A Report on Accenture Reward Management Systems

INDIAN INSTITUTE OF MANAGEMENT LUCKNOW

HUMAN RESOURCE MANAGEMENT

Presented to: Prof. Pankaj Kumar

Submitted by: GROUP 7 of SECTION D

Shivaki PGP28202 Aditya Buddhavarapu PGP28203

Anshul Virmani PGP28205 Umang Gupta PGP28208

Sanskriti Garg PGP28216 Ashish Krishna PGP28218

Parthsarthi Sinha PGP28219 Shreya Laumas PGP28223

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INDEX

Executive

Summary………………………………………………………………………..2

Introduction……………………………………………………………………..3

Literature

Review…………………………………………………………………………..4

R&R Program at

Accenture…………………………………………………………………….…7

Results……………………………………………………………………….….9

Recommendations……………………………………………………………..12

Implementation…………………………………………………………..…….12

Tangible/Intangible Results……………………………………...…………….14

Appendix

A………………………………………………………………………………..15

Appendix

B………………………………………………………………………………..17

Appendix B

Results………………………………………………………………………….18

References..…………………………………………………………………….19

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EXECUTIVE SUMMARY

Today’s workforce comprises of diverse and unique individuals. This throws up an

interesting challenge for managers to ensure that the employees have a high morale and

remain motivated. One of the ways to do this is by having a quality reward/recognition

programme.

The purpose of this project was to evaluate the reward/recognition programme of Accenture

and suggest recommendations aligning with the expectations of the employees. The

information regarding the Rewards program of Accenture was collected by the questionnaire

that was administered to the 50 employees of Accenture and the phone interviews with 2 HR

Managers of Accenture. We also floated one questionnaire on the facebook ids of our team

members to gather data related to the rewards program in other related companies for which

we got 47 responses.

We found that employees show a preference for monetary awards compared to non-

monetary awards. Other concepts such as timeliness of the recognition/awards, peer

recognition as well, as a degree of alignment with the goals of the organization also play a

vital role in motivating employees. It was also found that the employees are not entirely

aware of the criteria used in deciding the rewards. This lack of consistency could lead to

employees being dissatisfied with their job as they feel that their efforts are not being

adequately rewarded.

The implications of the study are that there is a need to re-evaluate the existing

reward/recognition program at Accenture Services. For this purpose, we have suggested the

following recommendations as well as ways to implement them.

Our recommendations keeping in mind employees expectations, affordability, market parity

and implementation feasibility are as follows:

1. Mandatory trainings for employees at all levels on rewards/ recognition program criteria

2. Improve the informal reward program.

3. Increase the monetary awards and recognition awards ratio

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INTRODUCTION

Reward Management is concerned with the formulation and implementation of strategies and

policies that aim to reward people fairly, equitably and consistently in accordance with their

value to the organization. The rewards not only include material rewards but also non-

material rewards. The reward system consists of financial rewards which include basic and

performance pay and employee benefits. It also includes non-financial rewards like

recognition, promotion, praise, achievement responsibility and personal growth. Recent

researches indicate that reward criteria of an organization whether financial rewards, non-

financial rewards or both have a tremendous impact on employee and employer performance.

There is a range of factors that affect reward management systems within organizations. Price

(2004) divides these factors into two categories: internal and external. Internal factors

affecting reward management include corporate culture, technology and employees, whereas

external factors are national economic environment, the level of competitive pressure within

the industry, increasing forces of globalization, demographic changes within the country etc.

Accenture is a US$ 27.9 billion global management consulting, technology services and

outsourcing company, with employee strength of 2, 57,000 across the globe. Accenture has

been recognized for its people management practices at various platforms. It made a second

consecutive appearance on the Great Place to Work Institute’s Best Companies to Work for

list in India. Also for the fourth year in a row (2009-2012) Accenture has been included by

Experience.com in its 2012 Best Places to Work for Recent Grads list. It has also been

selected as one of Canada’s Top Employers for Young People in 2012. It provides a working

environment characterized by Variety, Learning, Teamwork and Growth to all its employees.

