Abstract

In this report, I review the many concepts and theories that inspire the world of Reward and Recognition. This research is being carried out in order for CPM UK Ltd to appreciate what currently drives their employees within their contact centre department. This insight will be gained through staff questionnaires and then the findings will be overlaid with the theories outlined in the literature review to see if any recommendations could be made to develop their current Reward and Recognition model in the conclusion.

Christopher Stanley

Reward and Recognition Research Project

1.0 Introduction

CPM UK Ltd is an outsourcing marketing and sales business who deliver their clients cutting edge solutions for their marketing and sales needs. They have been established in the marketplace for over 100 years and have an extensive client base such as Kelloggs, British Gas, Royal Mail, HP, Microsoft and many more. It has become apparent that the recruitment of staff has become increasingly competitive and costly in the Contact Centre environment. Their potential employees seem to have a choice of whether to remain in their current employment or to seek an alternative if they feel their employer is not meeting their requirements. To aid in the retention of their staff, it is important for CPM to understand what reward and recognition model best fits their business by gaining an understanding of what their people want. Although this will not be the sole solution, it will definitely provide an insight into what they must consider if they wish to improve in the longevity of their staff.

Christopher Stanley

Reward and Recognition Research Project

2.0 Terms of Reference

The Aim To research and gain insight into CPM UK Ltds current reward and recognition programme and the effect this is having on their employees. This will allow the author of this report to evaluate their findings and cross reference against theories that are available from many sources. Objectives To investigate what constitutes a Reward and Recognition programme To explore the theory in regards to the importance of a effective Reward and Recognition model within an organisation To understand CPMs current employees expectations of their employers with regard to Reward and Recognition To make recommendations to the business to drive improvements

Christopher Stanley

Reward and Recognition Research Project

3.0 Literature Review 3.1 What constitutes a Reward and Recognition model? Traditional reward systems have historically been defined by hierarchy and therefore related to a rank or level, not to performance. People were evaluated by their line manager and were thought to be motivated by the hope of promotion. Times have now evolved and Reward and Recognition plays an integral part in a number of areas in the workplace such as; Employee Satisfaction influencing retention and motivation Performance Management creating a positive workplace environment that reinforces behaviours necessary to achieve results and business goals

Employee reward is in fact how employees are rewarded in line with their value to the business they work for. It can be both financial and non-financial and should embrace the strategies, objectives and goals set by businesses to develop and maintain their reward policies. The point above was evaluated by Armstrong (1996) when he explained that a reward system consists of an organisations integrated policies, processes and practices for rewarding its employees in accordance with their contribution, skill and competence and market worth. In short, the reward system is there to assess employees on the above attributes and pay them accordingly. As outlined above, there should be a correlation between the employee and their effectiveness to assist in the delivery of businesses goals; so the prospect of reward or recognition being utilised to influence business performance is one that many feel is the correct way to proceed. Gehart (2000) summarises various studies that assess the influence that reward might have on a businesses performance: he concludes that there is evidence of relationships between organisational performance and pay strategy but that it is difficult to disentangle what these are. On reflection, you could comfortably believe that Reward and Recognition does have a direct effect on business performance in some capacity however there seems to be other underlying factors to consider. 3.2 To explore the theory in regards to the importance of an effective Reward and Recognition model within an organisation Reward and Recognition in many aspects can be broken down into separate areas but used in conjunction effectively, can assist a business with their achievement of their business goals and objectives. There is the element of motivation to consider also and you could argue that as long as employees receive a fair basic salary for the work they do then that should be sufficient for their motivation.

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Reward and Recognition Research Project

This argument is dependant on the management perspective and there are many theories such as the one of F W Taylor (1911) who was responsible for the Scientific Management approach and believes that people are primarily motivated by economic gain and prospect of more pay is sufficient to bring out an increase in the desired behaviour. This is then contradicted by Huczynski and Buchannan (2001) as they suppose that; People are motivated by more than just pay. Work is a group activity, and individuals should be seen as group members not in isolation. The need for recognition, security and a sense of belonging is more important in determining employee morale and productivity than the physical conditions under which they work Supervisors need to be aware of both individuals social needs and the power of the informal group, if they wish to align these to formal corporate objectives

