Project Team Rewards
Results
48
It is arguable if the classification of the project characteristics is exactly right. For
instance, one could argue that the project characteristic ‘degree of change’ is rather an
organisation-related factor than a task-related one because the degree of change depends
on the status quo of the organisation. However, this was not relevant to this thesis’
research. Important was that all the project characteristics could be assigned to the existing
reward factors (task related factors and organisation related factors) and time
was
identified as a new category. In addition, it was important to realise that none of the
project characteristics was assigned to individual or team factors. The project management
tools consequently were assigned to the tool-related internal reward factors.
The research gave no reason to assume that the special project characteristics are the
only factors influencing the reward answers for project teams. Overall project and line
work share many characteristics. Above all, both are performed by individuals (PMI
2004). The individuals themselves will not inherently change because they participate in a
project or line work. Accordingly, the individual reward factors identified before are still
valid for determining project team rewards. Furthermore, project teams are just one type of
a team. Hence, no reason exists why the identified general team factors such as size,
composition, and stage of development should not be valid for project teams. The same is
true for the previously identified task-related and organisation-related internal reward
factors. For instance, no reasons exist why task variety or taxes on rewards should not
affect project team rewards while they do affect rewards for line employees.
Since the previously identified reward factors are still influencing the reward answers
and the newly identified project characteristics can be assigned to some of the internal
reward factor categories, it was concluded that no need for a project team reward model
exists. The Reward House is sufficient to explain the basic concept of rewards in both, line
and project work. What was needed is a slight modification of The Reward House
to
consider the time aspects in project work. This has already been done by adding ‘time’ as
another internal reward factor to The Reward House
(p.44). The modification does
not
affect the model’s validity for rewarding line employees. In line work, these factors just do
not exist (or have not been considered yet) and hence have no impact on the reward
answers.
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