Accenture has interesting reward and recognition programs that acknowledge and reward

performance. Some of these programs are Celebrating Performance points where

performance gets rewarded with points that can be exchanged for tangible products;

Employee Referral Program which provides bonuses to employees who successfully refer

their friends to Accenture and Employee Share Purchase Plan which is available to eligible

Accenture employees and gives participating employees the opportunity to build equity

ownership by purchasing Accenture shares at a discount.

In our project we evaluate the current employee reward/recognition program at Accenture

Services and develop a program that is valued by the employees of the organization as well as

aligns with the vision and goals of the organization.

The research questions that will be addressed by the project are

a. How effective and valued is the current employee reward/recognition program at

Accenture services.

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b. How is the Accenture service’s employee reward/recognition program as compared to

Infosys and TCS, other companies in the same field?

c. From employee perspective, the reward/recognition system they value.

Based on employee perspective about what practices should be followed at the company as

part of reward management system and based on the findings we have proposed our own

reward and recognition system for Accenture.

LITERATURE REVIEW

The literature review on employee rewards programs and their effects on employee morale

and motivation was conducted using the information and material from a variety of sources

such as publications, periodicals, on-line articles, journals, interviews of Accenture

employees, as well as various web sites.

Rewards are usually divided into two groups: tangible and intangible. The most popular

forms of tangible rewards include monetary rewards, in the forms of pay-raises and bonuses

and other tangible items such as holidays, gifts, free samples of products etc. Intangible

rewards, on the other hand, include verbal and written appraisals, appreciation letters, articles

in the company and local press etc.

There are a variety of factors that affect reward management systems within organizations.

Price (2004) divides these factors into two categories: internal and external. Internal factors

affecting reward management include corporate culture, technology and employees, whereas

external factors are national economic environment, the level of competitive pressure within

the industry, increasing forces of globalization, demographic changes within the country etc.

The three motivational theories and their influence on employee reward management

programs evaluated during the literature review included Maslow’s Theory of Hierarchal

Needs, Herzberg’s Two Factor Theory, and Douglas McGregor’s X and Y Theory.

Abraham Maslow developed the Theory of Hierarchal Needs which categorizes human needs

based on two groupings: deficiency needs and growth needs. Within deficiency needs, human

beings satisfy each lower need before moving on to the higher need. Maslow’s hierarchy of

need can be depicted by a pyramid with the base of the pyramid representing a person’s basic

physiological needs, such as breathing, food, water, sex, sleep and excretion. The higher

levels of the pyramid include safety, love/belonging, esteem, and self-actualization.

Human beings normally strive to reach the top of the pyramid. The level which is termed

Esteem is where one would find the need for recognition. Employee recognition and reward

management programs speak to the esteem level of the Maslow pyramid.

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Herzberg’s Two Factor Theory: Herzberg proposed the motivator-hygiene theory. According

to the theory there are some job factors which that result in job satisfaction and there are

other factors which prevent dissatisfaction in job. Motivators, when they were present in the

job would increase job satisfaction and morale. Hygiene factors on the other hand are those

which are essential for existence of motivation at work place. The theory stressed the need for

individuals to have the opportunity to be recognized as one of the motivators to drive

increased employee satisfaction and with their job.

Many managers believed that the only thing employees prefer when it comes to reward

programs is money (Mauldin, 2004), however studies conducted over the last several decades

have indicated that nonmonetary rewards and recognition can motivate individuals more than

cash ( Jensen, McMullen, & Stark, 2007). The importance of money has been rated low on a

list of what matters most to employees (Cohen, 2006). The risks also existed that cash

rewards can denigrate the performance of an individual and replace their sense of pride and

satisfaction in the accomplishment with a short term temporary cash award (Tucker, 1998).

The final motivational theory examined was McGregor’s X and Y Theory. McGregor

categorized workers into either category X or category Y. The characteristics of a category X

employee include the belief that average person dislikes work and will try to avoid if he/she

can. These individuals or organizations believe that people must be forced with the threat of

The primary purposes of an employee recognition and reward program are to recognize

employees so that they take pride in their work and in their job responsibilities, go the extra

mile and heighten the level of commitment to the organization.