There is no rationale to deem either incorrect as they are both believable trails of thought so it is dependant on the organisational structure as to which style best fits. It has been argued clearly that there are many aspects involved in the construction of a Reward and Recognition model. All aspects are encompassed by Maslow (1987) where he explains in his Hierarchy of Needs (See Appendix 1) that people need aspects of both FW Taylor and Huczynski and Buchannans theories. This highlights alone that when constructing an effective model that there is a vast array of information to consider. If a business implements what they believe to be an effective Reward and Recognition model, there is still the element that the employee needs to buy in to the model and therefore value the reward on offer. This highlights the need for the management team of any business to have an ability to identify what motivates their individuals to perform for the business. This message was reinforced by Vroom (1964) with his expectancy theory which puts forward the idea that an individual will be motivated to perform a task if the reward for so doing is valued by that individual, and he or she believes that the effort expended will result in the reward being obtained. This clearly states that there is a correlation between reward, motivation and performance. The consideration needs to be of the employees desire for the reward and only then will they decide whether the effort required is of worth to them. In Vrooms theory, it is clear that there is a much deeper thought process for any management team to undertake and it requires a level of insight into the teams thinking process and their motivational needs.

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Reward and Recognition Research Project

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

The factors in the model above are instrumental within any business and must be considered as it may have a measurable impact on the performance of the individual. This is due to the fact that if the effort of the individual to gain the reward offered is thought to be to excessive then they are unlikely to be motivated to achieve the goal and therefore there will be no change in performance which is ultimately what a Reward and Recognition model should strive to achieve. One of the obstacles described within the diagram above is one of other motivating factors and this is where the Recognition aspect of the model enters the fray. It has been discussed that it is not only pay that motivates individuals to carry out their work. Some additional features could be; Company benefits or share schemes Development opportunities A good working environment Work-life balance Recognition by peers

Within Recognition, many businesses miss a great opportunity to provide their staff with a vital aspect of their needs. Employee Recognition is a formal or informal acknowledgement of an individuals behaviour, effort or result that has supported the business in achieving their objective or goal. Referring back to Maslows Hierarchy of Needs, appreciation is a fundamental need of human beings and it costs nothing in pounds but is priceless in effectiveness.

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Reward and Recognition Research Project

Augustoine (2010) who is the CEO of Global Management Systems, states Recognition is a powerful tool and quite effective when appropriately administered. Managers and companies that understand recognition know that it is not just about fun and games. Its about creating and sustaining a culture of productivity, ingenuity, loyalty, customer satisfaction and a positive work environment. This reaffirms many of the key themes we have seen come through to ensure that when a business implements both the Reward and Recognition aspects of their model then it must drive the right behaviours in order for the business to prosper. It is an interesting issue and one investigated by Zingheim and Schuster (2000) also as they raise the argument that guaranteeing jobs, supporting an attractive work-life balance, adding pay and incentives, encouraging personal development and making the workplace appealing all make poor business sense without an understanding of the need for high performance. This emphasises the need for businesses to ensure their Reward and Recognition models are integrated in a way that motivates the individual to perform but also drives the business towards their goals. An effective way of implementing this and one that is used in many businesses today is one of the appraisal systems where it is linked to the pay of their employees. This if administered correctly can be a powerful way for businesses to ensure that their employees are rewarded and recognised fairly and effectively. This allows employees to be in control of their own destiny within an organisation as they will be rewarded for the level of effort they demonstrate but also they have a vested interest in being developed to better their performance as it will result in a enhancement in their pay. This suggestion is reinforced by Conyon and Freeman (2001) when they explicate that a positive correlation between company productivity and the existence of an appraisal system linked to performance pay. All the theories discussed in this review, all have a common theme of how an employee receives reward and the affect there off. It is fair to say that every individual will have there own thoughts on how a Reward and Recognition model should be implemented and what is should entail. The bottom line is that employees are a companys greatest asset and success will come to organisations that inspire those individuals.

