How Recognition Programs Affect Productivity Research Paper by Nicky

How Recognition Programs Affect Productivity
This research study addresses what employees really need to motivate productivity.
# 128737 | 15,147 words | 44 sources | APA | 2010 | US
Published on Aug 06, 2010 in Business (Companies) , Business (Management) , Business (Human Resources)

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This essay discusses a study performed on the different methods companies have used to promote productivity in the workplace. The study was designed to determine the seriousness of underuse of the "reward and motivation" model as well as determine the need for this model in the workplace. Several hypotheses were posed: that reward and motivation programs affect a significant percentage of employers and employees, that reward and motivation programs have not been implemented nearly widely enough for employees to benefit from them, and that further research on how to best implement reward and motivation programs in needed. The study finds that reward systems should be tailored to suit the individual needs of a company's employees and that "career anchors" should be considered more seriously.

Table of Contents:
Chapter One - Introduction
Background and History
Statement of the Problem
Purpose of the Study
Importance of the Study
Scope of the Study
Rationale for the Study
Overview of the Study

Chapter Two - Literature Review
Motivation in the Corporate World
Trends and Pay-For-Performance
Career Anchors
Models of Human Motivation
Maslow and Herzberg
Real-World Examples and Motivation Techniques
Tesco and ASDA

Chapter Three - Methodology
Research Design and Approach
Population and Sample
Collection and Tabulation of Data
Data Analysis Procedure
Limitations of the Study
Reliability and Validity of the Data
Ethical Considerations
Research Styles

Chapter Four - Data Analysis

Chapter Five - Summary, Conclusion and Recommendations

From the Paper:

"Companies that really want to motivate their employees must find out what actually motivates those people as individuals, instead of trying to make money a sole motivator for a workforce. By trying to use only money (in the form of discounts, bonuses, and other incentives) as a motivating factor, these companies have forgotten that all people are unique, and not everyone who works is working 'for a living.' Some people work so that they do not get bored, so that they get exercise, for the companionship of others to talk to, to give something back to the community, or for countless other reasons. "

Sample of Sources Used:

  • Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (ed.), Advances in experimental social psychology. New York: Academic Press.
  • Adams, A. & Sasse, M.A. (1999). Users Are Not The Enemy. Communications of the ACM, 42(12), 40-46.
  • ASDA (2008). Retrieved from
  • Backer, W. (1973) - Motivating workers. Johannesburg: McGraw-Hill: New York.
  • Beer, M., & Nohria, N. (2000) - Breaking the Code of Change. Harvard Company Review, May-June, 2000, pp. 133.

Cite this Research Paper:

APA Format

How Recognition Programs Affect Productivity (2010, August 06) Retrieved April 07, 2020, from

MLA Format

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