Nelson (1994) said, “People tend to be satisfied, productive and motivated when effective

performance is recognized and rewarded in ways they highly value.” The results of an

employee satisfaction survey revealed that seventy five percent of employees who had

considered leaving their jobs did so due to lack of employee growth and recognition

programs (La Motta, 1995).

Some of the common recognition actions identified included thanking employees for a job

well done, providing consistent and reliable rewards and recognition, praising as close to the

event occurrence as possible, and alignment of organizational goals and objectives with

reward and recognition programs.

Providing clear and consistent rewards and recognition to employees was cited as essential to

high employee motivation. Providing the employee with clear expectation regarding rewards

and recognition was cited by 92% of the respondents in a survey as a primary method of

increasing the employee’s commitment and satisfaction (Saunderson, 2004). Consistency

exhibited by supervisors in the awarding of rewards and recognition to employees builds trust

and credibility in the program and the system, as well as in the supervisor. A survey of

employees conducted revealed that only 47% of respondent believed that their manager

consistently recognized their actions (Saunderson, 2004).

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In a survey conducted by Saunderson (2004), 60% of the employee’s surveyed rated

timeliness as extremely important and 34 % rated timeliness as very important. Timely

recognition will reinforce the positive behavior or action, helping to ensure that the employee

will repeat the behavior.

During the review process, an internet search of the company website and organizations’

employee reward/recognition programs revealed wide range of approaches to employee

reward/recognition programs. Through the various programs, rewards varied from

nonmonetary rewards and time off, to significant sums of money rewards for suggestions and

performance. Accenture’s system has significant monetary incentives included in their

program, which most managers believe that is what employees prefer.

PROCEDURE

The main objective of employing all the procedures mentioned here was to gather data and

information which would aid our research and help in deriving certain results regarding

rewards/recognition program at Accenture Services and design a system that would improve

the organization.

A major portion of the information was gathered through literature review wherein we

studied the key results that have been obtained pertaining to rewards management that is

employed at various organizations and their impact on the attitudes and morale of the

employees in a company. A majority of the documents referred to were journals and research

papers. For the papers we used mainly the resources in the library and Google Scholar. To

search for the papers we used a lot of key words like rewards management, incentives to

employees, morale of employees, recognition of employees, etc.

We also conducted a sort of primary research by developing questionnaires and interviewing

the employees and HR managers of Accenture. Two questionnaires were developed. One of

these was administered to the employees of Accenture. This was done through the contacts

we had in the organization. It was an online questionnaire and we sent it to around 50

employees, of which 37 responses were received. The questionnaire was to dig deeper into

the employees’ perception and attitude about the rewards/recognition system already in place.

It was a five scale questionnaire consisting of 15 questions wherein the employees were

supposed to indicate their agreement with the statement (from strongly disagree to strongly

agree). The results obtained are shown in the appendix A.

The second questionnaire was floated to our friends and other contacts. It was distributed

through online media like mail and facebook. This questionnaire was a simpler one and had

only 8 questions. Also the questions were mostly of yes/no type. This simplicity was

maintained to get a good number of response and we obtained around 50 responses for the

same. The objective of this questionnaire was to get a feedback and people’s perceptions and

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views regarding the rewards/recognition system in place at their own organization. The

results obtained are tabulated in the appendix B.

We also interviewed certain employees to get a much better understanding of their views and

perceptions. We interviewed two HR managers at Accenture. The interview questions were

sent to them in advance (one week prior) to help them have a look and review the questions.

The final interview was conducted through phone by our teammate. This was a very key

process of our work as it provided a detailed description of the company’s policies from the

viewpoint of the HR manager and it helped us compare and contrast these views with the

ones we got from the employees. These results are simply presented in the text, either directly

or in the form of results.

There were certain limitations and assumptions in our research methodology. The first one

was that the respondents were honest in their replies. We have assumed that the questions

were very clear to the employees and other respondents. Another major limitation was the

total number of responses obtained which was lesser than 50. Nevertheless, it was more than

30 which is considered the minimum for any research survey.