Christopher Stanley

Reward and Recognition Research Project

4.0 Methodology The methodology chosen for this research project will encompass both Primary and Secondary research. This will allow the author to gain a clear and objective understanding through the data collated, to ensure that a view is gained not only from a theory perspective but by reflecting upon the thoughts of the CPM employees. This will allow the management team to consider if salary is a priority within their organisation or whether they need to review appraisal models, bonus structures, incentives or simple recognition through certificates. Once this information is understood, they will then be able to consider improvements across all their campaigns rather than implementing a uniformed blanket approach for all. In addition, secondary research will be needed to explore the theories behind Reward and Recognition and the motivating factors that lye between the individual programmes. This insight will be instrumental in CPM being able to be flexible in their ability to identify what behaviours can and need to be driven through implementing certain models on varying campaigns with varying needs and objectives. The author will gain secondary data through books, leading websites, and journals. With CPM having many different clients, there needs are somewhat different in terms of what is expected of the employees that work within that area. Due to this fact, the recruitment in these areas will vary in terms of the type of employee you will attract to the role. This will and should influence the models implemented on the relevant campaigns. The author will analyse the two types of campaigns CPM undertake which are Business to Business sales and Business to Consumer Sales through the completion of questionnaires per section. This will allow an understanding to be gained as to the needs of varying employees if there is one. The author will then be able to compare their findings with the primary research to determine if the current strategy is relevant to the individual campaign. Only then will they be able to start to challenge current Reward and Recognition models and in turn, recommend additional considerations for the management team to consider moving forward to develop and decrease the attrition rates within their campaigns. The main objective is to assist in the success and effectiveness of all campaigns within CPM and the service they offer their clients. As Lawler (1990) described; The challenge is to develop pay programmes that support and reinforce the business objectives of the organisation and the kind of culture, climate and behaviour that are needed for the organisation to be effective. On considering Lawler, the author believes It is imperative that the business breeds the correct environment in order to succeed in the retention of their staff and their
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ability to build and motivate winning teams. They currently have no clear indication as to whether they could be implementing a more effective solution in order to drive better results for themselves and for their clients. The author will analyse a collection of primary research from the current employees within CPMs Contact Centre department. This will include a Population questionnaire (see appendix 2), which will consist of ten current employees from within the business to business environment and 10current employees within the business to consumer environment which will contain a range of open and closed questions. With open questions, this will ensure the author gains a true reflection from the employees into their needs and wants then with the closed questions, this will allow him to dig and seek specific feedback around certain areas such as the business objectives. With these findings, the author will be looking to display them in a variety of forms such as graphs and tables. The end objective of this investigation is to be able to display clearly the thoughts of the employees in both areas to give the management team of CPM some food for thought in terms of how they are operating their Reward and Recognition models.

Christopher Stanley

Reward and Recognition Research Project

5.0 Findings from the Questionnaires Across the previous twelve months, CPM has experienced an increased level of attrition and one area that has been highlighted as a possible risk area is the one of Reward and Recognition. In order to determine what type of changes the employees wanted, questionnaires have been constructed and given to twenty employees from across the CPM business. Question 1
Please use the following numbers to indicate your level of agreement or disagreement with the statements below: 1) Disagree Strongly 2) Disagree 3) Neither Agree nor Disagree 4) Agree 5) Agree Strongly
Business to Business 1. It is important to me to be recognized for my work. 2. My salary and benefits are the only acknowledgment I seek. 3. My salary and benefits are important, but I would appreciate non-monetary rewards too. 4. I am satisfied with my department's current recognition program. 5. The nature of my job allows me adequate opportunity to be recognized. 6. I believe that all employees should be equally rewarded. 7. I think employees should be rewarded for meeting specific criteria "above and beyond" normal duties. Business to Consumer 1. It is important to me to be recognized for my work. 2. My salary and benefits are the only acknowledgment I seek. 3. My salary and benefits are important, but I would appreciate non-monetary rewards too. 4. I am satisfied with my department's current recognition program. 5. The nature of my job allows me adequate opportunity to be recognized. 6. I believe that all employees should be equally rewarded. 7. I think employees should be rewarded for meeting specific criteria "above and beyond" normal duties. 20% 80% 100% 100% 80% 20% 100% 100% Disagree Strongly Disagree Neither Agree nor disagree Agree Agree Strongly 20% 10% 80% 90% 100% 60% 70% 10% 30% 30% 100% 100% Disagree Strongly Disagree Neither Agree nor disagree Agree Agree Strongly 100%

