Proceedings of 7th Global Business and Social Science Research Conference
13 - 14 June, 2013, Radisson Blu Hotel, Beijing, China, ISBN: 978-1-922069-26-9
Incentive Management Tools: Comparative Qualitative Analysis
of Large Hungarian Companies
Monika Rajcsanyi-Molnar, Istvan Andras, Nora Hegyi and Laszlo Virag
In our paper we present the synopsis of a qualitative research and its
results targeted at the analysis of tools implemented in large firms in the
area of incentive management.
Incentive management is a popular field of inquiry in the disciplines of
management and organizational behaviour. There is no human resources
manual in the rich international and Hungarian literature that fails to discuss
the fields of incentive management (see for example Decenzo 2007,
Farkas et al. 1999, Noe 2006, Sutherland and Canwell 2004). Yet besides
the numberless theoretical approaches, we seldom see papers dealing with
the internal incentive protocols and incentive systems of companies. We
have done research in incentive management at firms operating in
Hungary, an investigation that may help the work of leaders, HR managers,
and representatives of interest groups. Through the mobilization of social
capital, we have attempted to “go deep” in the incentive systems of the
large firms under investigation. We did not stop at the level of general
conclusions.
We selected four large firms operating in Hungary, whose incentive
systems we describe in detail. We compared their levels of effectiveness,
analysed their costs and, furthermore, we evaluated their strengths and
weaknesses. We compare figures of complex individual systems by
categories, their impact on wage expenses, on headcounts, and on major
sets of activities.
We insisted on the principle of methodological variety, and kept and
evaluated tables of data in a uniform manner (document analysis). We
visualized our statistical calculations through distribution histograms and
cross correlations. On the other hand we carefully set up a solid script for
the interviews and a solid protocol for processing them. The same
researcher conducted personal interviews with the incumbent operators of
the incentive systems and with representatives carrying decision-making
power or lobby competence. After the interviews, researchers made a
summary of the “soft” results and their experiences.
In the first section of our paper, we discuss the nature of incentive systems.
Second, we describe the firms involved in the inquiry. After the comparison
of individual corporate profiles we compare the constituents of incentive
management and the systems themselves. The paper finishes with some
concluding remarks and suggestions.
Track: “Management”
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Dr. Monika Rajcsanyi-Molnar, Department of Management, Dunaujvaros University of Applied Sciences,
Hungary. Email : molnarmo@mail.duf.hu
Dr. Istvan Andras, Department of Communication and Media, Dunaujvaros University of Applied Sciences,
Hungary. Email: andras@mail.duf.hu
Nora Hegyi, Consultant, CSP Coach, Hungary. Email: info@hegyinora.hu
Laszlo Virag, CEO, Ecotech Nonprofit CO., Hungary. Email: virag.laszlo@mail.duf.hu