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Christopher Stanley 1 Reward and Recognition Research Project

Abstract

In this report, I review the many concepts and theories that inspire the world of

Reward and Recognition. This research is being carried out in order for CPM UK Ltdto appreciate what currently drives their employees within their contact centre

department. This insight will be gained through staff questionnaires and then the

findings will be overlaid with the theories outlined in the literature review to see if any

recommendations could be made to develop their current Reward and Recognition

model in the conclusion.




1.0 Introduction

CPM UK Ltd is an outsourcing marketing and sales business who deliver their clients

cutting edge solutions for their marketing and sales needs. They have been

established in the marketplace for over 100 years and have an extensive client base

such as Kellogg‟s, British Gas, Royal Mail, HP, Microsoft and many more.

It has become apparent that the recruitment of staff has become increasinglycompetitive and costly in the Contact Centre environment. Their potential employeesseem to have a choice of whether to remain in their current employment or to seekan alternative if they feel their employer is not meeting their requirements.

To aid in the retention of their staff, it is important for CPM to understand whatreward and recognition model best fits their business by gaining an understanding of

what their people want. Although this will not be the sole solution, it will definitelyprovide an insight into what they must consider if they wish to improve in thelongevity of their staff.




2.0 Terms of Reference

The Aim

To research and gain insight into CPM UK Ltd‟s current reward and recognition

programme and the effect this is having on their employee‟s. This will allow the

author of this report to evaluate their findings and cross reference against theories

that are available from many sources.

Objectives

To investigate what constitutes a Reward and Recognition programme

To explore the theory in regards to the importance of a effective Reward andRecognition model within an organisation

To understand CPM‟s current employees expectations of their employers withregard to Reward and Recognition

To make recommendations to the business to drive improvements




3.0 Literature Review

3.1 What constitutes a Reward and Recognition model?

Traditional reward systems have historically been defined by hierarchy and therefore

related to a rank or level, not to performance. People were evaluated by their linemanager and were thought to be motivated by the hope of promotion. Times have

now evolved and Reward and Recognition plays an integral part in a number of

areas in the workplace such as;

Employee Satisfaction – influencing retention and motivation

Performance Management – creating a positive workplace environment

that reinforces behaviours necessary to achieve results and business goals

Employee reward is in fact how employees are rewarded in line with their value to

the business they work for. It can be both financial and non-financial and should

embrace the strategies, objectives and goals set by businesses to develop and

maintain their reward policies.

The point above was evaluated by Armstrong (1996) when he explained that a

reward system consists of an organisation‟s integrated policies, processes and

practices for rewarding its employees in accordance with their contribution, skill and

competence and market worth. In short, the reward system is there to assess

employees on the above attributes and pay them accordingly.

As outlined above, there should be a correlation between the employee and their

effectiveness to assist in the delivery of businesses goals; so the prospect of reward

or recognition being utilised to influence business performance is one that many feel

is the correct way to proceed. Gehart (2000) summarises various studies that assess

the influence that reward might have on a businesses performance: he concludes

that there is evidence of relationships between organisational performance and pay

strategy but that it is difficult to disentangle what these are. On reflection, you could

comfortably believe that Reward and Recognition does have a direct effect on

business performance in some capacity however there seems to be other underlying

factors to consider.

3.2 To explore the theory in regards to the importance of an effective Reward and Recognition model within an organisation

Reward and Recognition in many aspects can be broken down into separate areas

but used in conjunction effectively, can assist a business with their achievement of

their business goals and objectives. There is the element of motivation to consider

also and you could argue that as long as employees receive a fair basic salary for

the work they do then that should be sufficient for their motivation.




This argument is dependant on the management perspective and there are many

theories such as the one of F W Taylor (1911) who was responsible for the Scientific

Management approach and believes that people are primarily motivated by

economic gain and prospect of more pay is sufficient to bring out an increase in the

desired behaviour. This is then contradicted by Huczynski and Buchannan (2001) asthey suppose that;

People are motivated by more than just pay.

Work is a group activity, and individuals should be seen as group members

not in isolation.

The need for recognition, security and a sense of belonging is more important

in determining employee morale and productivity than the physical conditions

under which they work

Supervisors need to be aware of both individuals‟ social needs and the power

of the informal group, if they wish to align these to formal corporate objectives

There is no rationale to deem either incorrect as they are both believable trails of

thought so it is dependant on the organisational structure as to which style best fits.