Interestingly, there were some distinct differences between the employees feedback in regards to their environments. Within the Business to Business area, they feel they require more than just their basic salary as 100 per cent of the employees declared that; where as within the Business to Consumer area, 90 per cent agreed that that was all they seek. Another remarkable region is one of the opportunities to be recognized within their role as in the Business to Business environment, 70 per cent disagree they have the chance to do so but bizarrely 30 per cent strongly agree. In the Business to Consumer environment, all employees disagree in some form that they dont have the opportunity to be recognized. Overall the data gained throughout question 1 starts to highlight that maybe the same approach to Reward and Recognition for both campaigns may not be the most effective approach.

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Question 2

Please take a minute to let us know how you feel about various sources of reward & recognition. On a scale of 1 (low) to 5 (high), rate how important the category is to you and rate whether you are satisfied with the amount you receive from this source.
Business to Business 1 Importance to Me 2 3 4 20% 80% 50% 40% 5 100% 50% 60% Source of Reward and Recognition
Contact Centre Manager Immediate Team Manager Peers Customers (internal or external)

1 100%

Satisfaction Level 2 3 4 80% 20% 80% 70%

20% 30%

Business to Consumer 1 100% 100% 100% Importance to Me 2 3 4 5 100% Source of Reward and Recognition
Contact Centre Manager Immediate Team Manager Peers Customers (internal or external)

1 80%

Satisfaction Level 2 3 4 20%

5 100% 100% 100%

Once again some varying results were gained in this area. One contrast was both the importance and current satisfaction level of the Contact Centre Manager. It is evident to see that in the Business to Business environment, it is imperative to the employees with 80 per cent ranking 4 which is high enough to take notice however, they currently harbour a very low satisfaction level with 100 per cent ranking 1. In the Business to Consumer environment they are poles apart. They is no feeling of need in regards to the Reward and Recognition from the Contact Centre Manager with 100 per cent declaring a 1 score and they feel adequately recognised by this manager with 100 per cent scoring a 5. Where the balance does shift dramatically is with the immediate team manager; both environments affirmed with 100 per cent selecting a 5 for importance and differing scores for the satisfaction levels. IN the Business to Business Environment, there is definitely scope for improvement with the majority (80 percent) scoring a 3 and in the Business to Consumer area, a monumental 80 per cent scoring a 1 which is concerning.

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Reward and Recognition Research Project

Question 3 Following is a list of achievements and behaviours for which employees could be recognized. For which of these reasons would you want to be recognized? Which do you think your department values? In each column, you have 15 points to "spend" on these options, in any combination (for example, you could "spend" all 15 points on one item or break them up-8 points on one item, 5 on another, and 2 on yet another). In Column I, let us know which of these things you would most like to be recognized for. In Column II, let us know which of these you think your department values. Each column should total 15 points.
Business to Business
Option Creative solutions/cost savings Customer service compliments from clients Service I have provided to my co-workers Collaboration or support of a team effort General on-going contributions to my department Exceptional performance on an on-going basis Extra responsibilities or special projects above and beyond my normal duties Outstanding attendance Improvement in my efforts My years of service to the company Other TOTAL POINTS 15 15 2 10 15 What you want reward and recognition for What you think your dept/unit values<

Business to Consumer
Option Creative solutions/cost savings Customer service compliments from clients Service I have provided to my co-workers Collaboration or support of a team effort General on-going contributions to my department Exceptional performance on an on-going basis Extra responsibilities or special projects above and beyond my normal duties Outstanding attendance Improvement in my efforts My years of service to the company Other TOTAL POINTS 15 15 15 15 What you want reward and recognition for What you think your dept/unit values<

These results speak volumes for the difference in the environments and must be considered by the management teams moving forward. You could say the value in column two is only perception, but perception is reality to the employees on the sales floors. Within the Business to Business environment, it is clear that the employees want a varying Reward and Recognition that recognises individuals for all round performance and loyalty as they have split their points across three key areas of performance, attendance and loyalty to the company. Worryingly, the business seems to only value the results the employees produce. However, within the Business to Consumer environment it seems they have their model in

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line with the needs and wants of their employees which is encouraging but reinforces the need for the business to consider varying solutions across the business.

