What Monetary Rewards Can and Cannot do: How to Show Employees the Money Net Present Value (NPV) / MBA Resources

Introduction to Net Present Value (NPV) - What is Net Present Value (NPV) ? How it impacts financial decisions regarding project management?

NPV solution for What Monetary Rewards Can and Cannot do: How to Show Employees the Money case study

At Oak Spring University, we provide corporate level professional Net Present Value (NPV) case study solution. What Monetary Rewards Can and Cannot do: How to Show Employees the Money case study is a Harvard Business School (HBR) case study written by Herman Aguinis, Harry Joo, Ryan K Gottfredson. The What Monetary Rewards Can and Cannot do: How to Show Employees the Money (referred as “Monetary Rewards” from here on) case study provides evaluation & decision scenario in field of Leadership & Managing People. It also touches upon business topics such as - Value proposition, Employee retention, Human resource management, Motivating people.

The net present value (NPV) of an investment proposal is the present value of the proposal’s net cash flows less the proposal’s initial cash outflow. If a project’s NPV is greater than or equal to zero, the project should be accepted.

NPV = Present Value of Future Cash Flows LESS Project’s Initial Investment

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Case Description of What Monetary Rewards Can and Cannot do: How to Show Employees the Money Case Study

Monetary rewards can be a very powerful determinant of employee motivation and performance which, in turn, can lead to important returns in terms of firm-level performance. However, monetary rewards do not always lead to these desirable outcomes. We discuss in this installation of Human Performance what monetary rewards can and cannot do, and reasons why, in terms of improving employee performance. Also, we offer research-based recommendations, including the following five general principles to guide the design of successful monetary reward systems: (1) define and measure performance accurately, (2) make rewards contingent on performance, (3) reward employees in a timely manner, (4) maintain justice in the reward system, and (5) use monetary and nonmonetary rewards. In addition, we offer specific research-based guidelines for implementing each of the five principles. In short, our article summarizes research-based findings and offers recommendations that will allow managers and other organizational decision makers to understand when and why monetary reward systems are likely to be successful in terms of enhancing employee motivation and performance.

Case Authors : Herman Aguinis, Harry Joo, Ryan K Gottfredson

Topic : Leadership & Managing People

Related Areas : Employee retention, Human resource management, Motivating people

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Calculating Net Present Value (NPV) at 6% for What Monetary Rewards Can and Cannot do: How to Show Employees the Money Case Study

Years	Cash Flow	Net Cash Flow	Cumulative     Cash Flow	Discount Rate @ 6 %	Discounted Cash Flows
Year 0	(10018695)	-10018695	-	-
Year 1	3468251	-6550444	3468251	0.9434	3271935
Year 2	3981059	-2569385	7449310	0.89	3543128
Year 3	3942663	1373278	11391973	0.8396	3310336
Year 4	3223659	4596937	14615632	0.7921	2553440
TOTAL			14615632		12678839

The Net Present Value at 6% discount rate is 2660144

In isolation the NPV number doesn't mean much but put in right context then it is one of the best method to evaluate project returns. In this article we will cover -

Different methods of capital budgeting

What is NPV & Formula of NPV,
How it is calculated,
How to use NPV number for project evaluation, and
Scenario Planning given risks and management priorities.

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Capital Budgeting Approaches

Methods of Capital Budgeting

There are four types of capital budgeting techniques that are widely used in the corporate world –

1. Payback Period
2. Profitability Index
3. Net Present Value
4. Internal Rate of Return

Apart from the Payback period method which is an additive method, rest of the methods are based on Discounted Cash Flow technique. Even though cash flow can be calculated based on the nature of the project, for the simplicity of the article we are assuming that all the expected cash flows are realized at the end of the year.

Discounted Cash Flow approaches provide a more objective basis for evaluating and selecting investment projects. They take into consideration both –

1. Timing of the expected cash flows – stockholders of Monetary Rewards have higher preference for cash returns over 4-5 years rather than 10-15 years given the nature of the volatility in the industry.
2. Magnitude of both incoming and outgoing cash flows – Projects can be capital intensive, time intensive, or both. Monetary Rewards shareholders have preference for diversified projects investment rather than prospective high income from a single capital intensive project.

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Formula and Steps to Calculate Net Present Value (NPV) of What Monetary Rewards Can and Cannot do: How to Show Employees the Money

NPV = Net Cash In Flowt1 / (1+r)t1 + Net Cash In Flowt2 / (1+r)t2 + … Net Cash In Flowtn / (1+r)tn
Less Net Cash Out Flowt0 / (1+r)t0

Where t = time period, in this case year 1, year 2 and so on.
r = discount rate or return that could be earned using other safe proposition such as fixed deposit or treasury bond rate. Net Cash In Flow – What the firm will get each year.
Net Cash Out Flow – What the firm needs to invest initially in the project.

