program, a small business owner needs to separate the salary or merit pay system from the reward system. Financial rewards, especially those given on a regular basis such as bonuses, profit sharing, etc., should be tied to an employee's or a group's accomplishments and should be considered . By doing so, a manager can avoid a sense of entitlement on the part of the employee and ensure that the reward emphasizes excellence or achievement rather than basic competency. Merit pay increases, then, are not part of an employee reward system. Normally, they are an increase for inflation with additional percentages separating employees by competency. They are not particularly motivating since the distinction that is usually made between a good employee and an average one is relatively small. In addition, they increase the fixed costs of a company as opposed to variable pay increases, such as bonuses, which have to be . Finally, in many small businesses teamwork is a crucial element of a successful employee's job. Merit increases generally review an individual's job performance, without adequately taking into account the performance within the context of the group or business. DESIGNING A REWARD PROGRAMThe keys to developing a reward program are as follows: Identification of company or group goals that the reward program will support. Identification of the desired employee performance or behaviors that will reinforce the company's goals. Determination of key measurements of the performance or behavior, based on the individual or group's previous achievements. Determination of appropriate rewards. Communication of program to employees. In order to reap benefits such as increased productivity, the entrepreneur designing a reward program must identify company or group goals to be reached and the behaviors or performance that will contribute to this. While this may seem obvious, companies frequently make the mistake of rewarding behaviors or achievements that either fail to further business goals or actually sabotage them. If teamwork is a business goal, a bonus system rewarding individuals who improve their productivity by themselves or at the expense of another does not make sense. Likewise, if quality is an important issue for an entrepreneur, the reward system that he or she designs should not emphasize rewarding the quantity of work accomplished by a business unit. Properly measuring performance ensures the program pays off in terms of business goals. Since rewards have a real cost in terms of time or money, small business owners need to confirm that performance has actually improved before rewarding it. Often this requires measuring something other than financial returns: reduced defects, happier customers, more rapid deliveries, etc. When developing a rewards program, an entrepreneur should consider matching rewards to the end result for the company. Perfect attendance might merit a different reward than saving the company $1. It is also important to consider rewarding both individual and group accomplishments in order to promote both individual initiative and group cooperation and performance. Lastly, in order for a rewards program to be successful, the specifics need to be clearly spelled out for every employee. Motivation depends on the individual's ability to understand what is being asked of her. Once this has been done, reinforce the original communication with regular meetings or memos promoting the program. Keep your communications simple but frequent to ensure staff members are kept abreast of changes to the system. TYPES OF REWARD PROGRAMSThere are a number of different types of reward programs aimed at both individual and team performance. Variable Pay. Variable pay or pay- for- performance is a compensation program in which a portion of a person's pay is considered . It can take many forms, including bonus programs, stock options, and one- time awards for significant accomplishments. Some companies choose to pay their employees less than competitors but attempt to motivate and reward employees using a variable pay program instead. Good incentive pay packages provide an optimal challenge, one that stretches employees but remains in reach. If too much is required to reach the goal, the program will be ignored. Bonuses. Bonus programs have been used in American business for some time. They usually reward individual accomplishment and are frequently used in sales organizations to encourage salespersons to generate additional business or higher profits. They can also be used, however, to recognize group accomplishments. Indeed, increasing numbers of businesses have switched from individual bonus programs to one which reward contributions to corporate performance at group, departmental, or company- wide levels. According to some experts, small businesses interested in long- term benefits should probably consider another type of reward. Bonuses are generally short- term motivators. By rewarding an employee's performance for the previous year, they encourage a short- term perspective rather than future- oriented accomplishments. In addition, these programs need to be carefully structured to ensure they are rewarding accomplishments above and beyond an individual or group's