It has been argued clearly that there are many aspects involved in the construction

of a Reward and Recognition model. All aspects are encompassed by Maslow

(1987) where he explains in his Hierarchy of Needs (See Appendix 1) that people

need aspects of both FW Taylor and Huczynski and Buchannan‟s theories. This

highlights alone that when constructing an effective model that there is a vast arrayof information to consider.

If a business implements what they believe to be an effective Reward and

Recognition model, there is still the element that the employee needs to buy in to the

model and therefore value the reward on offer. This highlights the need for the

management team of any business to have an ability to identify what motivates their

individuals to perform for the business. This message was reinforced by Vroom

(1964) with his expectancy theory which puts forward the idea that an individual will

be motivated to perform a task if the reward for so doing is valued by that individual,and he or she believes that the effort expended will result in the reward being

obtained. This clearly states that there is a correlation between reward, motivation

and performance. The consideration needs to be of the employee‟s desire for the

reward and only then will they decide whether the effort required is of worth to them.

In Vroom‟s theory, it is clear that there is a much deeper thought process for any

management team to undertake and it requires a level of insight into the teams

thinking process and their motivational needs.




This is defined clearly by Marsden et al (2002) in the diagram below;

The factors in the model above are instrumental within any business and must be

considered as it may have a measurable impact on the performance of the

individual. This is due to the fact that if the effort of the individual to gain the reward

offered is thought to be to excessive then they are unlikely to be motivated to

achieve the goal and therefore there will be no change in performance which is

ultimately what a Reward and Recognition model should strive to achieve.

One of the obstacles described within the diagram above is one of other motivating

factors and this is where the Recognition aspect of the model enters the fray. It has

been discussed that it is not only pay that motivates individuals to carry out their

work. Some additional features could be;

Company benefits or share schemes

Development opportunities

A good working environment

Work-life balance

Recognition by peers

Within Recognition, many businesses miss a great opportunity to provide their staff

with a vital aspect of their needs. Employee Recognition is a formal or informal

acknowledgement of an individual‟s behaviour, effort or result that has supported the

business in achieving their objective or goal. Referring back to Maslow‟s Hierarchy of

Needs, appreciation is a fundamental need of human beings and it costs nothing in

pounds but is priceless in effectiveness.




Augustoine (2010) who is the CEO of Global Management Systems, states“Recognition is a powerful tool and quite effective when appropriately administered.Managers and companies that understand recognition know that it is not just aboutfun and games. It‟s about creating and sustaining a culture of productivity, ingenuity,loyalty, customer satisfaction and a positive work environment.” This reaffirms many

of the key themes we have seen come through to ensure that when a businessimplements both the Reward and Recognition aspects of their model then it mustdrive the right behaviours in order for the business to prosper.

It is an interesting issue and one investigated by Zingheim and Schuster (2000) also

as they raise the argument that guaranteeing jobs, supporting an attractive work-life

balance, adding pay and incentives, encouraging personal development and making

the workplace appealing all make poor business sense without an understanding of

the need for high performance. This emphasises the need for businesses to ensure

their Reward and Recognition models are integrated in a way that motivates the

individual to perform but also drives the business towards their goals.

An effective way of implementing this and one that is used in many businesses today

is one of the appraisal systems where it is linked to the pay of their employees. This

if administered correctly can be a powerful way for businesses to ensure that their

employee‟s are rewarded and recognised fairly and effectively. This allows

employee‟s to be in control of their own destiny within an organisation as they will be

rewarded for the level of effort they demonstrate but also they have a vested interest

in being developed to better their performance as it will result in a enhancement in

their pay. This suggestion is reinforced by Conyon and Freeman (2001) when they

explicate that a positive correlation between company productivity and the existence

of an appraisal system linked to performance pay.

All the theories discussed in this review, all have a common theme of how an

employee receives reward and the affect there off. It is fair to say that every

individual will have there own thoughts on how a Reward and Recognition model

should be implemented and what is should entail. The bottom line is that employees

are a company‟s greatest asset and success will come to organisations that inspire

those individuals.




