The problem addressed in this study was that the current reward system needed to be evaluated in order to improve its effectiveness. The declining morale and no innovation development happening in the company were evidence that indicated a need to adjust the system to motivate appropriately the employees. The purpose of the study was to explore whether the company’s current reward system was increasing the learning and innovation dynamics and using the outcomes to be served as the input for the company’s strategic planning. Research questions of the study included the following: 1. With which reward system (performance-based versus years of experience) do employees feel they are satisfied? 2. Which method (performance-based versus years of experience) of employee reward yields the greatest amount of motivation among the project managers of the marketing and project management division? 3. Which method (performance-based versus years of experience) of employee reward yields the greatest amount of innovation among the project managers of the marketing and project management division? 4. With which reward system do employees report most enjoying their jobs? 5. Under which reward system do employees think their achievements are most recognized? 6. What changes would employees suggest for the reward system? An ANOVA was conducted to analyze the statistical differences between each method of rewards for each dependent variable of performance: job satisfaction, motivation, innovation, enjoyment, and recognition. The results of the research indicated that the company’s performance-based incentive reward system is more effective in improving employees’ performance than the years experience incentive system.
| Date of Award | Jan 1 2009 |
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| Original language | English |
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| Supervisor | Linda Gaughan (Supervisor), Bonnie Ronson (Advisor) & Maryellen Maher (Advisor) |
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