R&R Program at Accenture

The objective of the R&R program at Accenture is to offer a comprehensive and balanced set

of rewards to the employees. Total rewards includes array of compensation, benefits,

work/life and professional growth elements. Accenture offers rewards that are:

Of value to the employees

Aligned with the business strategy of Accenture

Competitive in the marketplace

In Accenture the Reward & Recognition program can be broken down into following

components:

1. Compensation

a) Base Salary: It is the annual salary amount paid to the individual. This is not the

main focus of our project. We are specifically looking into the rewards over and

above the compensation part.

b) Other Cash Payments: These are other cash rewards that are given to employees

from time to time to increase their motivation. In Accenture these can be broadly

classified into two major categories “That Applies to All Employees” and “That

Applies to some Employees”.

i. Applies to all Employees:

- Celebrating Performance – A global recognition program that is available to all

Accenture employees. Monetary rewards are given in the form of points. Non-

monetary awards are given in the form of e-cards and e-certificates.

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- Employee Referral bonus –Geographies provide monetary award amounts based on

the level of the candidates referred and hired-for which their employees refer.

ii. Applies to some Employees :

- Hot Skill Bonus – Additional recognition to the critical skills. This is again based on

performance and the level of the employees.

- Inventor Award Program – This rewards employees who create new patentable

assets.

c) Variable Pay: With this Accenture presents an opportunity for the employees to have

a share in the success of the company by earning cash compensation in addition to the

base salary. Besides, it helps make a stronger link between rewards and individual

performance, supporting the culture of meritocracy in the organization and offering

additional rewards for those individuals with highest performance and highest

contribution to the company’s results. The Accenture gives Variable Pay in the form

of Global Annual Bonus( based on company’s profitability), Individual performance

bonus( one time bonuses) and pay for performance( pay linked to the performance

ratings of the employees)

d) Equity: The Accenture Equity programs include Performance Equity Grants and

Employee Share Purchase Plan (ESPP). The performance equity grants are granted

to the senior managers who are rated in the top 30% of their peer group. The objective

of this component is to recognize the efforts of the highest performing senior

managers and to increase their equity stake in Accenture. Their performance will

convert into more success for Accenture. ESPP is a voluntary plan and it represents a

form of compensation that is available to most employees.

The ESPP gives eligible employees an opportunity to purchase Accenture shares at a

discount puts Accenture shares in a stronger position than the average shareholder to

profit from Accenture’s potential growth. It provides employees a path to build their

ownership in Accenture and increase their success in Accenture’s success.

e) Project Specific Awards: There are various other awards like “Star Performer

Award”, “Catalyst Award” & “Ace Team’ award which are project specific and

usually granted by the clients of Accenture.

2. Non Cash Components or Benefits

At parity with other multi-national companies, Accenture provides various non-cash

benefits to its employees. Some of the benefits that Accenture provides to its

employees are:

i. Health insurance

ii. Time off during pregnancy to female employees and during Adoption.

iii. Executive MBA program with various universities.

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RESULTS

Interpretation of the results of the questionnaire to address the

research questions:

1. How effective and valued is the current employee reward/recognition program at

Accenture services?

The results of the Questions 3 and 4 of the questionnaire filled up by Accenture employees

(Appendix A) indicate that employees are either neutral or do not believe that the current

employee rewards and recognition program at the organization is effective.

Question Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

3. I believe that the

current employee reward

and recognition system

at Accenture has value

to me as an employee.

4% 17% 37% 34% 8%

4. I believe the

employee recognition

program utilized by

Accenture is effective in

providing me with the

recognition for my

actions.

6% 22% 42% 13% 17%

2. How is the Accenture service’s employee reward/recognition program as compared to

Infosys and TCS, other companies in the same field?

Question 5 of the Accenture employee recognition questionnaire addressed our research

question b. The results are being tabulated below. The statistical results clearly display

that majority of employees have strong opinions regarding the comparison of their R&R

program with that of other similar firms in the industry.