basic functions. Otherwise, they run the risk of being perceived of as entitlements or regular merit pay, rather than a reward for outstanding work. Proponents, however, contend that bonuses are a perfectly legitimate means of rewarding outstanding performance, and they argue that such compensation can actually be a powerful tool to encourage future top- level efforts. Profit Sharing. Profit sharing refers to the strategy of creating a pool of monies to be disbursed to employees by taking a stated percentage of a company's profits. The amount given to an employee is usually equal to a percentage of the employee's salary and is disbursed after a business closes its books for the year. The benefits can be provided either in actual cash or via contributions to employee's 4. A benefit for a company offering this type of reward is that it can keep fixed costs low. The idea behind profit sharing is to reward employees for their contributions to a company's achieved profit goal. It encourages employees to stay put because it is usually structured to reward employees who stay with the company; most profit sharing programs require an employee to be vested in the program over a number of years before receiving any money. Unless well managed, profit sharing may not properly motivate individuals if all receive the share anyway. A team spirit (everyone pulling together to achieve that profit) can counter this—especially if it arises from the employees and is not just management propaganda. Stock Options. Previously the territory of upper management and large companies, stock options have become an increasingly popular method in recent years of rewarding middle management and other employees in both mature companies and start- ups. Employee stock- option programs give employees the right to buy a specified number of a company's shares at a fixed price for a specified period of time (usually around ten years). They are generally authorized by a company's board of directors and approved by its shareholders. The number of options a company can award to employees is usually equal to a certain percentage of the company's shares outstanding. Like profit sharing plans, stock options usually reward employees for sticking around, serving as a long- term motivator. Once an employee has been with a company for a certain period of time (usually around four years), he or she is fully vested in the program. If the employee leaves the company prior to being fully vested, those options are canceled. After an employee becomes fully vested in the program, he or she can purchase from the company an allotted number of shares at the strike price (or the fixed price originally agreed to). This purchase is known as . After purchasing the stock, the employee can either retain it or sell it on the open market with the difference in strike price and market price being the employee's gain in the value of the shares. Offering additional stock in this manner presents risks for both the company and the employee. If the option's strike price is higher than the market price of the stock, the employee's option is worthless. Program evaluation and review technique. Allen and Hamilton; the Evaluation Office of the Lockheed Missile Systems Division; and the Program Evaluation Branch, Special Projects Office, of the Department of the Navy. Program Evaluation and Review Technique (PERT) is a program management tool used to schedule. Program evaluation is essential to public health. The Centers for Disease Control and Prevention sets standards for evaluation. Executive Summary; Introduction; Step 1: Engage Stakeholders; Step 2: Describe the. Displaying Powerpoint Presentation on PERT Program Evaluation Review Technique available to view or download. Download PERT Program Evaluation Review Technique PPT for free. PERT Program Evaluation Review Technique Powerpoint. Title: Program Evaluation and Review Technique PERT 1 Program Evaluation and Review Technique (PERT) PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the. Program Evaluation Framework - Fogarty International Center @ NIHFogarty's Division of International Science Policy, Planning and Evaluation (DISPPE) has developed the following Framework for Evaluation. Contact Information. Evaluation Officer: Rachel Sturke, Ph. D., M. P. H., M. I. A. Rachel. Sturke@nih. Chapter 1 Getting Started: What is Program Assessment? The purpose of this chapter Looking for Program Evaluation and Review Technique? Find out information about Program Evaluation and Review Technique. Program Evaluation & Decision Summary; Program Evaluation & Research Group; Program Evaluation. Updated September 2. Goals & Objectives . Congress. To identify important lessons learned and best- management practices in performance of Fogarty programs as a whole, and make recommendations for implementation of future programs^ Top. Evaluation Principles and Elements. Principles of Evaluation at Fogarty. Evaluation at Fogarty is a routine, continuous quality improvement, review process. Evaluation focuses on outputs, outcomes, and impacts and mechanisms to ensure that these occur. While reporting of metrics (number of trainees achieving advanced degrees, number of publications, etc.) is necessary, reviews