Project Team Rewards
Conclusion
64
Based on the third perspective a general reward model was created, called The
Reward
House
(p. 44). The Reward House represents the idea of some variable factors, whose
influence on the reward answers is strongly based on motivation theories. It was shown
that The Reward House was not only able to explain rewarding employees in general but
also could be used for designing project team rewards.
The idea of variable factors
influencing the reward answers
(the answers to the reward questions), led to research to
what extent project characteristics present even such variable factors and what their impact
on the reward answers could be. Eventually, several project characteristics were identified
that possibly could influence the reward answers. The possible influences were then
investigated and the impact of twelve project characteristics presented. For instance, it was
found that the degree of a project’s uniqueness has a major influence on the question of
‘what to reward’. The higher the uniqueness, the more difficult a benchmark can be
created that performance or results could be measured against. Therefore, in the case of
high project uniqueness, competence or skills should be rewarded.
The thesis’
results contribute to a better understanding
of rewards for project teams.
Nevertheless, there are some limitations and space for further research. The results were
based upon literature research and hence are theory-based. There is no ‘real’, empirical,
evidence that the results are right. The additional case study analysis may give some
evidence but of limited extent and not for all results. In addition, the weight and
interaction of the reward factors is not researched yet. This is not only true for the project
related reward factors but for all reward factors. For instance, young employees, used to
teamwork, familiar with each other, working with few team members on a long-term
project with low member fluctuation would be most suitable for group rewards according
to existing research and the findings of this thesis. In contrast, old employees, not used to
teamwork, not familiar with each other, working with many team members on a short-term
project with high member fluctuation would be most suitable for individual rewards.
However, it cannot be said how to reward young and old employees, not used to teamwork
but familiar with each other, working with a few team members on a short term-project
with medium member fluctuation. Here, further research is necessary.
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