Question 4
Following are a variety of ways that employees' contributions can be recognized at the departmental level. How would you most like to be recognized? As previous, assign 15 points in the first column according to the importance to you of each form of recognition. In the second column, place a check mark if you would not want to be recognized in this way.

Business to Business

Business to Consumer

Type of Recognition/Reward Points for Importance to Me Would not want this form of recognition Points for Importance to Me Would not want this form of recognition A personal "thank you" or note from my supervisor, manager, or co-worker 2 X Acknowledgement and recognition by my customer (internal or external, as applicable) Department-wide acknowledgement in writing or at a staff meeting X A formal letter describing my accomplishments X X An award, certificate, or gift from an established recognition program in my department 3 X Nomination for a monetary performance award Public acknowledgement for my years of service to the company 2 An office-wide party or other fun community-building social event The opportunity to work on an interesting assignment or project X X Being asked for my input and expertise The opportunity to improve my job-related skills or knowledge Participation in professional or career development opportunities (workshops, conferences, career-counseling, etc.) Pay and benefits Time off Other (describe): TOTAL POINTS 15 X 3

X 5 12 3 15

Once again it is clearly evident that the trend we started to see in question 3 remains in this question as in the Business to Business environment, they is a demand for a reward recognition model that delivers across many areas such as the personal touch, certificates, public acknowledgement and progression in addition to the everyday need of pay and benefits. In the Business to Consumer arena, there is only interest in the majority of pay and benefits with a slight interest in time off. This is a drastic contrast to the insight gained in the Business to Business area.

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Reward and Recognition Research Project

Although only four questions were posed to the individuals, they covered a broad range of questioning to ensure the author gained sufficient and valuable insight into the thought process of the employees in both areas. The author can now review and evaluate the captured information against the theories that were explored in the literature review. 6.0 Conclusions from the findings

In a competitive business climate, more businesses are looking at improvements in quality while reducing costs. Meanwhile, a strong economy has resulted in a tight job market. So while businesses seek more from their employees, their employees are aspiring for more from them. Employee reward and recognition is one method of motivating employees to change work habits and key behaviors to benefit your business. Although these terms are often used interchangeably, reward and recognition could be considered separate functions. Employee reward refers to processes set up by a business to reward performance and motivate employees. They are normally considered separate from salary but may be monetary in nature or otherwise have a cost to the company. This method can be used as a tool to lure top employees in a competitive job market as well as to increase employee performance. Although employee recognition programs are often combined with reward programs they retain a different purpose altogether. Recognition programs are generally not monetary in nature though they may have a cost to the company. Sue Glasscock and Kimberly Gram (2010) in Productivity Today, differentiate the terms by noting that recognition elicits a psychological benefit whereas reward indicates a financial or physical benefit. CPM operates in two differing areas of Business to Business and Business to Consumer. It has long been the approach of the business to implement the same reward strategy due to the fact that both are sales orientated campaigns. There has been little thought to the Recognition side of the model and this has only been carried out dependant upon the individual manager.
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When considering the argument of Huczynski and Buchannan (2001) within the literature review, this has featured within question one of the Business to Business employee questionnaire. It is evident that there is a need for a recognition model due to the strong desire shown in the answers of the statements. This controversially shows that the theory of Taylor (1911) would not fit in the business to business workplace however it would be ideal for the business to consumer campaign due to the requirements of the employees. Both arguments on reflection are theories that could be implemented across various campaign styles dependant upon the employee expectations which should be aligned in the recruitment phase. For CPM, the disparity between the employees on both campaigns is one of age and career aspirations and these needs to be recognised by the management team and should determine the model utilised on both campaigns. When any reward and recognition model is implemented, it is of the utmost importance that the ethos of the model is bought into and followed through from the Contact Centre Manager through to the employee on the front line. There is an element of this within the Vroom Expectancy Theory (1964) due to the belief that an individual will be motivated to perform a task if the reward for so doing is valued by that individual, and he or she believes that the effort expended will result in the reward being obtained. Once again this trend is highlighted within question two as there is a low satisfaction across both business areas in terms of the level of recognition they receive from the top levels of management as this can have a catastrophic influence on the effort that an employee will impose to their work role. This in conjunction with an aspect of question one, affirms the power of personal thanks for employees within the business to business area and it is something that they hold in utmost importance whilst being very unsatisfied with the level of effort currently being carried out. An occupational occurrence of sales departments is often one of rewarding exceptional sales performance and that alone irrelevant of how this was achieved or any other factors. This malfunction appears to be happening throughout the business to business campaign due to the scoring of all points being assigned the relevant statement. Employees feel that there should be reward and recognition for the loyalty they show to the business which is driven through both there attendance record and