The results are indicative of the fact that the employees feel that their R&R program is

not good enough as compared to the other companies.

The question is vague because it does not list out the exact basis of comparison. From the

literature review that we went through, the journal “The Utility of Equity Theory in

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Enhancing Organizational Effectiveness” talks about the referent groups that people use

when they compare their reward and recognition program.

A study by Goodman lists three classes of referents (other, self, and system).Other”

represents someone in the same organization, in a different organization; it can also be

friends or neighbours. “Self” refers to the input/outcome ratio from the past job. “System”

refers to the contract between the employer and the employee. The employees when

comparing themselves to referent other were the major determinant in their pay satisfaction.

Summers and Denisi retested the Goodman study but tested the study on a nationwide level.

The study involved 1043 managers from all levels of restaurant chain. Sixty five percent

(65%) reported have feelings underpaid and the majority (34.5%) used self as a comparison

group. This study supports the hypothesis that comparison with referent (other, self, system)

is a major determinant of pay satisfaction. We can extend this idea to rewards and recognition

program as well.

From this research paper, we came to the understanding that comparison is a very important

factor in determining the satisfaction of the employees with their rewards and recognition

program and usually they referent groups they use for comparison is "Self"(34.5%) and

"Others" (17%).

Question Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

5. I believe the employee

recognition program utilized by

Accenture is comparable with

other IT firms in the industry.

4% 13% 7% 25% 43%

3. Which types of recognition/reward are valued by the employees?

Question 13 of the questionnaire has fairly dispersed result. However, the results indicate that

employees show a fair degree of preference for monetary rewards over other types of

recognition.

Question Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

13. I believe that

personal recognition for

a good performance is

more important than a

monetary award

12% 17% 25% 27% 19%

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However, in the questionnaire which was filled by employees of other IT companies

(Appendix B), questions 2 & 3 which are about the nature of rewards (monetary/non-

monetary) differed from the above table to quite an extent.

2. Does your organization's reward/recognition program provide monetary compensation as

rewards?

Yes – 38%

No – 62%

3. Does your organization provide non-monetary rewards such as certificates etc. for awards

rather than monetary?

Yes – 67%

No – 33%

Insights from the phone interviews of 2 HR Managers about the

Rewards & Recognition Program at Accenture We conducted 2 phone interviews of 2 Human resources Managers of Accenture about the

Rewards & Recognition Program at Accenture. We asked 7 questions to both of them. There

was a mix of subjective and relative questions. The responses to the questions were similar.

The questions are listed below:

1. Please describe Accenture’s employee reward and recognition program and how it

works?

2. How would you rate Accenture’s reward and recognition program on a scale of 1 to 5

with 5 being the best?

3. The one feature of the reward and recognition program that you think is the most

successful and why?

4. Do you think the program is valued by the employees? If yes, how do you know?

5. What type of R&R do your employees appreciate the most?

6. How, in your opinion, your company’s program compare to other company’s

employee R&R program?

7. How frequently the program is modified in the organization?

The managers explained to us the R&R program followed by Accenture. One of them also

mailed to us relevant material that gave an overview of the R&R program in the organization.

The information we got from them about the program has been summarized in this report in

the prior section. Some of the common concepts noted in the responses of the managers

regarding the R&R program included that though the monetary awards are more than non-

monetary recognition awards, the monetary awards are highly linked with the current level of

the employees in the company. There are plenty of non- monetary rewards. Both the

managers believed that their programs were rated as a 5 on a scale of 1 to 5, 5 being the

highest. The rating was their personal opinion. Both the managers believed that the

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employees valued the recognition program based on the annual feedback conducted by the

company on Accenture’s policies. Both of them firmly believed that their program was one of

the best programs in the business which is again their personal opinion.

RECOMMENDATIONS

The employee questionnaire conducted for our project supported the theory that the

employees of Accenture do not believe strongly in the effectiveness of the Rewards

management program at Accenture and agree that it needs improvement.

