Analysing the effectiveness of the reward strategy of the Department of Justice in the Northern Cape in motivating its employees: a case study
De Klerk, Ronel
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Chapter 6 highlighted the problem areas identified in the findings of the study, and those were verified against the literature review which was discussed in Chapter 2. Each of the different sub-problems as identified in Chapter 1 was addressed and recommendations were made on how each of the sub-problems might be solved. The first sub-problem concentrated on determining whether the monetary reward strategy of performance bonuses leads to employee motivation. The second subproblem was focused on determining whether the monetary reward strategy of notch increments leads to employee motivation in the Department. The third sub-problem involved the different facets of a total reward strategy, and was aimed at determining which of these facets are important in motivating employees. The facets concerned are: Recognition; communication; the work environment; training, and career development. The aim of the research was to determine which of the above-mentioned reward strategies were regarded as important motivating factors to the employees of the Department of Justice in the Northern Cape. The „components of total reward‟ model of Shields (2012), as illustrated in Chapter 1, was used as a guide in the research. Conclusions drawn from the data provided in Chapter 5 were summarised, and based on these conclusions and the theory discussed in Chapter 2, recommendations were made with a view to improve and reinforce the performance and reward management processes in place in the Department. 140 The value of the study is that it has contributed to research-based studies on the effectiveness of performance and reward management practices aimed at motivating employees. The research was successful in building theory on the implementation of individual reward strategies that will address the individual needs of employees, as people have different needs and aspirations. It is hoped that the outcome of this study will make a contribution to performance management policies by providing guidelines for the implementation of a total reward management system based on Shields‟ components of a total reward model.