The design and implementation of a rewards system for ICE
|dc.identifier.citation||Day, A. (2002). The design and implementation of a rewards system for ICE (Thesis). Retrieved from http://hdl.handle.net/10523/1446||en|
|dc.description.abstract||This project was commissioned to design a rewards scheme for I.C.E, a small gourmet ice cream manufacturer. The project also set out to solve a number of employment issues. There were two main objectives of this project. The first was to discover what rewards were, what types of rewards there were, and their purpose in an organisation. The second objective was to find out from the employer what the purpose of the rewards scheme was to be, as well as discovering from the employees what they valued most about their jobs. This objective was set out to discover what rewards would work best at I.C.E. The first objective was met by reviewing the literature on rewards and the second by interviewing the manager and employees at I.C.E. From the literature it was discovered that I.C.E should consider the needs of its employees when designing and implementing a rewards scheme. It was also discovered that there are a number of non-monetary rewards that can improve employee production more effectively than monetary rewards. The interviews with Mr X and the employees revealed a concern over the number of hours that one employee worked, the lack of a written employment contract and the wages received by the employees. The interviews also bought to light aspects of the job that employees placed value on. It was discovered that the employees valued 'open communication' and 'effect on family' most in their job. Three major recommendations are formed from the research to deal with the problems identified: 1. Suggested implementation of rewards • I.C.E needs to be clear on the objectives of the rewards scheme. • Targets established need to be in the reach of the employees, without over extending them, as well as improving productivity. • Targets need to be set at discretion of Mr X. It is suggested however that they be set weekly or monthly. • There must be a well-tested measurement system in place. • Performance expectations must be explicit and highly quantified. • Mr X must communicate results openly arid regularly. 2. Type of rewards The following rewards are recommended for I.C.E based on employee responses: • Open communication • Recognition • Christmas bonuses • Flexitime • Other non-monetary rewards, for example, meal vouchers, movie/theatre/game tickets, time off and supplier giveaways. 3. Employment issues The following employment issues need to be addressed: • Pay issues • Employee working hours • Employment contract • Advancement of employees.||en_NZ|
|dc.subject||Suggested implementation of rewards||en_NZ|
|dc.subject||Type of rewards||en_NZ|
|dc.subject.lcsh||H Social Sciences (General)||en_NZ|
|dc.title||The design and implementation of a rewards system for ICE||en_NZ|
|thesis.degree.grantor||University of Otago||en_NZ|
|dc.description.references||Anonymous. (1996). Rewarding staff. Small Business New Zealand, February/March, 7. Appelbaum, S. H., & Kamal, R. (2000). An analysis of the utilization and effectiveness of non-financial incentives in small business. Journal of Management Development, 19(9), 733-763. Cameron, A., & Massey, C. (1999). Small and Medium Sized Enterprises: A New Zealand Perspective. Auckland: Longman. Elkin, G. (1994). Organisational behaviour: people, groups and organisations at work. In A. Sibbald, Batley, T., Johnson, S., Hall, E., Elkin, G., Selsky, J., Geare, A., & Jones, M. (Ed.), Managing New Zealand Organisations: Principles, Practices, and Issues (pp. 93-146). Auckland: Longman Paul Ltd. Fay, C. H., & Thompson, M. A. (2001). Contextual determinant of reward systems' success: an exploratory study. Human Resource Management, 40(3), 213-226. Garters, R. (2001). What people want from work. New Zealand Management, 48(2), 50-51. Gibson, A. (1998). Dangling the carrot. New Zealand Management, 45(5), 59-62, Grensing, L. (1996). When the carrot can't be