go beyond metrics and incorporate qualitative data. To the extent possible, evaluations depend on the basic principle of external peer review and reflection to generate recommendations. Programs are assessed against their own goals and objectives, taking into account fiscal resources and granting mechanisms. Review and evaluation is based on measured quantitative outputs, outcomes, and impacts (metrics), as well as qualitative outputs, outcomes and impacts. Elements and Basis for Review and Evaluation. Program Evaluation And Review Technique Summary Of QualificationsProgram evaluation with an outcomes focus is increasingly important for nonprofits and asked for by. OPM.gov Main Training and Development Policy Wiki Training Program Evaluation. Home Page; Random Page; All Pages; Tags; Search. Advanced Search; RSS Feeds. PERT (Program Evaluation and Review Technique: The. Program Evaluation And Review Technique Summary Of The ScarletThe review and evaluation process is a continuum that spans from strategic planning, to the initiation of a program, to a retrospective reflection on its accomplishments. Specifically, program plans are developed with input from key stakeholders, and articulated in Requests for Applications (RFA) and Program Announcements (PA). Once a program is launched, Program Officers monitor the progress of funded projects within a program. After five years of a program, a process evaluation can be conducted, reflecting suggestions for improving the program processes. After ten years of a program, an outcome evaluation can be conducted to analyze program outputs, outcomes, and impact. It is important to consider the length of time the program has been in existence before conducting an evaluation. Given that each program has different financial resources, utilizes different talent pools with various specialties, faces different issues in host countries, works under unique institutional policies, and uses different approaches to reducing global health disparities, the reviews are tailored to take program variability into account. Program Development. The foundation for individual program review is a well- developed program plan that culminates in an RFA/PA. Importantly, planning a program at NIH normally requires a two- year lead time to allow sufficient input, partnership development and administrative review. Each program is announced and guided by an RFA/PA that acts as a strategic plan for that program. The program concepts generally stem from the Fogarty and NIH strategic priorities. The program plan can be developed and informed through consultations, workshops, and meetings and should be specific to resource needs, managing the program to meet those needs, data needs, and data gathering, analysis and storage. A program plan, reflecting the input of funder/management, partners and key stakeholders, will include: Articulation of the vision and focus of the program as well as the niche the program fills and articulation of the value of the scientific direction; Background on scientific relevance of the program area, program implementation issues and mechanisms for establishing priorities for investment of resources; and. Goals, objectives and performance milestone targets that provide guidance for evaluating program performance. Planning is fundamental to program evaluation. Developing the understanding, communication and data collection processes necessary to meet the basic goals of the program is essential. A program should be reassessed and new planning (planning workshops, planning meetings etc.) should be implemented periodically as appropriate. Network meetings can also be used as part of the continuous review and planning process. Program Monitoring and Self- evaluation. Programs are expected to conduct self- evaluation and monitoring on a regular basis, in between the more formal program evaluations. Annual self- evaluation can be accomplished at network meetings or through submission of progress reports from the individual projects under the program. Each program’s self- evaluation will be based on performance milestones unique to that program and should be guided by the criteria described below for all programs. The information collected during the self- evaluation process ideally feeds into a full- scale program evaluation conducted or sponsored by Fogarty.^ Top. Evaluation Criteria. Evaluations are designed to strengthen, improve and enhance the impact of Fogarty programs. There are several important areas of evaluation that can be used to assess the effectiveness of a Fogarty program and these are outlined below. Program Planning Effective programs should use the Fogarty Strategic Plan as well as the priorities identified by program partners as a guide for the development of a program RFA/PA. The RFA/PA should also be based on the needs of the U. S. The selection/review process should take into account host country needs in the program’s scientific area as well as any other criteria listed in the RFA/PA. Peer review should include reviewers with relevant developing country research experience and expertise in the subject area. Metrics: Project Selection. Review criteria. Quality of feedback to PIAmount of time allowed for review. Conflict