4.0 Methodology

The methodology chosen for this research project will encompass both Primary and

Secondary research. This will allow the author to gain a clear and objective

understanding through the data collated, to ensure that a view is gained not only

from a theory perspective but by reflecting upon the thoughts of the CPM

employee‟s. This will allow the management team to consider if salary is a priority

within their organisation or whether they need to review appraisal models, bonus

structures, incentives or simple recognition through certificates. Once this

information is understood, they will then be able to consider improvement‟s across all

their campaigns rather than implementing a uniformed blanket approach for all.

In addition, secondary research will be needed to explore the theories behind

Reward and Recognition and the motivating factor‟s that lye between the individual

programmes. This insight will be instrumental in CPM being able to be flexible in

their ability to identify what behaviours can and need to be driven through

implementing certain models on varying campaigns with varying needs and

objectives. The author will gain secondary data through books, leading websites, and

journals.

With CPM having many different clients, there needs are somewhat different in terms

of what is expected of the employees that work within that area. Due to this fact, the

recruitment in these areas will vary in terms of the type of employee you will attract

to the role. This will and should influence the models implemented on the relevant

campaigns.

The author will analyse the two types of campaigns CPM undertake which are

Business to Business sales and Business to Consumer Sales through the

completion of questionnaires per section. This will allow an understanding to be

gained as to the needs of varying employee‟s if there is one. The author will then be

able to compare their findings with the primary research to determine if the current

strategy is relevant to the individual campaign. Only then will they be able to start to

challenge current Reward and Recognition models and in turn, recommend

additional considerations for the management team to consider moving forward to

develop and decrease the attrition rates within their campaigns. The main objectiveis to assist in the success and effectiveness of all campaigns within CPM and the

service they offer their clients.

As Lawler (1990) described;

“The challenge is to develop pay programmes that support and reinforce the

business objectives of the organisation and the kind of culture, climate and

behaviour that are needed for the organisation to be effective.”

On considering Lawler, the author believes It is imperative that the business breeds

the correct environment in order to succeed in the retention of their staff and their




ability to build and motivate winning teams. They currently have no clear indication

as to whether they could be implementing a more effective solution in order to drive

better results for themselves and for their clients.

The author will analyse a collection of primary research from the current employees

within CPM‟s Contact Centre department. This will include a Population

questionnaire (see appendix 2), which will consist of ten current employees from

within the business to business environment and 10current employee‟s within the

business to consumer environment which will contain a range of open and closed

questions. With open questions, this will ensure the author gains a true reflection

from the employees into their needs and wants then with the closed questions, this

will allow him to dig and seek specific feedback around certain areas such as the

business objectives. With these findings, the author will be looking to display them in

a variety of forms such as graph‟s and tables. The end objective of this investigation

is to be able to display clearly the thoughts of the employees in both areas to givethe management team of CPM some food for thought in terms of how they are

operating their Reward and Recognition models.




5.0 Findings from the Questionnaires

Across the previous twelve months, CPM has experienced an increased level ofattrition and one area that has been highlighted as a possible risk area is the one of

Reward and Recognition. In order to determine what type of changes the employees

wanted, questionnaires have been constructed and given to twenty employees from

across the CPM business.

Question 1

Please use the following numbers to indicate your level of agreement or disagreement with the

statements below:

1) Disagree Strongly 2) Disagree 3) Neither Agree nor Disagree 4) Agree 5) Agree Strongly

Interestingly, there were some distinct differences between the employees feedback

in regards to their environments. Within the Business to Business area, they feel

they require more than just their basic salary as 100 per cent of the employees

declared that; where as within the Business to Consumer area, 90 per cent agreed

that that was all they seek. Another remarkable region is one of the opportunities to

be recognized within their role as in the Business to Business environment, 70 per

cent disagree they have the chance to do so but bizarrely 30 per cent strongly agree.In the Business to Consumer environment, all employees disagree in some form that

they don‟t have the opportunity to be recognized. Overall the data gained throughout

question 1 starts to highlight that maybe the same approach to Reward and

Recognition for both campaigns may not be the most effective approach.