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their length of service. This message was reinforced by Marsden et al (2002) where he expands on the expectancy theory through his diagram which highlights the obstacles that have a direct impact on the effort, performance and reward of the employee. With the complexity of the business to business campaign, they incorporate the other motivating factors and need to be considered in the motivation techniques utilised. An argument of many is that pay and benefits is all an employee would require to carry out a good job for their employer; in the current climate for the enhanced performance both the employee and employer require then it is imperative to instill a rewarding and motivational reward and recognition structure that benefits all parties. Question four shows CPM an example of how they can gain insight into the needs and wants of their employees and then by matching them with the goals and objectives of the business; this will allow them to form an effective model that will drive the business strategy in the direction required. There is various aspects outlined in the question for the business to consider and this has influenced the author to form the opinion that there is much more to the concept of reward and recognition than FW Taylor (1911) first declared. People have varying personalities, needs and wants so CPM must realise this and realign there models to motivate and inspire their employees to carry out their role effectively for them. Every person has different reasons for working. The reasons for working are as individual as the person. But, we all work because we obtain something that we need from work. The something obtained from work impacts morale, employee motivation, and the quality of life. To create positive employee motivation, treat employees as if they matter - because employees matter. Reward and Recognition has been and always will be instrumental in achieving this.

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Reward and Recognition Research Project

6.1 Recommendations On reflection of all the information that has been reviewed through the literature review and the data gained from the questionnaires, there is a small number of recommendations that can be worked towards. These have arisen in light of the theories available around this subject and the current impact in the CPM work place; Business to Business 1. Introduce a recognition model that includes monthly awards for Top Sales Revenue, Top Quality Revenue and the Above and Beyond award. This will broaden the scope of individuals that are recognised on a monthly basis whilst still reinforcing the behavior of excellent performance across all aspects of the role. 2. The awards above should be presented in front of the entire sales floor from the Contact Centre Manager and Sales Manager. This will show the sales floor that the management have an interest of the individuals at heart and know what a good job looks like. 3. To create a innovative and motivational reward model that encompasses all aspects of the employees role whilst driving the ultimate goal of the campaign. This will ensure that the employee is motivated to carry out all aspects of their role to a high standard. Business to Consumer 1. As the main driver for the employees of this campaign is that of pay and benefits, it is key that the main reward drivers are around exceptional sales performance. 2. The reward model could be complemented nicely with some non-monetary recognition such as certificates for employee of the month to show that any exceptional performance can be rewarded and will be. 3. The individual sales managers need to receive coaching or attend an Upskilling course on delivering praise and recognition as the satisfaction is far too low in this area.

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In summary, CPM has received positive feedback in many areas of their Reward and Recognition model and with a few adjustments and some innovative creativity they could enhance the performance their employees deliver on a daily basis. Nothing will change unless the models implemented drive the behaviors that mean the business will achieve their goals and the employee is motivated to drive towards as they are the individuals who will make that happen.

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7.0 References

Armstrong, M Employee Reward, Institute of Personnel Development, London (1996) Gehart, B Compensation Strategy and Organizational Performance, Josey Bass (2000) Huczynski and Buchannan, Organizational Behaviour; an introductory text, FT/Prentice Hall, 4th Edition (2004) Maslow, A. H. Motivation and Personality, Third edition, Harper and Row (1987) Taylor, F Principles of Scientific Management, Harper and Row (1911) Conyon, M and Freeman, R (2001) Shared modes of compensation and company performance: UK Evidence. National Bureau of Economic Research Journal Marsden et al (2002) why does performance pay demotivate? Financial incentive versus performance appraisal, in Global integration and challenges for industrial relations and human resource management in the 21st century Journal Report, No.9 Augustoine (2010) [Online] Available at: http://www.recognitionkudos.com/index.php?option=com_content&view=article&id=1 10&Itemid=14> [Accessed November 29th 2010]

