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 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 Results……………………………………...…………….14 Appendix A………………………………………………………………………………..15 Appendix B………………………………………………………………………………..17 Appendix B Results………………………………………………………………………….18 References..…………………………………………………………………….19

1 | Group 7

Our recommendations keeping in mind employees expectations. It was also found that the employees are not entirely aware of the criteria used in deciding the rewards. as a degree of alignment with the goals of the organization also play a vital role in motivating employees. This lack of consistency could lead to employees being dissatisfied with their job as they feel that their efforts are not being adequately rewarded. Improve the informal reward program. Increase the monetary awards and recognition awards ratio 2 | Group 7 . We found that employees show a preference for monetary awards compared to nonmonetary awards. The purpose of this project was to evaluate the reward/recognition programme of Accenture and suggest recommendations aligning with the expectations of the employees. 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. Other concepts such as timeliness of the recognition/awards. 3. peer recognition as well. market parity and implementation feasibility are as follows: 1. For this purpose. One of the ways to do this is by having a quality reward/recognition programme. The implications of the study are that there is a need to re-evaluate the existing reward/recognition program at Accenture Services. Mandatory trainings for employees at all levels on rewards/ recognition program criteria 2. we have suggested the following recommendations as well as ways to implement them.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. 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. affordability.

whereas external factors are national economic environment. increasing forces of globalization. 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. Accenture has been recognized for its people management practices at various platforms. equitably and consistently in accordance with their value to the organization. Accenture is a US$ 27. 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. technology and employees.9 billion global management consulting. achievement responsibility and personal growth. Also for the fourth year in a row (2009-2012) Accenture has been included by Experience. praise. 3 | Group 7 . It has also been selected as one of Canada’s Top Employers for Young People in 2012. Some of these programs are Celebrating Performance points where performance gets rewarded with points that can be exchanged for tangible products. Internal factors affecting reward management include corporate culture. How effective and valued is the current employee reward/recognition program at Accenture services. Accenture has interesting reward and recognition programs that acknowledge and reward performance. There is a range of factors that affect reward management systems within organizations.INTRODUCTION Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly. nonfinancial rewards or both have a tremendous impact on employee and employer performance. Price (2004) divides these factors into two categories: internal and external. The rewards not only include material rewards but also nonmaterial rewards. with employee strength of 2. Teamwork and Growth to all its employees. The research questions that will be addressed by the project are a. Learning. Recent researches indicate that reward criteria of an organization whether financial rewards. the level of competitive pressure within the industry. 57. promotion. technology services and outsourcing company.000 across the globe. It provides a working environment characterized by Variety. demographic changes within the country etc. It also includes non-financial rewards like recognition.com in its 2012 Best Places to Work for Recent Grads list. The reward system consists of financial rewards which include basic and performance pay and employee benefits. It made a second consecutive appearance on the Great Place to Work Institute’s Best Companies to Work for list in India.

the level of competitive pressure within the industry. journals. water. on-line articles. Human beings normally strive to reach the top of the pyramid. gifts. 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. 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. the reward/recognition system they value. Intangible rewards. and Douglas McGregor’s X and Y Theory. Internal factors affecting reward management include corporate culture. free samples of products etc. human beings satisfy each lower need before moving on to the hi gher need. periodicals. whereas external factors are national economic environment. esteem. in the forms of pay-raises and bonuses and other tangible items such as holidays. technology and employees. food. How is the Accenture service’s employee reward/recognition program as compared to Infosys and TCS. The most popular forms of tangible rewards include monetary rewards. 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. Employee recognition and reward management programs speak to the esteem level of the Maslow pyramid. 4 | Group 7 . appreciation letters. interviews of Accenture employees. Price (2004) divides these factors into two categories: internal and external. on the other hand. sex. and self-actualization. love/belonging. There are a variety of factors that affect reward management systems within organizations. such as breathing. sleep and excretion. The level which is termed Esteem is where one would find the need for recognition. Maslow’s hierarchy of need can be depicted by a pyramid with the base of the pyramid representing a person’s basic physiological needs. Rewards are usually divided into two groups: tangible and intangible. Herzberg’s Two Factor Theory. Within deficiency needs. as well as various web sites. other companies in the same field? c.b. The higher levels of the pyramid include safety. articles in the company and local press etc. From employee perspective. Abraham Maslow developed the Theory of Hierarchal Needs which categorizes human needs based on two groupings: deficiency needs and growth needs. increasing forces of globalization. include verbal and written appraisals.