The main expectations with the Accenture rewards program as perceived from the employees

reactions are:

1. Most of the employees do not understand the criteria for the rewards and recognition.

2. Employees believe that their rewards program is not comparable with other similar

organizations.

3. Employees want more informal and peer group recognition included in the program but

are apprehensive that it might lead to favoritism.

4. More emphasis is on monetary awards but recognition need is also high.

5. Employees regard Personal recognition very important and want it in monetary form.

Our recommendations keeping in mind employees expectations, affordability, market parity

and implementation feasibility are as follows:

4. Mandatory trainings for employees at all levels on rewards/ recognition program

criteria

5. Improve the informal reward program.

6. Increase the monetary awards and recognition awards ratio

IMPLEMENTATION

As we have included in our methodology we had a discussion with a HR consultant of Aon

Hewitt about the feasibility of our recommendations. Incorporating the suggestions of the

consultant we have the following implementation program for the recommendations we have

made in the prior section:

1. Mandatory trainings on rewards/ recognition program criteria

The training should be included in the list of mandatory trainings in the induction

program. It should be made mandatory at all levels of workforce. This training should

be mandated to be repeated every year before the Performance Appraisal cycle.

2. Informal Recognition Program:

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We are suggesting two implementation strategies for the same:

Integrating with the current Celebrating performance program-At present,

Celebrating performance points are given by the mangers to the employees.

Accenture can allow employees at the same level to transfer points among

themselves as a token of thanks to their peers. These points can be later

redeemed for monetary coupons. Such a system will ensure effective informal

recognition with minimum favoritism.

Popular Star of the Month Award- With a monetary award worth Rs 5000

In this system, the employees forward the name of one of their peers to their

manager along with the reason they think he deserved the award. This award

should be project specific so that employees give the names of peers with whom

they work closely. The project member with the maximum votes will be

awarded. A photograph with the reasons citing the reasons he deserved this

award must be displayed in the working area.

Thanking a Colleague program– This is one of the programs that have proved

very effective in increasing motivation as well as team building. This program is

already present in many major organizations. In this program an employee

thanks other colleague through an e-card. The notification of the same is sent to

the manager and the team-lead.

3. Increasing the Monetary rewards/ Recognition Rewards ratio

The current ratio in Accenture is approximately 40:60. Since the employees show

higher affiliation to monetary awards, we should try to improve the same. When we

discussed the same with the HR consultant, the suggested that this is a good ratio. A

good way to improve the employee satisfaction towards it will be to decrease the

value of awards and increase the number of awards so that more employees enjoy

monetary rewards. Two suggestions for this are:

a. Inventor Award: Instead of having 1 yearly award of Rs 100000, Accenture

can have 2 semi-annual awards of Rs 50000.

b. Team Ace : This is an annual award given to one best performing team in

Accenture. Accenture has five FUNCTIONAL UNITS. Instead of one Ace

award, it can go for either one Team Ace and 5 Sub Team Ace Awards or one

Ace award for each functional Unit.

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TANGIBLE/INTANGIBLE BENEFITS THAT WILL RESULT

The recommendations that we have made to the rewards & recognition program will result in

many tangible/ intangible benefits to the employees and will convert into benefits for the

organization.

Mandatory training for employees at all levels will help bring in transparency in the system.

Employees will be in a better position to understand the criteria or the basis on which the

reward/recognition programs exist. This will have a positive impact on employee satisfaction

and hence on productivity.

Informal reward systems generate a motivating environment. It helps look further at the

formal reward systems in order to minimize dissatisfaction. Focusing only on the economic

theory of the firm, with its focus on formal reward systems, results in an ignorance of other

potential reward systems that influence employee’s behavior. Systems not consciously

constructed by the company, but formed informally through company culture, expectations,

relationships and psychological contracts among others have an impact on employee

motivation.

Monetary awards are incentives for the employees to go over and above their job

responsibilities. Former researchs’ on Monetary awards have shown that organizational

commitment is affected positively by the increase in monetary awards. High Organizational

commitment leads to more motivated workforce, more utilization and lesser attrition rate.

