This study sheds light on the importance of rewards and recognition programs in improving employee engagement and highlights the need for organizations to rethink their rewards and recognition strategies to better meet the needs of multi-generational employees. One problem found in organizations was that many current multi-generational employees had low engagement due, in part, to outdated rewards and recognition programs (Agarwal et al., 2018; North, 2017; O.C. Tanner Institute, 2021). There was a gap in research regarding multi-generational employees in multiple professions and their perceptions of rewards and recognition and how those monetary and non-monetary rewards could affect their engagement during the COVID-19 pandemic in the United States (De-la-Calle-Duran & Rodriquez-Sanchez, 2021). This study aimed to explore how multi-generational employees described the value of and perceived the impact of personalized rewards and recognition on their workplace engagement during the COVID-19 pandemic of 2020-2023. This hermeneutic phenomenological research study sought an understanding of the lived experiences of eight participants from different generations and was guided by the generational cohort theory and the theory of acquired needs. Four themes emerged from the analysis. The findings of this study implied that rewards and recognition programs can be improved, managers should be more supportive in times of organizational change, and employees did not feel recognized for their work-related efforts during the pandemic, which has the potential to improve human resources policies in many organizations. The action plan recommends that managers be more cognizant of their employees’ work-related achievements and include employees in the rewards process.
","abstract_html":"<p>This study sheds light on the importance of rewards and recognition programs in improving employee engagement and highlights the need for organizations to rethink their rewards and recognition strategies to better meet the needs of multi-generational employees. One problem found in organizations was that many current multi-generational employees had low engagement due, in part, to outdated rewards and recognition programs (Agarwal et al., 2018; North, 2017; O.C. Tanner Institute, 2021). There was a gap in research regarding multi-generational employees in multiple professions and their perceptions of rewards and recognition and how those monetary and non-monetary rewards could affect their engagement during the COVID-19 pandemic in the United States (De-la-Calle-Duran & Rodriquez-Sanchez, 2021). This study aimed to explore how multi-generational employees described the value of and perceived the impact of personalized rewards and recognition on their workplace engagement during the COVID-19 pandemic of 2020-2023. This hermeneutic phenomenological research study sought an understanding of the lived experiences of eight participants from different generations and was guided by the generational cohort theory and the theory of acquired needs. Four themes emerged from the analysis. The findings of this study implied that rewards and recognition programs can be improved, managers should be more supportive in times of organizational change, and employees did not feel recognized for their work-related efforts during the pandemic, which has the potential to improve human resources policies in many organizations. The action plan recommends that managers be more cognizant of their employees’ work-related achievements and include employees in the rewards process.</p>","abstract_has_math":false,"creators":["Hollenbeck, Sara J"],"institution":null,"degree_name":"Doctor of Education (EdD)","degree_level":"Dissertation","degree_discipline":"Education","degree_department":null,"school":null,"contributors":["Debra L. Welkley","Corrine Rowland","Diane Lange"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2024,"date_issued":"2024-07-10T07:00:00Z","date_published":"2024-07-10T07:00:00Z","updated_at":"2026-07-24T05:21:42Z","subjects":["COVID-19 Pandemic","Engagement","Multi-Generational","Recognition","Rewards and Recognition","Leadership","Leadership Studies","Organizational Behavior and Theory","Organizational Communication","Performance Management"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://dune.une.edu/edu_diss/42","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Debra L. Welkley","Corrine Rowland","Diane Lange"]},{"key":"dc:creator","label":"Author","values":["Hollenbeck, Sara J"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2024-07-10T07:00:00Z"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Education"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Doctor of Education (EdD)"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["COVID-19 Pandemic","Engagement","Multi-Generational","Recognition","Rewards and Recognition","Leadership","Leadership Studies","Organizational Behavior and Theory","Organizational Communication","Performance Management"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://dune.une.edu/edu_diss/42"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This study sheds light on the importance of rewards and recognition programs in improving employee engagement and highlights the need for organizations to rethink their rewards and recognition strategies to better meet the needs of multi-generational employees. One problem found in organizations was that many current multi-generational employees had low engagement due, in part, to outdated rewards and recognition programs (Agarwal et al., 2018; North, 2017; O.C. Tanner Institute, 2021). There was a gap in research regarding multi-generational employees in multiple professions and their perceptions of rewards and recognition and how those monetary and non-monetary rewards could affect their engagement during the COVID-19 pandemic in the United States (De-la-Calle-Duran & Rodriquez-Sanchez, 2021). This study aimed to explore how multi-generational employees described the value of and perceived the impact of personalized rewards and recognition on their workplace engagement during the COVID-19 pandemic of 2020-2023. This hermeneutic phenomenological research study sought an understanding of the lived experiences of eight participants from different generations and was guided by the generational cohort theory and the theory of acquired needs. Four themes emerged from the analysis. The findings of this study implied that rewards and recognition programs can be improved, managers should be more supportive in times of organizational change, and employees did not feel recognized for their work-related efforts during the pandemic, which has the potential to improve human resources policies in many organizations. The action plan recommends that managers be more cognizant of their employees’ work-related achievements and include employees in the rewards process.
"]},{"key":"dc:title","label":"Title","values":["Exploring Recognition, Rewards, And The Multi-Generational Workforce During the COVID-19 Pandemic"]}]}],"canonical_facts":{"dc:contributor":["Debra L. Welkley","Corrine Rowland","Diane Lange"],"dc:creator":["Hollenbeck, Sara J"],"dc:date.available":["2024-07-10T07:00:00Z"],"dc:description.abstract":["This study sheds light on the importance of rewards and recognition programs in improving employee engagement and highlights the need for organizations to rethink their rewards and recognition strategies to better meet the needs of multi-generational employees. One problem found in organizations was that many current multi-generational employees had low engagement due, in part, to outdated rewards and recognition programs (Agarwal et al., 2018; North, 2017; O.C. Tanner Institute, 2021). There was a gap in research regarding multi-generational employees in multiple professions and their perceptions of rewards and recognition and how those monetary and non-monetary rewards could affect their engagement during the COVID-19 pandemic in the United States (De-la-Calle-Duran & Rodriquez-Sanchez, 2021). This study aimed to explore how multi-generational employees described the value of and perceived the impact of personalized rewards and recognition on their workplace engagement during the COVID-19 pandemic of 2020-2023. This hermeneutic phenomenological research study sought an understanding of the lived experiences of eight participants from different generations and was guided by the generational cohort theory and the theory of acquired needs. Four themes emerged from the analysis. The findings of this study implied that rewards and recognition programs can be improved, managers should be more supportive in times of organizational change, and employees did not feel recognized for their work-related efforts during the pandemic, which has the potential to improve human resources policies in many organizations. The action plan recommends that managers be more cognizant of their employees’ work-related achievements and include employees in the rewards process.
"],"dc:identifier":["https://dune.une.edu/edu_diss/42"],"dc:subject":["COVID-19 Pandemic","Engagement","Multi-Generational","Recognition","Rewards and Recognition","Leadership","Leadership Studies","Organizational Behavior and Theory","Organizational Communication","Performance Management"],"dc:title":["Exploring Recognition, Rewards, And The Multi-Generational Workforce During the COVID-19 Pandemic"],"thesis:degree_discipline":["Education"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Doctor of Education (EdD)"]},"updated_at":"2026-07-24T05:21:42Z"}