Abstract
Purpose. Employee recognition programs are supposed to produce high-quality work outcomes. This program evaluation determined whether there was a relationship between self-directed work teams' performance and the teams' degree of satisfaction with the company's rewards and recognition program. Theoretical framework. Meta-theory models of motivation were the foundation of this research. Social-psychological constructs of behavior causation combined with group theory research guided this program evaluation. Methodology. The research approach consisted of conducting semi-structured group interviews at two locations of the largest aerospace manufacturing company in the United States. Selection of subjects was based upon a stratified random sample of low, medium, and high performing self-directed work teams as measured by quantitatively-derived team quality indicators determined by the company. Both union and non-union teams were used. Findings. Although there was high consensus that recognition and rewards are a valued way for the employer to demonstrate appreciation, the results indicate no relationship between self-directed work teams' productivity and such a program. Recommendations. Employee recognition and rewards should be further investigated to determine if they may be more of a hygiene factor (Herzberg 1967, 1968) than a positive motivation technique. Employers should make determined efforts to compare and contrast satisfaction levels of employees with their work and the quality of the work produced.