Business to Business Disagree Strongly Disagree Neither Agree nor disagree Agree Agree Strongly

1. It is important to me to be recognized for my work. 100%

2. My salary and benefits are the only acknowledgment I seek. 100%

3. My salary and benefits are important, but I would appreciate non-monetary rewards too. 100%

4. I am s atisfied with my department's c urrent recognition program. 60% 10% 30%

5. The nature of my job allows me adequate opportunity to be recognized. 70% 30%

6.I believe that all employees s hould be equally rewarded. 100%

7. I think employees should be rewarded for meeting specific criteria " above and beyond" normal duties. 100%

Business to Consumer Disagree Strongly Disagree Neither Agree nor disagree Agree Agree Strongly

1. It is important to me to be recognized for my work. 20% 80%

2. My s alary and benefits are the only acknowledgment I seek. 10% 90%

3. My salary and benefits are important, but I would appreciate non-monetary rewards too. 100%

4. I am s atisfied with my department's c urrent recognition program. 20% 80%

5. The nature of my job allows me adequate opportunity to be recognized. 80% 20%

6.I believe that all employees s hould be equally rewarded. 100%

7. I think employees should be rewarded for meeting specific criteria " above and beyond" normal duties. 100%




Question 2

Please take a minute to let us know how you feel about various sources ofreward & recognition. On a scale of 1 (low) to 5 (high), rate how important thecategory is to you and rate whether you are satisfied with the amount youreceive from this source.

Once again some varying results were gained in this area. One contrast was both

the importance and current satisfaction level of the Contact Centre Manager. It is

evident to see that in the Business to Business environment, it is imperative to the

employees with 80 per cent ranking 4 which is high enough to take notice however,

they currently harbour a very low satisfaction level with 100 per cent ranking 1. In the

Business to Consumer environment they are poles apart. They is no feeling of need

in regards to the Reward and Recognition from the Contact Centre Manager with

100 per cent declaring a 1 score and they feel adequately recognised by this

manager with 100 per cent scoring a 5. Where the balance does shift dramatically is

with the immediate team manager; both environments affirmed with 100 per cent

selecting a 5 for importance and differing scores for the satisfaction levels. IN theBusiness to Business Environment, there is definitely scope for improvement with

the majority (80 percent) scoring a 3 and in the Business to Consumer area, a

monumental 80 per cent scoring a 1 which is concerning.

1 2 3 4 5 1 2 3 4 5

20% 80% Contact Centre Manager 100%

100% Immediate Team Manager 80% 20%

50% 50% Peers 80% 20%

40% 60% Customers (internal or external) 70% 30%

1 2 3 4 5 1 2 3 4 5

100% Contact Centre Manager 100%

100% Immediate Team Manager 80% 20%

100% Peers 100%

100% Customers (internal or external) 100%

Importance to MeSource of Reward and Recognition

Satisfaction Level

Importance to MeSource of Reward and Recognition

Satisfaction Level

Business to Business

Business to Consumer




Question 3

Following is a list of achievements and behaviours for which employees couldbe recognized. For which of these reasons would you want to be recognized?

Which do you think your department values?

In each column, you have 15 points to "spend" on these options, in any

combination (for example, you could "spend" all 15 points on one item or

break them up-8 points on one item, 5 on another, and 2 on yet another). In

Column I, let us know which of these things you would most like to be

recognized for. In Column II, let us know which of these you think your

department values. Each column should total 15 points.

These results speak volumes for the difference in the environments and must be considered

by the management teams moving forward. You could say the value in column two is only

perception, but perception is reality to the employees on the sales floors. Within the

Business to Business environment, it is clear that the employees want a varying Reward and

Recognition that recognises individuals for all round performance and loyalty as they have

split their points across three key areas of performance, attendance and loyalty to the

company. Worryingly, the business seems to only value the results the employee‟s produce.

However, within the Business to Consumer environment it seems they have their model in

Option What you want rewa rd and recognition for What you think your dept/unit values<

Creative solutions/cost savings

Customer service compliments from clients

Service I have provided to my co-workers

Collaboration or support of a team effort

General on-going contributions to my department

Exceptional performance on an on-going basis 10 15

Extra responsibilities or special projects above and beyond my

normal duties

Outstanding attendance 3

Improvement in my efforts

My years of service to the company 2

Other

TOTAL POINTS 15 15

Option What you want rewa rd and recognition for What you think your dept/unit values<


Customer service compliments from clients

Service I have provided to my co-workers

Collaboration or support of a team effort

General on-going contributions to my department

Exceptional performance on an on-going basis 15 15

Extra responsibilities or special projects above and beyond my

normal duties

Outstanding attendance


My years of service to the companyOther

TOTAL POINTS 15 15






line with the needs and wants of their employees which is encouraging but reinforces the

need for the business to consider varying solutions across the business.

