Reward System. At camp, we believe in positive reinforcements and rewards. If you would like to know how your child’s behavior has been, we encourage you to check with the staff each day when you sign your child out. Our daily system encourages and rewards positive behavior. Your child will have a clothes pin with his/her name on it. The clothes pin is attached to a chart similar to the diagram. All campers start the day at three stars and have the ability to move up to a maximum of five stars or down to a minimum of one star. If you child has good behavior or does a good deed, your child will be asked by one of our staff members to move their pin up a star. When your child receives 5 stars in a day they will be given a rhinestone to attach to their clothes pin, when the pin is full they can retire it to the “Hall of Fame”. At the end of each day, our staff will record how many stars your child received. At the end of the week, the campers who have at least 15 stars (average of 3 each day) will receive a star party treat. These star party treats include things like popsicles, ice cream, or other fun items. We encourage parents to be involved with this system and ask your child about their pin and how many stars they earned each day.
Reward System. The Company has not any arrangement for option incentive, stock option, profit sharing or other similar incentives in connection with the Company, any of its present or former employees. Appendix III
Reward System. 4.2.1 Vision and Objective: Our reward system encourages behaviours that support the achievement of our business and workplace objectives. The principle is that people will receive fair recognition and reward for their contributions. Organisations pay market rates in order to attract and retain good people. Our objective compensation philosophy is to pay people in the top third quartile for achieving and sustaining world class performance. The main components of the reward system are Base pay: Consists of a plant entry rate, and five incremental increases rewarding contribution to the business (increased knowledge, skills, abilities, and behaviours) known as the "Reward for Learning Program" Variable pay: Team members share in the success of the business through a Performance Bonus which acknowledges both plant performance and overall business results. Other benefits: Including Superannuation, Subsidised Canteen, Uniforms, Monthly Parcels, 12 RDO’s per annum, two additional paid leave days per annum, paid maternity leave, other allowances and conditions contained within this agreement. APPENDIX 1
Reward System. 19.12.1. The Bank can include Credit Card Holders in a reward system in exchange for the purchase of products and services at all merchants whether they are included in the reward system or not, reserving the right to make changes any time. The earning and use of such reward shall be subject to this agreement and other rules determined/to be determined by the Bank.
Reward System. Rewarding safe behavior is at least as important as correcting and punishing unsafe actions. Positive feedback can be a powerful motivator. It is especially important to recognize self-initiated acts of safety or health protection, those times when employees, of their own accord, act to protect themselves or others. A reward system can be very simple and inexpensive: letters or certificates of appreciation, a few hours of paid leave, a special and convenient parking space for a month in the company parking lot, a small pin or tie tack. Rewarding an employee for good safety and health behavior not only recognizes the employee, it also provides incentive to other workers. Public recognition is likely to be more important than monetary value when distributing one-time awards. Of course, taking safety and health performance into account when promoting employees or issuing bonuses is probably the most meaningful reward. One type of reward program can backfire and should be avoided. Rewards based on the least number of accidents can do more harm than good. They tend to create pressure on employees to avoid reporting injuries and illnesses. For best results, the Company shall emphasize the positive: reward the Company’s employees' constructive safety and health efforts Manager’s Disciplinary System Worksheet The nature and severity of disciplinary action should be appropriate for the seriousness and frequency of the violation. Below are a series of questions designed to help you develop a disciplinary system that best meets the needs of the Company’s workplace. Managers already may have addressed the first two areas when developing safe work practices for various jobs. If management has not yet developed these practices, it makes sense to do so before developing a disciplinary system. Other workplace problems, such as attendance and attitude, are equally important but are not addressed here.
