Abstract
Orientation: It is generally assumed that reward and recognition programmes have increased staff motivation and reduced staff turnover.Research purpose: The main aim of this evaluation was to test the plausibility of the programme theory underlying a staff reward and recognition programme within a retail setting. Secondary aims were to assess whether or not the programme was implemented as intended and whether or not its outcomes were well defined.Motivation for the study: Different groups of people may have different assumptions about whether a reward and recognition programme works or not. This evaluation was motivated by the different assumptions held by programme stakeholders, programme recipients and social science researchers regarding the programme.Research design, approach and method: This formative evaluation used a descriptive design. Primary qualitative data were collected by means of structured interviews with the Human Resource Development (HRD) Facilitator and ten programme participants.Main findings: The results showed that the programme theory was not plausible and that the programme was not implemented as intended. Although the HRD Facilitator and the participants agreed that the programme led to improved customer service, they disagreed about the other programme outcomes.Practical/managerial implications: This evaluation contains practical suggestions for improving the programme theory, the programme implementation process and the redefinition of the outcomes of the programme as standard performance indicators.Contribution/value-add: This evaluation contributed to the limited literature on the effect of reward and recognition programmes. Whilst there is a vast amount of literature pertaining to such programmes, very few formal evaluations exist about them.
Highlights
IntroductionThe evaluation aimed to explore whether or not the theoretical assumptions underlying this programme were plausible, whether or not it was implemented as intended and whether its outcomes were well defined or not
The programme under evaluation was a staff reward and recognition programme implemented by one of the leading fashion retailers in South Africa
The results are reported in terms of the evaluation questions which were derived from the programme theory
Summary
The evaluation aimed to explore whether or not the theoretical assumptions underlying this programme were plausible, whether or not it was implemented as intended and whether its outcomes were well defined or not. Evaluators such as Chen (2005) and Rossi, Lipsey and Freeman (2004) have, in recent years, expounded on the merits of defining evaluations and developing guidelines which will assist in differentiating one evaluation study from another. A descriptive theory evaluation uncovers causal processes within the design, whilst a prescriptive theory evaluation examines the programme’s composition in terms of generally accepted standards
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