Combining motivational forces to deliver team performance and a positive ROI
| Pages | 109-115 |
| Date | 10 June 2019 |
| Published date | 10 June 2019 |
| DOI | https://doi.org/10.1108/SHR-03-2019-0015 |
| Author | Patti P. Phillips,Jack J. Phillips |
| Subject Matter | Hr & organizational behaviour |
Combining motivational forces to deliver
team performance and a positive ROI
Patti P. Phillips and Jack J. Phillips
Abstract
Purpose –The purpose of this study is to illustrate how a combination of three motivational forces can
deliver superior teamperformance in an unlikely setting. Because motivation is the keyto the success of
talent,exploring ways to motivate employees andteams has been at the forefront of behavioralresearch.
Design/methodology/approach –This paper focuseson the combination of three approaches: theuse
of an improved engagement system, enhanced team development and cohesiveness and the use of
monetaryincentives for recognition and achievement.
Findings –This combinationof concepts delivered superiorteam performance in an unlikely setting.
Originality/value –This paper presents a programuniquely designed to motivate a team of employees
using multiple approaches. The program delivered outcomes benefiting the organization’s bottom line
while alsorewarding employees and enhancingthe team’s engagement.
Keywords Performance, Employee engagement, Benefits, Learning and development, Productivity,
Rewards
Paper type Case study
Background research and theory
Because motivation is the key to thesuccess of talent, exploring waysto motivate employees
and teams has been at the forefront of behavioral research. This article focuses on the
combination of three approaches: the use of an improved engagement system, enhanced
team developmentand cohesiveness and the use ofmonetary incentives for recognition and
achievement. This combination of concepts delivered superior team performance in an
unlikely setting.
Engagement
Few topics have emerged as important as employee engagement in organizations. Employee
engagement has been built on a host of previous approaches to improve the employee
experience, beginning with employee satisfaction as the organizations focused on how to
make employees “happy” with their pay, the job, supervisor, coworkers and career. Although
important for attraction and retention of employees, satisfaction did not necessarily motivate
employees to improve the organization and drive performance. The concept morphed into
organizational commitment, which focused on getting employees more attached to,
concerned about and identified with the organization. This was further ref ined into employee
engagement, which was intended to have employees more involved in the decisions eff ecting
their work, attached to goals for which they are accountable, take more re sponsibility for their
work and the outcomes and share information and work as a team. In short, employee
engagement provides the motivational effect that drives productivity, quality, safety, sal es and
client satisfaction, to name a few.
Patti P. Phillips and
Jack J. Phillips are both
based at ROI Institute,
Birmingham, Alabama,
USA.
This case was prepared to
serve as a basis for discussion.
All names, dates and places
have been disguised at the
request of the organization.
DOI 10.1108/SHR-03-2019-0015 VOL. 18 NO. 3 2019, pp. 109-115, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 109
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