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Project Team Rewards
5.2. The Need for a Project Team Reward Model 
This section answers research question two: ‘To what extent could the development of a
project team reward model increase project team motivation and project success?
The previous section has introduced The Reward House, a general model to explain
employee rewards. To identify the need for a special project team reward model it had to
be investigated to what extent project work differs from line work. It seems plausible that
the more different line and project work are, the greater the need for a special project team
reward model. If project work was
very similar to line work, no need for an extra project
team reward model would exist. Therefore, the research for answering the second research
question focused on the identification of special project characteristics and the question if
from these characteristics a need for a project team reward model could be derived. For
simplification reasons, project management tools are seen as project characteristics. This is
not strictly true since project management tools are just a result from the project
characteristics (Andersen 2004). However, for the research it was relevant to investigate
the differences between project and line work. How these differences are exactly classified
was seen as less important. 
Many differences between line and project work are stressed in the literature. Projects,
which aim for effectiveness instead of efficiency (Westerveld 2003), tend to attract less
qualified people (Kerzner 2001a), and team members’ loyalty often is weaker towards
project managers than towards line managers (Frigenti & Comninos 2002). In addition
projects have an “ad-hoc nature” (Duffy & Thomas 1989:101), are more schedule
intensive (Lewis 2002) and more “people-centred” (Baguley in Gray 2001:105). Table 13
and Table 14
(p. 47
& p. 49) list twelve unique project characteristics plus additional
project management tools that were identified from the research. Most of the project
characteristics could be assigned to the already existing categories of the internal reward
Five of the twelve project characteristics could be classified as task-related factors.
They directly describe the project, respectively the ‘what
and how to do?’. Three
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