Navigation bar
  Home Start Previous page
 36 of 118 
Next page End 31 32 33 34 35 36 37 38 39 40 41

Buy the book now...

Project Team Rewards
Literature Review
emphasises intrinsic motivation can only develop if both, goals and processes to reach the
goals can be determined by an individual itself. This often is not the case for employees.
Another criticism is that intrinsic motivation is difficult to change and hence not flexible.
This may cause problems and even lead to counter-productive behaviour of employees
(see Appendix V: Intrinsic Motivation: Negative Example, p. 93, for an example). Finally,
intrinsic motivation decreases over time, if an employee has to do the same tasks
repeatedly (Appelbaum et al. 1999). 
3.4.4.  Reward Objective
The second reward question is the question of ‘whom to reward?’. The question leads to
two sub-questions. First, ‘what type of employee is suitable for rewards?’ and second
‘whom to reward in group-work?
Usually reward literature focuses on employees in general (e.g. Hiam 1999, Arthur
2001, and Wilson 2003). This implies that all employees are suitable for rewards. Some
authors such as Armstrong (2002) emphasise that certain types of employees need special
consideration. For instance, sales staff and top managers are particularly predestined for
rewards due to the nature of their job
(Armstrong 2002).
In addition, this kind of staff
tends to have a high entrepreneurial personality (Armstrong 2002). Armstrong (2002) also
mentions that project teams
need special consideration. However, he does not cover
project team rewards any deeper. This is exemplary for all reward literature. A few authors
mention that project team
should get special consideration (e.g. Rosenbloom
2001, Bruce 2005, and Wingfield & Berry 2001). However, none of the reviewed authors
actually does so. The reason can only be speculated. Maybe the authors do not feel
comfortable in researching project team rewards because they have little knowledge about
project management. Maybe they think project management authors have already covered
Related to this question is the question if to provide organisational rewards such as gain or profit sharing.
This question is not covered in this thesis since these types of reward have no particular relevance to project
Previous page Top Next page
Please note: All rights of this webpage are reserved. No part of this webpage may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic, mechanic, photocopying, recording or otherwise without the prior written permission by the author. This html version of the book Project Team Rewards: Rewarding and Motivating your Project Team is not suitable for referencing since page numbers and layout may differ from the original book. Layout flaws are due to converting difficulties from the original file format to html and are not present in the paper copy of the book.