Step 1 – Understand the nature of the project and calculate cash flow for each year.
Step 2 – Discount those cash flow based on the discount rate.
Step 3 – Add all the discounted cash flow.
Step 4 – Selection of the project

Why Leadership & Managing People Managers need to know Financial Tools such as Net Present Value (NPV)?

In our daily workplace we often come across people and colleagues who are just focused on their core competency and targets they have to deliver. For example marketing managers at Monetary Rewards often design programs whose objective is to drive brand awareness and customer reach. But how that 30 point increase in brand awareness or 10 point increase in customer touch points will result into shareholders’ value is not specified.

To overcome such scenarios managers at Monetary Rewards needs to not only know the financial aspect of project management but also needs to have tools to integrate them into part of the project development and monitoring plan.

Calculating Net Present Value (NPV) at 15%

After working through various assumptions we reached a conclusion that risk is far higher than 6%. In a reasonably stable industry with weak competition - 15% discount rate can be a good benchmark.

Years	Cash Flow	Net Cash Flow	Cumulative     Cash Flow	Discount Rate @ 15 %	Discounted Cash Flows
Year 0	(10018695)	-10018695	-	-
Year 1	3468251	-6550444	3468251	0.8696	3015870
Year 2	3981059	-2569385	7449310	0.7561	3010253
Year 3	3942663	1373278	11391973	0.6575	2592365
Year 4	3223659	4596937	14615632	0.5718	1843137
TOTAL					10461625

The Net NPV after 4 years is 442930

(10461625 - 10018695 )

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Calculating Net Present Value (NPV) at 20%

If the risk component is high in the industry then we should go for a higher hurdle rate / discount rate of 20%.

Years	Cash Flow	Net Cash Flow	Cumulative     Cash Flow	Discount Rate @ 20 %	Discounted Cash Flows
Year 0	(10018695)	-10018695	-	-
Year 1	3468251	-6550444	3468251	0.8333	2890209
Year 2	3981059	-2569385	7449310	0.6944	2764624
Year 3	3942663	1373278	11391973	0.5787	2281634
Year 4	3223659	4596937	14615632	0.4823	1554620
TOTAL					9491087

The Net NPV after 4 years is -527608

At 20% discount rate the NPV is negative (9491087 - 10018695 ) so ideally we can't select the project if macro and micro factors don't allow financial managers of Monetary Rewards to discount cash flow at lower discount rates such as 15%.

Acceptance Criteria of a Project based on NPV

Simplest Approach – If the investment project of Monetary Rewards has a NPV value higher than Zero then finance managers at Monetary Rewards can ACCEPT the project, otherwise they can reject the project. This means that project will deliver higher returns over the period of time than any alternate investment strategy.

In theory if the required rate of return or discount rate is chosen correctly by finance managers at Monetary Rewards, then the stock price of the Monetary Rewards should change by same amount of the NPV. In real world we know that share price also reflects various other factors that can be related to both macro and micro environment.

In the same vein – accepting the project with zero NPV should result in stagnant share price. Finance managers use discount rates as a measure of risk components in the project execution process.

Sensitivity Analysis

Project selection is often a far more complex decision than just choosing it based on the NPV number. Finance managers at Monetary Rewards should conduct a sensitivity analysis to better understand not only the inherent risk of the projects but also how those risks can be either factored in or mitigated during the project execution. Sensitivity analysis helps in –

Understanding of risks involved in the project.

What are the uncertainties surrounding the project Initial Cash Outlay (ICO’s). ICO’s often have several different components such as land, machinery, building, and other equipment.

What can impact the cash flow of the project.

What will be a multi year spillover effect of various taxation regulations.

What are the key aspects of the projects that need to be monitored, refined, and retuned for continuous delivery of projected cash flows.

Some of the assumptions while using the Discounted Cash Flow Methods –

Projects are assumed to be Mutually Exclusive – This is seldom the came in modern day giant organizations where projects are often inter-related and rejecting a project solely based on NPV can result in sunk cost from a related project.

Independent projects have independent cash flows – As explained in the marketing project – though the project may look independent but in reality it is not as the brand awareness project can be closely associated with the spending on sales promotions and product specific advertising.

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Negotiation Strategy of What Monetary Rewards Can and Cannot do: How to Show Employees the Money

References & Further Readings

Herman Aguinis, Harry Joo, Ryan K Gottfredson (2018), "What Monetary Rewards Can and Cannot do: How to Show Employees the Money Harvard Business Review Case Study. Published by HBR Publications.