of interest issues. Involvement of the Program Officer. Recruiting Talent. Strong programs should have mechanisms in place to identify and attract the best and most appropriate talent available. Metrics: Recruiting Talent. Recruitment of new/young/foreign investigators. Minority applicants. Interdisciplinary teams. Success rate. Turnover of investigators. Program Components. Each program is made up of various grants that together form a program. It is the role of the Program Officer to ensure that the various projects or grantees have a chance to interact and gain experience from one another. Network meetings offer an opportunity for PIs to interact with one another and exchange ideas. An effective meeting should have goals and objectives that are clear to all participants from the beginning and should involve stakeholders and partners. Ideally a report should be generated from each network meeting that documents the activities and outcomes of the meeting. Metrics: Program Components. Annual network meetings. Robust alumni networks. Communication venues for PIs and/or trainees to exchange ideas. Program operation (award size, length of time, funding amount, reapplication restrictions)Institutional Setting. Programs vary in their institutional setting and institutional support. The program should be well supported by both the academic institution(s) involved and the appropriate national institutions. Metrics: Institutional Setting. Matching funds. Mentorship support. Laboratory support. Administrative support and good business practices. Fiscal Accountability. Programs should demonstrate that they have appropriate mechanisms in place to account for federal funds and are properly documenting protocol reviews for human subjects. Metrics: Fiscal Accountability. Presence of operational IRBGood accounting/documentation practices. Assurance that all intended funding is reaching foreign collaborators and trainees. Best Practices. As a result of ongoing evaluation, strong programs will help identify best practices with regard to various program factors, for example, prevention of brain drain, sustainability, and mentorship. Metrics: Best Practices. Strategies to prevent brain drain. Strategies to promote interdisciplinary collaborations. Strategies to promote long- term mentoring. Strategies for selecting trainees. Strategies to promote long- term networking. Partnerships and Communication. Partnerships. Federal, national and international partnerships are essential to addressing global health issues. Partnerships, in country and within the US federal government should be pursued, nurtured and maintained. Metrics: Partnerships. Number of partnerships. Different types and sectors of partnerships. Involvement of partners in development of the program and its strategic goals. Funds from partners. Communications. To be fully successful, scientific results must be disseminated to the stakeholder community and utilized. During the evaluation of the program, the link to the entire stakeholder community will be reviewed and implementation of the science into policy or practice will be assessed. Metrics: Communications. Appropriate community input into strategic planning. Involvement of program in the community. Community needs surveys. Stakeholder community feedback. Program Results. Depending upon the age of a program, significant results will fall into different categories. The following should be documented and reported, analyzed and evaluated for all programs: Program Outputs. The program must be managed to produce program outputs that are the immediate, observable products of research and training activities, such as publications or patent submissions, citations, and degrees conferred. Quantitative indices of output are tools for the program that allow POs and PIs to track changes, highlight progress and identify potential problems. Metrics: Outputs. Number and list of publications (journal articles, book chapters, reports, etc.)List of trainees as first author. Number and list of presentations/meetings. Number of trainees. Fields of training. Number and type of degrees earned. New curriculum developed and implemented. Program Outcomes. A program is designed to contribute to longer- term results such as strengthened research capacity within the U. GTAGarage. com » Vice City Swat » View Screenshot. Gta Vice City Swat Skins For GtaSkins; Handling & Stats; Other; Player/Ped Mods. GTA Vice City; GTA III; GTA Garage; GTA Modding. 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Example Program For Unsupportedoperationexception In Java : Free Programs, Utilities and Apps11/29/2016