1998). productive and motivated when effective performance is recognized and rewarded in ways they highly value. 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. providing consistent and reliable rewards and recognition. 2004). 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. 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. McGregor categorized workers into either category X or category Y. The final motivational theory examined was McGregor’s X and Y Theory. A survey of employees conducted revealed that only 47% of respondent believed that their manager consistently recognized their actions (Saunderson. 5 | Group 7 . 2006). The characteristics of a category X employee include the belief that average person dislikes work and will try to avoid if he/she can. McMullen. 2004). Motivators. when they were present in the job would increase job satisfaction and morale. “People tend to be satisfied. 2004). Consistency exhibited by supervisors in the awarding of rewards and recognition to employees builds trust and credibility in the program and the system. however studies conducted over the last several decades have indicated that nonmonetary rewards and recognition can motivate individuals more than cash ( Jensen. Nelson (1994) said. 1995). & Stark. Many managers believed that the only thing employees prefer when it comes to reward programs is money (Mauldin. as well as in the supervisor.” 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. 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. The importance of money has been rated low on a list of what matters most to employees (Cohen. 2007). Hygiene factors on the other hand are those which are essential for existence of motivation at work place. Some of the common recognition actions identified included thanking employees for a job well done. and alignment of organizational goals and objectives with reward and recognition programs. go the extra mile and heighten the level of commitment to the organization. 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.Herzberg’s Two Factor Theory: Herzberg proposed the motivator-hygiene theory. praising as close to the event occurrence as possible.

During the review process. helping to ensure that the employee will repeat the behavior. an internet search of the company website and organizations’ employee reward/recognition programs revealed wide range of approaches to employee reward/recognition programs. The results obtained are shown in the appendix A. A majority of the documents referred to were journals and research papers. of which 37 responses were received. rewards varied from nonmonetary rewards and time off. The second questionnaire was floated to our friends and other contacts. This was done through the contacts we had in the organization. The objective of this questionnaire was to get a feedback and people’s perceptions and 6 | Group 7 . Accenture’s system has significant monetary incentives included in their program. etc.In a survey conducted by Saunderson (2004). recognition of employees. 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). One of these was administered to the employees of Accenture. Timely recognition will reinforce the positive behavior or action. incentives to employees. 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. We also conducted a sort of primary research by developing questionnaires and interviewing the employees and HR managers of Accenture. 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. This questionnaire was a simpler one and had only 8 questions. morale of employees. It was distributed through online media like mail and facebook. This simplicity was maintained to get a good number of response and we obtained around 50 responses for the same. Through the various programs. to significant sums of money rewards for suggestions and performance. Two questionnaires were developed. It was an online questionnaire and we sent it to around 50 employees. For the papers we used mainly the resources in the library and Google Scholar. Also the questions were mostly of yes/no type. The questionnaire was to dig deeper into the employees’ perception and attitude about the rewards/recognition system already in place. which most managers believe that is what employees prefer. 60% of the employee’s surveyed rated timeliness as extremely important and 34 % rated timeliness as very important. To search for the papers we used a lot of key words like rewards management.