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8.0 Bibliography

Armstrong, M (1996) Employee Reward, Institute of Personnel and Development, London Armstrong, M (1999) Managing Activities, Institute of Personnel and Development, London Cohen et al (2000) Research Methods in Education, Fifth Edition, London Leary-Joyce, J (2004) Becoming an Employer of Choice, Chartered Institute of Personnel and Development, London Wright, A (2004) Reward Management in Context, Chartered Institute of Personnel and Development, London

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9.0 Appendices 9.1 Maslows Hierarchy of Needs 9.2 Employee Questionnaire 9.3 Timeline of progress 9.4 Research Proposal

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9.1 Maslows Hierarchy of Needs Appendix 1

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9.2 Employee Questionnaire Appendix 2

Reward & Recognition Questionnaire

PLEASE COMPLETE ALL QUESTIONS BELOW. Q1. Please use the following numbers to indicate your level of agreement or disagreement with the statements below: 1) Disagree Strongly 2) Disagree 3) Neither Agree nor Disagree 4) Agree 5) Agree Strongly 1. It is important to me to be recognized for my work. 2. My salary and benefits are the only acknowledgment I seek. 3. My salary and benefits are important, but I would appreciate non-monetary rewards too. 4. I am satisfied with my department's current recognition program. 5. The nature of my job allows me adequate opportunity to be recognized. 6. I believe that all employees should be equally rewarded. 7. I think employees should be rewarded for meeting specific criteria "above and beyond" normal duties. Q2. Please take a minute to let us know how you feel about various sources of reward & recognition. On a scale of 1 (low) to 5 (high), rates how important the category is to you and rate whether you are satisfied with the amount you receive from this source.

Importance to Me 1 1 1 1 2 2 2 2 3 3 3 3 4 4 4 4 5 5 5 5

Source of Reward and Recognition Contact Centre Manager Immediate Team Manager Peers Customers (internal or external)

Satisfaction Level 1 1 1 1 2 2 2 2 3 3 3 3 4 4 4 4 5 5 5 5

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Q3. Following is a list of achievements and behaviors for which employees could be recognized. For which of these reasons would you want to be recognized? Which do you think your department values? In each column, you have 15 points to "spend" on these options, in any combination (for example, you could "spend" all 15 points on one item or break them up-8 points on one item, 5 on another, and 2 on yet another). In Column I, let us know which of these things you would most like to be recognized for. In Column II, let us know which of these you think your department values. Each column should total 15 points. What you want reward and recognition for What you think your dept/unit values<

Option Creative solutions/cost savings Customer service compliments from clients Service I have provided to my coworkers Collaboration or support of a team effort General on-going contributions to my department Exceptional performance on an on-going basis Extra responsibilities or special projects above and beyond my normal duties Outstanding attendance Improvement in my efforts My years of service to the company Other TOTAL POINTS

(15)

(15)

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Q4. Following are a variety of ways that employees' contributions can be recognized at the departmental level. How would you most like to be recognized? As previous, assign 15 points in the first column according to the importance to you of each form of recognition. In the second column, place a check mark if you would not want to be recognized in this way. Points for Importance to Me Would not want this form of recognition

Type of Recognition/Reward A personal "thank you" or note from my supervisor, manager, or co-worker Acknowledgement and recognition by my customer (internal or external, as applicable) Department-wide acknowledgement in writing or at a staff meeting A formal letter describing my accomplishments An award, certificate, or gift from an established recognition program in my department Nomination for a monetary performance award Public acknowledgement for my years of service to the company An office-wide party or other fun community-building social event The opportunity to work on an interesting assignment or project Being asked for my input and expertise The opportunity to improve my job-related skills or knowledge Participation in professional or career development opportunities (workshops, conferences, career-counseling, etc.) Pay and benefits

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Time off Other (describe): TOTAL POINTS (15)

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9.3 Timeline of Progress Appendix 3

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9.4 Research Proposal - Appendix 4

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