Question 4

Following are a variety of ways that employees' contributions can be recognized at thedepartmental level. How would you most like to be recognized?

As previous, assign 15 points in the first column according to the importance to you of each

form of recognition. In the second column, place a check mark if you would not want to be

recognized in this way.

Once again it is clearly evident that the trend we started to see in question 3 remains

in this question as in the Business to Business environment, they is a demand for a

reward recognition model that delivers across many areas such as the personal

touch, certificates, public acknowledgement and progression in addition to the

everyday need of pay and benefits. In the Business to Consumer arena, there is only

interest in the majority of pay and benefits with a slight interest in time off. This is a

drastic contrast to the insight gained in the Business to Business area.

Type of Recognition/Reward Points for Importance to Me Would not want this form of recognition Points for Importance to Me Would not want this form of recognition

A personal "thank you" or note from my

supervisor, manager, or co-worker 2 XAcknowledgement and recognition by my

customer (internal or external, as

applicable)

Department-wide acknowledgement in

writing or at a staff meeting X

A formal letter describing my

accomplishments X X

An award, certificate, or gift from an

established recognition program in my

department 3 X

Nomination for a monetary performance

award

Public acknowledgement for my years of

service to the company 2

An office-wide party or other fun

community-building social event

The opportunity to work on an interesting

assignment or project X X

Being asked for my input and expertise X

The opportunity to improve my job-related

skills or knowledge 3

Participation in professional or career

development opportunities (workshops,

conferences, career-counseling, etc.) X

Pay and benefits 5 12

Time off 3

Other (describe):

TOTAL POINTS 15 15

Business to Business Business to Consumer




Although only four questions were posed to the individuals, they covered a broad

range of questioning to ensure the author gained sufficient and valuable insight intothe thought process of the employees in both areas. The author can now review and

evaluate the captured information against the theories that were explored in the

literature review.

6.0 Conclusions from the findings

In a competitive business climate, more businesses are looking at improvements in

quality while reducing costs. Meanwhile, a strong economy has resulted in a tight job

market. So while businesses seek more from their employees, their employees are

aspiring for more from them. Employee reward and recognition is one method of

motivating employees to change work habits and key behaviors to benefit your

business.

Although these terms are often used interchangeably, reward and recognition could

be considered separate functions. Employee reward refers to processes set up by a

business to reward performance and motivate employees. They are normally

considered separate from salary but may be monetary in nature or otherwise have a

cost to the company. This method can be used as a tool to lure top employees in a

competitive job market as well as to increase employee performance.

Although employee recognition programs are often combined with reward programs

they retain a different purpose altogether. Recognition programs are generally not

monetary in nature though they may have a cost to the company. Sue Glasscock

and Kimberly Gram (2010) in Productivity Today, differentiate the terms by noting

that recognition elicits a psychological benefit whereas reward indicates a financial or

physical benefit.

CPM operates in two differing areas of Business to Business and Business to

Consumer. It has long been the approach of the business to implement the same

reward strategy due to the fact that both are sales orientated campaigns. There has

been little thought to the Recognition side of the model and this has only beencarried out dependant upon the individual manager.




When considering the argument of Huczynski and Buchannan (2001) within the

literature review, this has featured within question one of the Business to Business

employee questionnaire. It is evident that there is a need for a recognition model due

to the strong desire shown in the answers of the statements. This controversially

shows that the theory of Taylor (1911) would not fit in the business to business

workplace however it would be ideal for the business to consumer campaign due to

the requirements of the employees. Both arguments on reflection are theories that

could be implemented across various campaign styles dependant upon the

employee expectations which should be aligned in the recruitment phase. For CPM,

the disparity between the employees on both campaigns is one of age and career

aspirations and these needs to be recognised by the management team and should

determine the model utilised on both campaigns.

When any reward and recognition model is implemented, it is of the utmost

importance that the ethos of the model is bought into and followed through from the

Contact Centre Manager through to the employee on the front line. There is an

element of this within the Vroom Expectancy Theory (1964) due to the belief that an

individual will be motivated to perform a task if the reward for so doing is valued by

that individual, and he or she believes that the effort expended will result in thereward being obtained. Once again this trend is highlighted within question two as

there is a low satisfaction across both business areas in terms of the level of

recognition they receive from the top levels of management as this can have a

catastrophic influence on the effort that an employee will impose to their work role.

