Reward Programs

What Works and What Needs to be Improved

Survey

Previous research has confirmed (Scott, Sperling, McMullen and Wallace 2003) that effective reward programs contribute to overall organization effectiveness. Research has also demonstrated that the converse can be true as well: ineffective reward programs can cause damage to organization effectiveness. Beyond squandering financial resources, poorly designed and executed reward programs can compel talented employees to leave the organization and misdirect the effort of those who remain.

Survey Results

Executive Summary

This report is based on the lead article published in the third quarter 2007 issue of the WorldatWork Journal, and research conducted by WorldatWork with Dow Scott, Ph.D. (Loyola University Chicago), and Tom McMullin, Richard S. Sperling, CCP, and Bill Bowbin, CCP, Hay Group. Dennis Morajada, Performance Development International, is also acknowledged for his contribution to the data analysis and interpretation of results.

Previous research has confirmed (Scott, Sperling, McMullen and Wallace 2003) that effective reward programs contribute to overall organization effectiveness. Research has also demonstrated that the converse can be true as well: ineffective reward programs can cause damage to organization effectiveness. Beyond squandering financial resources, poorly designed and executed reward programs can compel talented employees to leave the organization and misdirect the effort of those who remain.

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  • 2007
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