cash. Security Management, 40(12), 25- 27. Herzberg, F., Mausner, B., & Synderman, B. (1959). The Motivation to Work. London: Chapman &Hall. Hodgetts, R. M. (2002). Modern Human Relations at Work. London: Harcourt College. Huseman, R., & Hatfield, J. (1989). Managing the Equity. Boston: Houghton Mifflin. Jankowicz, A. D. (2000). Business Research Projects. London: Business Press. Jennings, P., & Beaver, G. (1997). The performance and competitive advantage of small firms: a management perspective. International Small Business Journal, 15(2), 63-75. Kohn, A. (1998). Challenging behaviorist dogma: myths about money and motivation. Compensation and Benefits Review, 30(2), 27-33-37. Kovach, K. A. (1987). What motivates employees? Workers and supervisors give different answers. Business Horizons, 30(5), 58-65. Law, G. (1998). The carrots and compensation connection. New Zealand Management, 45(8), 46-48. Macky, K., & Johnson, G. (1998). Strategic Remuneration. Auckland: CHH. Macky, K., & Johnson, G. (2000). The Strategic management of Human Resources in New Zealand. Auckland: McGraw-Hill. Markovich, P. N. (1997). Mobilizing your human potential. Journal for Quality and Participation, 20(2), 48-53. Marks, S. J. (2001). Incentives that really reward and motivate. Workforce, June, 108- 112. Marsh, B., & Kleiner, B. (1998). On overview of trends in employee benefits programmes. Management Research News, 21(4/5), 23-29. Maslow, A. H. (1954). Motivation and Personality. New York: Harper & Brothers. McConnell, C. R. (1997). Employee recognition: a little oil in the troubled waters of change. Health Care Supervisor, 15(4), 83-90. McCormack, M. (2000). The dangers of praise. New Zealand Management, 47(9), 17. Myhre, S. (1995). Worker perks: effective incentives or a waste of money. New Zealand Management, 42(1), 43-44. Nelson, B. (1998). Try Praise, Small Business New Zealand, June/July, 5. Newland, A. (1995). Incentive travel: sexy but does it score? New Zealand Management, 42(3), 109-111. Rhodes, S. (1999). Just rewards. New Zealand Business, March, 42-45. Saunders, M., Lewis, P., & Thornhill, A. (2000). Research Methods for Business Students. London: Prentice Hall. Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (1997). Organisational Behavior. New York: John Wiley & Sons. Sibbald, A. (1995). Personnel management: managing people at work. In A. Sibbald, Batley, T., Johnson, S., Hall, E., Elkin, G., Selsky, J., Geare, A., & Jones, M. (Ed.), Managing New Zealand Organisations: Principles, Practices and Issues (pp. 194-246). Auckland: Longman Paul Ltd. Slack, N., Chambers, S., Harland, C., Harrison, A., & Johnson, R. (1995). Operations Management. London: Pitman. Story, M. (2001). Perks that work. New Zealand Management, 48(3), 18-23. Tapsell, S. (1999). Ten business resolutions for 2000. New Zealand Management, 46(11), 98-99. Ting, Y. (1997). Determinants of job satisfaction of federal government employees. Public Personnel Management, 23(6), 313-334. Vecchio, R. P., Hearn, G., & Southey, G. (1996). Organisational Behavior. Sydney: Harcourt. Waters, M. (1999). Thank them and they will follow. New Zealand Management, 46(10), 33-34. Wiley, C. (1997). What motivates employees according to over 40 years of motivation surveys. International Journal of Manpower, 18(3), 263-280. Wood, J. M., Wallace, J. P., Zettane, Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (1998). Organisational Behaviour: An Asia-Pacific Perspective. Milton: Wiley. Wright, V. M. (2001). Reward for a new workforce. In C. H. Fay (Ed.), The Executive Handbook on Compensation (pp. 75-85.). New York: The Free Press. Young, S. (1999). Attraction and Retention. New Zealand Management, 46(3), 78.||en_NZ|
Files in this item
There are no files associated with this item.
This item is not available in full-text via OUR Archive.
If you would like to read this item, please apply for an inter-library loan from the University of Otago via your local library.
If you are the author of this item, please contact us if you wish to discuss making the full text publicly available.