These results are simply presented in the text. Compensation a) Base Salary: It is the annual salary amount paid to the individual. benefits. We also interviewed certain employees to get a much better understanding of their views and perceptions. We interviewed two HR managers at Accenture. There were certain limitations and assumptions in our research methodology. i. The results obtained are tabulated in the appendix B. We have assumed that the questions were very clear to the employees and other respondents.Celebrating Performance – A global recognition program that is available to all Accenture employees.views regarding the rewards/recognition system in place at their own organization. Applies to all Employees: . 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. We are specifically looking into the rewards over and above the compensation part. Nevertheless. This is not the main focus of our project. 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. The interview questions were sent to them in advance (one week prior) to help them have a look and review the questions. b) Other Cash Payments: These are other cash rewards that are given to employees from time to time to increase their motivation. work/life and professional growth elements. 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. either directly or in the form of results. Total rewards includes array of compensation. In Accenture these can be broadly classified into two major categories “That Applies to All Employees” and “That Applies to some Employees”. Nonmonetary awards are given in the form of e-cards and e-certificates. The final interview was conducted through phone by our teammate. Monetary rewards are given in the form of points. The first one was that the respondents were honest in their replies. 7 | Group 7 . Another major limitation was the total number of responses obtained which was lesser than 50. it was more than 30 which is considered the minimum for any research survey.

it helps make a stronger link between rewards and individual performance. It provides employees a path to build their ownership in Accenture and increase their success in Accenture’s success. Accenture provides various non-cash benefits to its employees. Inventor Award Program – This rewards employees who create new patentable assets. The performance equity grants are granted to the senior managers who are rated in the top 30% of their peer group. Executive MBA program with various universities. e) Project Specific Awards: There are various other awards like “Star Performer Award”. Time off during pregnancy to female employees and during Adoption. The objective of this component is to recognize the efforts of the highest performing senior managers and to increase their equity stake in Accenture. iii. Non Cash Components or Benefits At parity with other multi-national companies. 2. 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.- - Employee Referral bonus –Geographies provide monetary award amounts based on the level of the candidates referred and hired-for which their employees refer. Some of the benefits that Accenture provides to its employees are: i. 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. 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. “Catalyst Award” & “Ace Team’ award which are project specific and usually granted by the clients of Accenture. 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). Health insurance ii. 8 | Group 7 . Applies to some Employees : Hot Skill Bonus – Additional recognition to the critical skills. Besides. ii. 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. The Accenture gives Variable Pay in the form of Global Annual Bonus( based on company’s profitability). This is again based on performance and the level of the employees.

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 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 journal “The Utility of Equity Theory in 9 | Group 7 . The results are being tabulated below. Question Strongly Agree Agree Neutral Disagree Strongly Disagree 3. other companies in the same field? Question 5 of the Accenture employee recognition questionnaire addressed our research question b.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. I believe the 6% employee recognition program utilized by Accenture is effective in providing me with the recognition for my actions. 4. I believe that the 4% current employee reward and recognition system at Accenture has value to me as an employee. How is the Accenture service’s employee reward/recognition program as compared to Infosys and TCS. 17% 37% 34% 8% 22% 42% 13% 17% 2. The question is vague because it does not list out the exact basis of comparison. From the literature review that we went through.

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 5. However. Which types of recognition/reward are valued by the employees? Question 13 of the questionnaire has fairly dispersed result. self.5%) used self as a comparison group. in a different organization. The employees when comparing themselves to referent other were the major determinant in their pay satisfaction. Question Strongly Agree Agree Neutral Disagree Strongly Disagree 13. 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. “Self” refers to the input/outcome ratio from the past job.Other” represents someone in the same organization. it can also be friends or neighbours. The study involved 1043 managers from all levels of restaurant chain. I believe the employee recognition program utilized by Accenture is comparable with other IT firms in the industry. 4% 13% 7% 25% 43% 3. This study supports the hypothesis that comparison with referent (other. system) is a major determinant of pay satisfaction. From this research paper. Summers and Denisi retested the Goodman study but tested the study on a nationwide level.5%) and "Others" (17%). self. Sixty five percent (65%) reported have feelings underpaid and the majority (34.Enhancing Organizational Effectiveness” talks about the referent groups that people use when they compare their reward and recognition program. and system). We can extend this idea to rewards and recognition program as well. A study by Goodman lists three classes of referents (other. I believe that personal recognition for a good performance is more important than a monetary award 12% 17% 25% 27% 19% 10 | Group 7 . “System” refers to the contract between the employer and the employee.

