REFLECTIVE REPORT: DEVELOPMENT OF A REWARD MANAGEMENT SYSTEM
Reflective Report: Development of a Reward Management System
Overview of the situation
I reflect my experience at TSB Bank, Benford branch in 2016. The bank was underperforming since the employees were unable to meet the monthly set targets. This situation impacted the bank’s revenue as well as the provision of services to customers. Even after several meetings between the head of operations and employees, the situation worsened each month. A team of specialist was set up to investigate the issue. I was given the mandate to lead this team, and our core task was to identify the problem and develop an appropriate and cost-effective solution. I instruct the team members to observe the employees behaviour for a month and document their observations. Also, I formulated a questionnaire to conduct a survey on why the employees were underperforming. After a month of investigation, the team concluded that the workers were demotivated and less committed to their task. Hence, the primary problem was the lack of motivation and commitment to duties. I formulated milestones to investigate the problem further and create a viable solution. The first milestone was to identify the root cause of the problem. Second, express the Problem Themes (PT) and then adopt an appropriate system.
In the process of this project, I utilised various management and leadership abilities which are discussed in the later part of this report. Finally, I will present how I plan to develop my management and leadership skills to be a better manager in the future.
How I identified the problem
In problem identification, I applied the Soft System Methodology (SSM) and Viable System Model (VSM). VSM involves fitting organisational issues into a structure which can be employed to design how the business may operate and examine where things go wrong. On the other hand, SSM involves investigating the problem and then creating useful models (Stowell and Welch, 2012, p. 44). I adopted the Root Cause Analysis (RCA) methodology to break down the identification process. Wilson, Dell, and Anderson (1993), states that the RCA combines both informal and formal techniques to uncover the cause of a particular problem. My rationale for using Root Cause analysis was to differentiate between real word and thinking world. I wanted to follow the thinking world which involves observing, thinking and Acting (Stowell and Welch, 2012, p. 45).
Root Cause Analysis
Defining the problem: In the TBS Bank, there was a lack of motivation and commitment to the set goals. This issue impacted revenue generation and profitability of the bank. Another symptom of the problem was the unsatisfied customers who would complain through the suggestion box.
Data collection: Data was collected through observation and questionnaire. The team members observed the behaviour of the employees within the banking hall and recorded reluctance. All employees also filled a questionnaire to express their thoughts. Out of 50 employees 75%, insisted they were demotivated to work for the bank.
The plausible cause of demotivation: The primary cause of this problem was the lack of a structured reward management system. Most employees thought that the management was not doing enough to appreciate their performance. Besides, other employees noted the bank did not have a profit trickle-down formula.
Root cause of the problem: Employees were not offered opportunities for personal development, professional achievement and growth. Additionally, most workers noted that they were not given access to training programs that would advance their skills.
Recommended solution: A suitable and cost-effective reward management system would be an appropriate solution to this problem.
Summary of possible solutions to the problem
In the development of a reward management system, I reflect how I mobilised the team to analyse possible solutions. When identifying the possible solution, I expressed the Problem Themes (PTs) of the issue and then thought of systems that were relevant to the PTs (Stowell and Welch, 2012, p. 46). The PT of the problem was demotivation and less commitment prompted by the lack of personal development programs and training schemes. Hence, there was two possible solutions to this problem, intrinsic or extrinsic reward system. Intrinsic rewards can be thought as a natural motivational tendency. They include factors that impact the cognitive and social dimension of a person (Ryan and Deci, 2000, p. 56). Humans usually exhibit the desire to advance in a certain job and gain more skills in the course of their employment. In case the bank’s HR adopts this option, they would develop suitable training programs to advance employees skills. Additionally, the human resource would find avenues to help the employees to realise personal growth.
Another possible option would be to adopt extrinsic reward system. As opposed to intrinsic rewards, extrinsic rewards are tangible. They include things like bonuses, commissions and other money rewards. Adoption of this option would force the bank to allocate a budget to meet the reward obligations. Also, the human resource would have to develop a method of identifying employees who deserve rewards and what to reward them. Ideally, this system would be a success if the human resource collaborates with the head of departments and employees. Both solutions were viable in improving employees’ motivation and commitment. Consequently, the workers’ performance would be improved and enhance revenue generation as well as customer satisfaction.
Identification of the most suitable solution
I led the team to analyse the two option presented in the previous paragraphs with the aim of identifying the most appropriate solution. According to Stowell and Welch (2012, p. 44) the most the desirable solution should be resolved into a feasible model which forms the basis for an action that all impacted parties are ready to accept and implement. Ideally, the level of appreciation of the issue is what assists in the selection of a solution for further development. Further, according to Vickers Appreciative Systems (VAS), the management should select an option considering that an organisation is ever-changing and not a fixed entity (Stowell and Welch p. 36). The team employed a decision-making matrix to determine the best option between intrinsic and extrinsic rewards of motivation. A decision-making matrix is a technique used by organisations to organise complex issue (Harman, 2006). When used effectively, this tool can help a business to determine the best ethical choice among different options. In this situation, extrinsic and intrinsic rewards were compared based on cost, viability in the banking industry, convenience and level of motivation. The options were given scores from zero to nine to determine their weight.