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Appendix A Accenture Reward Management System

Questions Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

1. I am aware of the

employee recognition

and reward programs

used by Accenture

21

35 22 10 12

2. I believe that the

current employee

reward and

recognition system at

Accenture has value to

me as an employee

11 14 28 32 15

3. I understand the

criteria to receive an

employee recognition

reward

4 17 37 34 8

4. I believe the employee

recognition program

utilized by Accenture

is effective in

providing me with the

recognition for my

actions

6 22 42 13 17

5. I believe the employee

recognition program

utilized by Accenture

is comparable with

other IT firms in the

industry

8 13 11 25 43

6. Employee recognition

is important to me

44 34 9 8 5

7. The current employee

recognition program

at Accenture needs

improvements

39 31 15 6 9

8. I believe that any 13 38 27 15 7

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recognition should

come from a

committee of my

peers

9. I would like to see

both formal and

informal employee

recognition programs

at Accenture

25 43 24 5 3

10. The department does

adequate job

recognizing

employees for their

performance

5 17 34 20 24

11. Do you believe that a

selection committee of

your peers will lead to

favouritism in the

selection process

14 29 34 14 9

12. Is personal

recognition for a job

well done important to

me?

31 42 18 4 5

13. Do you think that

personal recognition

for a job well done

more important than

monetary reward?

12 17 27 25 19

14. Do you think

recognition for a job

well done improves

morale?

54 32 6 3 5

15. I do not believe that

an employee

recognition program is

needed.

6 9 12 41 32

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APPENDIX B IT INDUSTRY QUESTIONNAIRE

EMPLOYEE REWARD/RECOGONITION QUESTIONS

1. Does your organization have an employee reward/recognition program?

o Yes

o No

2. Does your organization's reward/recognition program provide monetary

compensation as rewards?

o Yes

o No

3. Does your organization provide non-monetary rewards such as certificates etc.

for awards rather than monetary?

o Yes

o No

4. Are the recipients of your rewards selected by a committee of their peers?

o Yes

o No

5. Does the criterion for your organization's awards align with the core values of

the organization?

o Yes

o No

6. Does your organization give project-specific awards?

o Yes

o No

7. Does your organization give awards in a timely fashion?

o Yes

o No

8. Do you believe that your organization's reward/recognition program is

adequate?

o Yes

o No

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APPENDIX B RESULTS IT INDUSTRY QUESTIONNAIRE

EMPLOYEE REWARD/RECOGONITION QUESTIONS RESULTS

QUESTIONS YES NO

1. Does your organization have an employee

reward/recognition program? 98 2

2.

Does your organization's reward/recognition

program provide monetary compensation as

rewards?

38 62

3.

Does your organization provide non-monetary

rewards such as certificates etc. for awards

rather than monetary?

67 33

4. Are the recipients of your rewards selected by

a committee of their peers? 59 41

5.

Does the criterion for your organization's

awards align with the core values of the

organization?

39 61

6. Does your organization give project-specific

awards? 54 46

7. Does your organization give awards in a

timely fashion? 81 19

8. Do you believe that your organization's

reward/recognition program is adequate? 38 62

19 | Group 7

REFERENCES 1. Maslow, A. (1970) .Motivation and Personality. New York: Harper & Row

2. Herzberg, F., Mausner, B. & Synderman, B. (1967) The motivation to work. New

York: Wiley

3. McGregor, D. (1960). The human side of enterprise. New York, New York: McGraw-

Hill.

4. Mauldin, T. (2004). Developing an effective employee recognition program, New

York: McGraw-Hill.

5. Jenson, D., McMullen, T. & Stark, M. (2007). The manager’s guide to rewards. New

York: Hay Group.

6. Cohen, M. (Ed.). (2006).What you accept is what you teach Minneapolis, MN:

Creative Health Care.

7. Nelson, B. (1994). 1001 ways to reward employees New York: Workman Publishing.

8. La Motta, T. (1995). Recognition the quality way, New York: Quality Resources.

9. Saunderson, R. (2004).Survey findings of the effectiveness of employee recognition

in the public sector. Public Personnel Management, 37(3), 295-245.