Accenture reward management system

INDIAN INSTITUTE OF MANAGEMENT LUCKNOW

HUMAN RESOURCE MANAGEMENT Presented to: Prof. Pankaj Kumar

A Report on Accenture Reward Management Systems Submitted by: GROUP 7 of SECTION 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

INDEX

Executive Summary………………………………………………………………………..2 Introduction……………………………………………………………………..3

Literature Review…………………………………………………………………………..4 R&R Program at Accenture…………………………………………………………………….…7 Results……………………………………………………………………….….9 Recommendations……………………………………………………………..12 Implementation…………………………………………………………..…….12 Tangible/Intangible 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 nonmonetary 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 nonmaterial 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, nonfinancial 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. 3 | Group 7

 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. Nonmonetary 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 Pa y in the form of Global Annual Bonus( based on company’s prof itability), 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

3. I believe that the 4% current employee reward and recognition system at Accenture has value to me as an employee. 4. I believe the 6% employee recognition  program utilized by Accenture is effective in  providing me with the recognition for my actions.

Agree

Neutral

Disagree

Strongly Disagree

17%

37%

34%

8%

22%

42%

13%

17%

2. How is the Accenture service’s employee reward/reco gnition 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 9 | Group 7

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/nonmonetary) 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 nonmonetary 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 11 | Group 7

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: 12 | Group 7

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

1.

2.

3.

4.

5.

6.

I am aware of the employee recognition and reward programs used by Accenture I believe that the current employee reward and recognition system at Accenture has value to me as an employee I understand the criteria to receive an employee recognition reward I believe the employee recognition program utilized by Accenture is effective in  providing me with the recognition for my actions I believe the employee recognition program utilized by Accenture is comparable with other IT firms in the industry Employee recognition is important to me

Strongly Agree 21

Agree

Neutral

Disagree

35

22

10

Strongly Disagree 12

11

14

28

32

15

4

17

37

34

8

6

22

42

13

17

8

13

11

25

43

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 14 selection committee of  your peers will lead to favouritism in the selection process

29

34

14

9

12.

Is personal 31 recognition for a job well done important to me?

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 6 an employee recognition program is needed.

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? Yes o o  No 2. Does your organization's reward/recognition program provide monetary compensation as rewards? Yes o o  No 3. Does your organization provide non-monetary rewards such as certificates etc. for awards rather than monetary? Yes o o  No 4. Are the recipients of your rewards selected by a committee of their peers? Yes o o  No 5. Does the criterion for your organization's awards align with the core values of  the organization? Yes o o  No 6. Does your organization give project-specific awards? Yes o o  No 7. Does your organization give awards in a timely fashion? Yes o o  No

8. Do you believe that your organization's reward/recognition program is adequate? Yes o o  No

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 APPENDIX B RESULTS IT INDUSTRY QUESTIONNAIRE EMPLOYEE REWARD/RECOGONITION QUESTIONS RESULTS

QUESTIONS 1.

2.

3.

4.

5.

6. 7. 8.

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Does your organization have an employee reward/recognition program? Does your organization's reward/recognition  program provide monetary compensation as rewards? Does your organization provide non-monetary rewards such as certificates etc. for awards rather than monetary? Are the recipients of your rewards selected by a committee of their peers? Does the criterion for your organization's awards align with the core values of the organization? Does your organization give project-specific awards? Does your organization give awards in a timely fashion? Do you believe that your organization's reward/recognition program is adequate?

YES

NO

98

2

38

62

67

33

59

41

39

61

54

46

81

19

38

62

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: McGrawHill. 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.

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