This in conjunction with an aspect of question one, affirms the power of personal

thanks for employees within the business to business area and it is something that

they hold in utmost importance whilst being very unsatisfied with the level of effort

currently being carried out.

An occupational occurrence of sales departments is often one of rewarding

exceptional sales performance and that alone irrelevant of how this was achieved or

any other factors. This malfunction appears to be happening throughout the business

to business campaign due to the scoring of all points being assigned the relevant

statement. Employees feel that there should be reward and recognition for the loyalty

they show to the business which is driven through both there attendance record and




their length of service. This message was reinforced by Marsden et al (2002) where

he expands on the expectancy theory through his diagram which highlights the

obstacles that have a direct impact on the effort, performance and reward of the

employee. With the complexity of the business to business campaign, they

incorporate the „other motivating factors‟ and need to be considered in the motivation

techniques utilised. An argument of many is that pay and benefits is all an employee

would require to carry out a good job for their employer; in the current climate for the

enhanced performance both the employee and employer require then it is imperative

to instill a rewarding and motivational reward and recognition structure that benefits

all parties.

Question four shows CPM an example of how they can gain insight into the needs

and wants of their employees and then by matching them with the goals and

objectives of the business; this will allow them to form an effective model that will

drive the business strategy in the direction required. There is various aspects

outlined in the question for the business to consider and this has influenced the

author to form the opinion that there is much more to the concept of reward and

recognition than FW Taylor (1911) first declared. People have varying personalities,

needs and wants so CPM must realise this and realign there models to motivate and

inspire their employees to carry out their role effectively for them.

Every person has different reasons for working. The reasons for working are as

individual as the person. But, we all work because we obtain something that we need

from work. The something obtained from work impacts morale, employee motivation,

and the quality of life. To create positive employee motivation, treat employees as if

they matter - because employees matter. Reward and Recognition has been and

always will be instrumental in achieving this.

http://humanresources.about.com/od/managementtips/qt/four_factors_b4.htm







6.1 Recommendations

On reflection of all the information that has been reviewed through the literature

review and the data gained from the questionnaires, there is a small number of

recommendations that can be worked towards. These have arisen in light of the

theories available around this subject and the current impact in the CPM work place;


1. Introduce a recognition model that includes monthly awards for Top Sales

Revenue, Top Quality Revenue and the Above and Beyond award. This will

broaden the scope of individuals that are recognised on a monthly basis whilst

still reinforcing the behavior of excellent performance across all aspects of the

role.

2. The awards above should be presented in front of the entire sales floor from

the Contact Centre Manager and Sales Manager. This will show the sales

floor that the management have an interest of the individuals at heart and

know what a good job looks like.

3. To create a innovative and motivational reward model that encompasses all

aspects of the employees role whilst driving the ultimate goal of the campaign.

This will ensure that the employee is motivated to carry out all aspects of their

role to a high standard.


1. As the main driver for the employees of this campaign is that of pay and

benefits, it is key that the main reward drivers are around exceptional sales

performance.

2. The reward model could be complemented nicely with some non-monetary

recognition such as certificates for employee of the month to show that any

exceptional performance can be rewarded and will be.

3. The individual sales managers need to receive coaching or attend an

Upskilling course on delivering praise and recognition as the satisfaction is far

too low in this area.




In summary, CPM has received positive feedback in many areas of their Reward and

Recognition model and with a few adjustments and some innovative creativity they

could enhance the performance their employees deliver on a daily basis. Nothing will

change unless the models implemented drive the behaviors that mean the business

will achieve their goals and the employee is motivated to drive towards as they are

the individuals who will make that happen.