5 being the highest.However. Does your organization provide non-monetary rewards such as certificates etc. Do you think the program is valued by the employees? If yes. The information we got from them about the program has been summarized in this report in the prior section. in the questionnaire which was filled by employees of other IT companies (Appendix B). Please describe Accenture’s employee reward and recognition program and how it works? 2. how do you know? 5. There are plenty of non. 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. Both the managers believed that their programs were rated as a 5 on a scale of 1 to 5. How would you rate Accenture’s reward and recognition program on a scale of 1 to 5 with 5 being the best? 3. 2. The rating was their personal opinion. The responses to the questions were similar. How frequently the program is modified in the organization? The managers explained to us the R&R program followed by Accenture. Both the managers believed that the 11 | Group 7 . your company’s program compare to other company’s employee R&R program? 7. 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. There was a mix of subjective and relative questions. How. The questions are listed below: 1. in your opinion. questions 2 & 3 which are about the nature of rewards (monetary/nonmonetary) differed from the above table to quite an extent. The one feature of the reward and recognition program that you think is the most successful and why? 4. the monetary awards are highly linked with the current level of the employees in the company. Does your organization's reward/recognition program provide monetary compensation as rewards? Yes – 38% No – 62% 3. What type of R&R do your employees appreciate the most? 6. One of them also mailed to us relevant material that gave an overview of the R&R program in the organization.monetary rewards. We asked 7 questions to both of them.

Informal Recognition Program: 12 | Group 7 . It should be made mandatory at all levels of workforce. Both of them firmly believed that their program was one of the best programs in the business which is again their personal opinion. More emphasis is on monetary awards but recognition need is also high. 5. 3. Most of the employees do not understand the criteria for the rewards and recognition. market parity and implementation feasibility are as follows: 4. Our recommendations keeping in mind employees expectations. 6.employees valued the recognition program based on the annual feedback conducted by the company on Accenture’s policies. affordability. Improve the informal reward program. 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. 4. This training should be mandated to be repeated every year before the Performance Appraisal cycle. 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. Employees believe that their rewards program is not comparable with other similar organizations. Employees regard Personal recognition very important and want it in monetary form. 2. 2. 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. Mandatory trainings for employees at all levels on rewards/ recognition program criteria 5. Employees want more informal and peer group recognition included in the program but are apprehensive that it might lead to favoritism.

Inventor Award: Instead of having 1 yearly award of Rs 100000. The project member with the maximum votes will be awarded. Celebrating performance points are given by the mangers to the employees. A photograph with the reasons citing the reasons he deserved this award must be displayed in the working area.We are suggesting two implementation strategies for the same:  Integrating with the current Celebrating performance program-At present. the employees forward the name of one of their peers to their manager along with the reason they think he deserved the award. Accenture can have 2 semi-annual awards of Rs 50000. Since the employees show higher affiliation to monetary awards. 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. Accenture has five FUNCTIONAL UNITS. Such a system will ensure effective informal recognition with minimum favoritism.   3. 13 | Group 7 . These points can be later redeemed for monetary coupons. The notification of the same is sent to the manager and the team-lead. This program is already present in many major organizations. In this program an employee thanks other colleague through an e-card. Accenture can allow employees at the same level to transfer points among themselves as a token of thanks to their peers. b. When we discussed the same with the HR consultant. This award should be project specific so that employees give the names of peers with whom they work closely. the suggested that this is a good ratio. Thanking a Colleague program– This is one of the programs that have proved very effective in increasing motivation as well as team building. Two suggestions for this are: a. Increasing the Monetary rewards/ Recognition Rewards ratio The current ratio in Accenture is approximately 40:60. Instead of one Ace award. Popular Star of the Month Award. we should try to improve the same. Team Ace : This is an annual award given to one best performing team in Accenture. it can go for either one Team Ace and 5 Sub Team Ace Awards or one Ace award for each functional Unit.With a monetary award worth Rs 5000 In this system.