Java Exception Handling Tutorial With Examples and Code. Exception Handling in Java. Exceptions are used in Java Programming to handle errors and exceptional conditions. This tutorial describes about exception and how to use them. A program passes through compile time and run time. Exceptions are run time errors. Exception is an inbuilt class in the java. There are many sub classes of Exception class like Arithmetic. Exception, Nullpointer. Exception etc. Depending upon the nature of the problem occuring during run time, java creates the appropriate Exception object and throws it. For example: – int i = 1/0; . The following example shows the usage of java.util.Collections. Let us compile and run the above program. Exception in thread 'main' java.lang.UnsupportedOperationException Previous Page. Search Top APIs Top 16 Utility Classes Program Creek Simple. Java Code Examples for java.util.AbstractMap. Functionality tested in subclasses for example in java.util.HashMap. This is the reason why we should do the Exception handling by using our handlers. To handle we have to use try catch blocks. The lines of code that may throw some exception should be put in the try block and whatever we want our exception handlers to do should be put in to the catch block. And it will give a weird error message. Like,Exception in thread “main” java. Arithmetic. Exception: / by zeroat Exception. Depending upon the user’s input if different type of exception is occurring we need various type of catch block to handle them individually. If we go out of the range of the array an Arry. Index. Out. Of. Bound. Exceptionis thrown. Programs may have various type of exceptions which can be handled through multiple catch blocks. In this example third catch block is for general Exception type. So, can I just throw the UnsupportedOperationException?The general Exception catch block should be put at the end. Making your own exception sub class. There are some situations that is not exception for java but it is exception for our project requirement. For example if you want to run your program only when user gives commandline input (this is your program need which is not an exception for java itself.) so, this is the time when we manually create our own exception class. When we make this kind of exception it always extends the Exception class. The caller of the function has to put the try and catch blocks. Throws keyword is for delegating the exception handling mechanism to the caller of the function. If we try to throw unchecked exception inside a function we don’t need to put try and catch block nor the throws. Checked exceptions are those exceptions that can’t handle by java’s default exception handlers. When a checked exception is thrown from inside a function we are bound to put the try and catch block or the throws declaration. The difference between throw and throws: -Throw is used to manually throw exception. If the definer don’t want to handle the exception using try and catch block than definer use throws keyword to indicate the caller that you must need to put try and catch block when you call the function. In this case definer delegates the work to the caller to put try and catch. So, if definer used more than 1 exceptions after throws keyword than caller is supposed to use corresponding catch block when function is being called. All the custom exceptions are checked exception but there are also some inbuilt exception classes that are also checked. List of checked exception. Class. Not. Found. Exception Class not found. Clone. Not. Supported. Exception Attempt to clone an object that does not implement the Cloneable interface. Illegal. Access. Exception Access to a class is denied. Instantiation. Exception Attempt to create an object of an abstract class or interface. Interrupted. Exception One thread has been interrupted by another thread. No. Such. Field. Exception A requested field does not exist. No. Such. Method. Exception A requested method does not exist. List of unchecked exception. Arithmetic. Exception Arithmetic error, such as divide- by- zero. Array. Index. Out. Of. Bounds. Exception Array index is out- of- bounds. Array. Store. Exception Assignment to an array element of an incompatible type. Class. Cast. Exception Invalid cast. Illegal. Argument. Exception Illegal argument used to invoke a method. Illegal. Monitor. State. Exception Illegal monitor operation, such as waiting on an unlocked thread. Illegal. State. Exception Environment or application is in incorrect state. Illegal. Thread. State. Exception Requested operation not compatible with current thread state. Index. Out. Of. Bounds. Exception Some type of index is out- of- bounds. Negative. Array. Size. Exception Array created with a negative size. Null. Pointer. Exception Invalid use of a null reference. Number. Format. Exception Invalid conversion of a string to a numeric format. Security. Exception Attempt to violate security. String. Index. Out. Of. Bounds Attempt to index outside the bounds of a string. Unsupported. Operation. Exception An unsupported operation was encountered. This is because the Arrays. List () returns java. Arrays$Array. List, not Array. List. Arrays$Array. List and Array. List are the successor to the Abstract. List, remove, add, method in Abstract. List is the default throw Unsupported. Operation. Exception and do not make any operation. Array. List override these method to operate on list, Arrays$Array. List but not remove (override), add (), so throw Unsupported. Operation. Exception. Mohawke's best of the best free and open source software: Everything you can imagine from free OS X and Windows software, games, and even operating systems. We're ISO, the International Organization for Standardization. We develop and publish International Standards. 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