7.0 References

Armstrong, M Employee Reward, Institute of Personnel Development, London

(1996)

Gehart, B Compensation Strategy and Organizational Performance, Josey Bass

(2000)

Huczynski and Buchannan, Organizational Behaviour; an introductory text,

FT/Prentice Hall, 4th Edition (2004)

Maslow, A. H. Motivation and Personality, Third edition, Harper and Row (1987)

Taylor, F Principles of Scientific Management, Harper and Row (1911)

Conyon, M and Freeman, R (2001) Shared modes of compensation and company

performance: UK Evidence. National Bureau of Economic Research Journal

Marsden et al (2002) why does performance pay demotivate? Financial incentive

versus performance appraisal, in Global integration and challenges for industrial

relations and human resource management in the 21st century Journal Report, No.9

Augustoine (2010) [Online] Available at:

http://www.recognitionkudos.com/index.php?option=com_content&view=article&id=110&Itemid=14> [Accessed November 29th 2010]

http://www.recognitionkudos.com/index.php?option=com_content&view=article&id=110&Itemid=14







9.0 Appendices

9.1 Maslow‟s Hierarchy of Needs

9.2 Employee Questionnaire

9.3 Timeline of progress

9.4 Research Proposal




9.1 Maslow’s Hierarchy of Needs – Appendix 1

http://upload.wikimedia.org/wikipedia/commons/6/60/Maslow's_Hierarchy_of_Needs.svg




9.2 Employee Questionnaire – Appendix 2

Reward & Recognition Questionnaire

PLEASE COMPLETE ALL QUESTIONS BELOW.

Q1. Please use the following numbers to indicate your level of agreement or disagreement with the

statements below:

1) Disagree Strongly 2) Disagree 3) Neither Agree nor Disagree 4) Agree 5) Agree Strongly

1. It is important to me to be recognized for my work.

2. My salary and benefits are the only acknowledgment I seek.

3. My salary and benefits are important, but I would appreciate non-monetary rewards too.

4. I am satisfied with my department's current recognition program.

5. The nature of my job allows me adequate opportunity to be recognized.6. I believe that all employees should be equally rewarded.

7. I think employees should be rewarded for meeting specific criteria "above and beyond" normal

duties.

Q2. Please take a minute to let us know how you feel about various sources of reward & recognition.

On a scale of 1 (low) to 5 (high), rates how important the category is to you and rate whether you are

satisfied with the amount you receive from this source.

Importance to Me Source of Reward and Recognition Satisfaction Level

1 2 3 4 5 Contact Centre Manager 1 2 3 4 5

1 2 3 4 5 Immediate Team Manager 1 2 3 4 5

1 2 3 4 5 Peers 1 2 3 4 5

1 2 3 4 5 Customers (internal or external) 1 2 3 4 5




Q3. Following is a list of achievements and behavior‟s for which employees could be recognized. For

which of these reasons would you want to be recognized? Which do you think your department

values?

In each column, you have 15 points to "spend" on these options, in any combination (for example, you

could "spend" all 15 points on one item or break them up-8 points on one item, 5 on another, and 2 onyet another). In Column I, let us know which of these things you would most like to be recognized for.

In Column II, let us know which of these you think your department values. Each column should total

15 points.

OptionWhat you want reward and

recognition for

What you think your dept/unit

values<


Customer service compliments

from clients

Service I have provided to my co-

workers

Collaboration or support of a team

effort

General on-going contributions to

my department

Exceptional performance on anon-going basis

Extra responsibilities or special

projects above and beyond my

normal duties

Outstanding attendance


My years of service to thecompany

Other

TOTAL POINTS (15) (15)




Q4. Following are a variety of ways that employees' contributions can be recognized at the

departmental level. How would you most like to be recognized?

As previous, assign 15 points in the first column according to the importance to you of each form of

recognition. In the second column, place a check mark if you would not want to be recognized in this

way.

Type of Recognition/RewardPoints for Importance to

Me

Would not want this form of

recognition

A personal "thank you" or note from my

supervisor, manager, or co-worker

Acknowledgement and recognition by my

customer (internal or external, as

applicable)

Department-wide acknowledgement in

writing or at a staff meeting

A formal letter describing my

accomplishments

An award, certificate, or gift from an

established recognition program in my

department

Nomination for a monetary performance

award

Public acknowledgement for my years of

service to the company

An office-wide party or other fun

community-building social event

The opportunity to work on an interesting

assignment or project

Being asked for my input and expertise

The opportunity to improve my job-related

skills or knowledge

Participation in professional or career

development opportunities (workshops,

conferences, career-counseling, etc.)

Pay and benefits




Time off

Other (describe):

TOTAL POINTS (15)




9.3 Timeline of Progress – Appendix 3



9.4 Research Proposal - Appendix 4

research project main

Documents