Evidently, the extrinsic reward system has the highest overall score although it is the most expensive. The intrinsic reward system has the lowest score, but it is the most affordable. In this case, I guided the team to adopt intrinsic reward since it had the highest score. Also, I had prior knowledge that bank employees are motivated more by intrinsic than extrinsic rewards. A study by Pratheepkanth, (2011), found that even though extrinsic and intrinsic rewards motivate employees, intrinsic rewards have the highest score.
The human resource was tasked with the implementation of this reward strategy with the primary aim of motivating employees who would, in turn, increase their performance. Additionally, the human resource would communicate the strategy to all employees within the organisation. Suitable communication techniques would be meetings and emails.
I also reflect how I raised a concern about monitoring the progress and performance of the technique. I identified survey as the most appropriate method for monitoring this system. I would conduct surveys biweekly to measure the effectiveness of this reward management strategy. The surveys mainly aimed at determining the level of motivation among the employees and willingness to accomplish the set monthly goals. I would use questionnaires to get feedbacks from the banking staff. Part of the questionnaire required the employees to offer suggestions on any amendments that they needed in this system. I remember holding three meetings with the entire staff to identify if they were comfortable with the system and whether rewards were offered fairly.
My management and leadership abilities exhibited in this situation
In the process of developing this project, I portrayed various management strengths and weaknesses. First, I exhibited skill approach in analysing the situation. Katz (2009) holds that skill approach is built on three constructs including conceptual, human and technical skills. Technical skills involve having knowledge of a certain area of a subject. I had an understating of various theories of identifying complex problems and formulating viable solutions. Also, I demonstrated knowledge on different reward systems. Human skills entail the art of working in a team withstanding each other’s attitudes and motives. In developing the reward system, I worked in a group of specialist drawn from different departments, and we did not enter into conflicts. Lastly, the skill theory involves conceptual skills. Importantly, conceptual skills enable individuals to examine situations with ideas. During the entire process, I applied ideas to argue my points. It is notable that I influenced the team to adopt intrinsic reward system due to its reliability, level of motivation and suitability in the banking industry. Fischer (1980, p. 477) states that skill theory aims at offering tools for forecasting the developmental synchronise and sequences in any domain by merging behavioural and cognitive-developmental ideas.
The second management ability that I portrayed is trait approach. Trait perspective entails the factors that differentiated leaders from non-leaders. The leadership traits include accuracy, understanding human nature, and moral character. Thus, trait leadership is the relatively rational and cohesive patterns of individual characteristics, exhibiting a range of personal differences that nurture constant leadership with different teams and organisational settings (Zaccaro, 2007, p. 7). During the process of the project, I interacted with the members of my team harmoniously. I demonstrated the ability to work in a team and develop a viable solution.
Apart from these strengths, I realised some weaknesses in my leadership styles. I made most of the decisions in the group without consulting the team members. I also seemed to have more authority, and I often instructed team members on what to do on various occasions. My power during the cause of the project was expert power. I was able to influence the team members due to my knowledge my different techniques, methodologies and theories of reward management systems.
Personal development plan
In the future, I would like to be a better leader and thus, plan to work on my emotional intelligence and qualities of an authentic leader.
Authentic leaders demonstrate awareness of other peoples’ competencies and concepts through their behaviours and thoughts (Avolio and Grander, 2005, p. 321). I desire to portray finer qualities and traits of an authentic leader in future projects and coordination with others. Nevertheless, I have a personal task of developing these qualities and traits first. Training alone might not be enough to instil the qualities of an authentic leader because it is complex. Thus, I will develop these traits by assisting my team members to enhance their self-awareness, embrace the quality of openness and accountability. As my team members develop and refine these traits, I will also develop them as their leader. I envision having a pool of resources that will enhance my authentic leadership; these resources include credence and optimism. Being involved in group discussion and innovative teams will be a suitable avenue to gain and cultivate these traits.
The other part that I have to improve is on my emotional intelligence. Scholars hold that emotional intelligence is the interconnection of diverse mental activities, thoughts and feelings (Kerr, Gravin, Heaton and Boyle, 2006, p. 265). To develop this leadership quality, I have to master how to compose my emotions when provoked. I will cultivate this skill by working with people from different backgrounds and who have different views on complex issues. If my emotions are invoked, I can then learn how to control myself. When working with these people, I will learn how to minimise negative emotions, manage stress and stay calm throughout the process of the project.
Bibliography
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