Systems not consciously constructed by the company. relationships and psychological contracts among others have an impact on employee motivation. Mandatory training for employees at all levels will help bring in transparency in the system. Informal reward systems generate a motivating environment. but formed informally through company culture. 14 | Group 7 . with its focus on formal reward systems. 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.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. Employees will be in a better position to understand the criteria or the basis on which the reward/recognition programs exist. Focusing only on the economic theory of the firm. It helps look further at the formal reward systems in order to minimize dissatisfaction. expectations. This will have a positive impact on employee satisfaction and hence on productivity. results in an ignorance of other potential reward systems that influence employee’s behavior. more utilization and lesser attrition rate. High Organizational commitment leads to more motivated workforce.

39 31 15 6 9 8. 11 14 28 32 15 3. 4 17 37 34 8 4. 13 38 27 15 7 15 | Group 7 .Appendix A Accenture Reward Management System Questions 1. 8 13 11 25 43 6. 6 22 42 13 17 5. 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 The current employee recognition program at Accenture needs improvements I believe that any Strongly Agree 21 Agree 35 Neutral 22 Disagree 10 Strongly Disagree 12 2. 44 34 9 8 5 7.

The department does adequate job recognizing employees for their performance 5 17 34 20 24 11. I do not believe that 6 an employee recognition program is needed. 16 | Group 7 9 12 41 32 . Do you believe that a 14 selection committee of your peers will lead to favouritism in the selection process 12. Is personal 31 recognition for a job well done important to me? 13.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. Do you think recognition for a job well done improves morale? 12 29 34 14 9 42 18 4 5 17 27 25 19 54 32 6 3 5 15. Do you think that personal recognition for a job well done more important than monetary reward? 14.

Does your organization give awards in a timely fashion? o Yes o No 8.APPENDIX B IT INDUSTRY QUESTIONNAIRE EMPLOYEE REWARD/RECOGONITION QUESTIONS 1. for awards rather than monetary? o Yes o No 4. Does your organization's reward/recognition program provide monetary compensation as rewards? o Yes o No 3. Does your organization have an employee reward/recognition program? o Yes o No 2. Does your organization give project-specific awards? o Yes o No 7. Does the criterion for your organization's awards align with the core values of the organization? o Yes o No 6. Does your organization provide non-monetary rewards such as certificates etc. Are the recipients of your rewards selected by a committee of their peers? o Yes o No 5. Do you believe that your organization's reward/recognition program is adequate? o Yes o No 17 | Group 7 .

APPENDIX B RESULTS IT INDUSTRY QUESTIONNAIRE EMPLOYEE REWARD/RECOGONITION QUESTIONS RESULTS QUESTIONS 1. 5. 67 59 39 54 81 38 46 19 62 41 33 61 18 | Group 7 . 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. 7. 6. 8. 4. 2. 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 98 38 NO 2 62 3.

New York: Quality Resources.. R. M. (1967) The motivation to work. (1970) . Maslow. Nelson. New York. (2004). New York: Hay Group. (1960). Recognition the quality way. 8. B. (1995). & Synderman. A. 19 | Group 7 . The manager’s guide to rewards. 5.). Mausner. & Stark. Mauldin..What you accept is what you teach Minneapolis. 7. New York: McGrawHill. The human side of enterprise. B. D. 6. F. 295-245. Saunderson. La Motta. M. Developing an effective employee recognition program. B. Cohen. T. 4. McMullen. T. (2006). Jenson. Herzberg. 1001 ways to reward employees New York: Workman Publishing. MN: Creative Health Care. New York: Harper & Row 2.REFERENCES 1. T. (1994). New York: McGraw-Hill. D.Motivation and Personality. 37(3). Public Personnel Management.Survey findings of the effectiveness of employee recognition in the public sector. (2007). McGregor. New York: Wiley 3. (2004). (Ed. 9.