Examining an Employee Awards Information System: A Qualitative Study

Abstract

The U.S. military is an organization that uses an automated system to process its members’ awards for approval, similar to other organization. Awarding members for performance has been identified as a great way to escalate job motivation and increase the feeling of inclusion and loyalty to organization and even lead to job retention. In the midst of the current environment and COVID-19 working conditions, it is even more important to show appreciation and gratitude. The U.S. military uses what is known as Global Electronic Approval Routing System (GEARS) to process these awards.  Notwithstanding the perceived advantages of utilizing the type of framework, people have communicated uncertainties about its ability to process the administrative documentation effectively and sufficiently, and in turn leading to the opposite effect, decreased motivation and job satisfaction.  The study examines the effect that the GEARS has on processing awards on time while applying three theories that set the conceptual framework: Herzberg's Two Factory theory, Technology Acceptance Model, and Task Technology Fit Theory.  The study used the qualitative descriptive method in its overall approach to answer research questions regarding how GEARS is affecting the submission and approval of service members’ awards for commendable performance and behavior and how GEARS is perceived to fit the requirement to complete tasks and activities associated with processing awards. The researchers used three instruments to gather data.  Data were collected from 15 participants using a questionnaire and interviews.  Relevant information was also gathered from archived data and five themes emerged from the analysis of the data, which support the theories and help to provide recommendations for future success.