MAKE THE DIFFERENCE - MARS Program
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In 2013 MARS (Fast moving consumer goods
company) launched its “Make the difference” Awards, a thoughtfully designed
program that celebrated employees’ individual contributions and collaborative
successes. This included offering monetary rewards alongside public acknowledgement
for innovative and collaborative ideas for individuals and teams making sure
all employees felt their unique efforts were valued and appreciated
The Make the Difference awards by MARS, which
was introduced in 2013 are a strategic HR initiative which allows the rewarding
of the individual as well as the team. The program is an insightful effort to
boost employee motivation and strengthen a culture of innovation and teamwork
by rewarding the employees with money and honoring them publicly. Within an
employment context, the recognition initiatives would help in defining the
psychological contract of the unwritten expectation between employees and employers
by sending the signal that discretionary effort and creativity will be rewarded
(Rousseau, 1995). Nevertheless,
in contrast to multinational organisations such as MARS, recognition systems in
most of the Sri Lankan private organisations are not formalised or limited.
However, whereas it is common to have bonuses and employee of the month awards,
it is relatively uncommon to have a program that recognizes collaborative
innovation or cross-functional achievement. Power distance, which remains high
in most of the workplaces of Sri Lanka, can also impede the ability of the
employees to be part of the idea-generating or innovation process since the
employees might be reluctant to deviate or suggest new methods of operation.
Without a sensitive application, public recognition can equally cause
perception of favoritism or biasness and such can erode trust.
The program is also consistent with modern HRM
theory that focuses on strategic people management, in which a reward system is
coupled with organisational objectives to promote desired behaviour (Armstrong
and Taylor, 2020). The innovation in FMCG companies such as MARS is mostly
dependent on the employees in a fast-evolving economic and technological
environment. The ability to reward creativity will promote agility and constant
improvement, which are key assets in the competitive environment of fast-paced
markets.
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On the organisational culture front, the awards
entrench a culture of high-involvement in which employees feel that they are
key stakeholders in organisational performance (Schein, 2017). The visibility
of oneself in society helps develop a collective value and enhances emotional
appeal. This type of initiatives may also act as a means of sharing power, as
they redistribute symbolic power by making all employees visible. This is the
opposite of the hierarchical organization, in which decision making and complimenting
is only reserved to the managerial positions (Fleming & Spicer, 2014).
In general, the examples of Make the Difference Awards of MARS demonstrate how a strategic recognition system may help to make the psychological contract stronger and more innovative culture-oriented and motivate the employees. Comparing it with the Sri Lankan private sector, it is apparent that although most organisations are starting to implement a similar reward system, there is still a gap in the complexity and inclusiveness of the reward programs. There are high power distance, informal structures and scarcity of resources, which do not favour wider implementation. Though, as Sri Lankan companies keep developing in very competitive and dynamic markets, the recognition practices that appreciate both individual and team efforts can greatly increase engagement, foster creativity and enhance the long-term organisational performance, just like MARS.
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References
Armstrong, M. & Taylor, S. (2020) Armstrong’s Handbook of Human Resource Management Practice. 15th edn. Kogan Page.
Fleming, P. & Spicer, A. (2014) Power in Management and Organization Science. Oxford University Press.
Rousseau, D. (1995) Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Sage Publications.
Schein, E.H. (2017) Organizational Culture and Leadership. 5th edn. Wiley.
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I especially appreciate the comparison to Sri Lankan workplaces, because it highlights a real gap. While many local companies reward individual performance, very few genuinely recognise collaboration, creativity, or cross-functional achievements. Your point about power distance is spot-on; without cultural shifts and transparent systems, recognition risks feeling selective instead of empowering. This post is a great reminder that strategic, inclusive recognition isn’t a luxury it’s a performance driver and a culture-builder.
ReplyDeleteGreat article.The MARS Program is an excellent example of how structured initiatives can encourage employees to take ownership, innovate, and make a difference.
ReplyDeleteWonderful post! "Make the Difference" MARS program not come from grand gestures but it comes from every day courage, hard working and compassion. This is a very good example show us giving opportunities to think beyond comfort zone and make big difference. I really appreciate how MARS make employees to think broadly while deeply connected to the society they serve, innovation with heart and discovering new strengths with in. Meaningful post.
ReplyDeleteThis is a very informative and well-structured explanation of the MARS “Make the Difference” program, especially how it strengthens the psychological contract and encourages innovation. I like the clear comparison with Sri Lankan organisations and how you highlight the gaps in collaboration-focused recognition. At the same time, it might help to discuss how companies can avoid issues like bias or over-reliance on monetary rewards, which sometimes reduce intrinsic motivation. Overall, a thoughtful and practical analysis of strategic recognition in modern HR.
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ReplyDeleteThe ‘MAKE THE DIFFERENCE - MARS Program’ is designed to empower employees to take initiative, demonstrate accountability, and contribute meaningfully to organizational goals. By encouraging individuals to act with purpose, collaborate effectively, and focus on results, the program fosters a culture of ownership and continuous improvement. It emphasizes recognizing efforts, rewarding innovation, and creating opportunities for personal and professional growth. Such initiatives not only enhance employee engagement but also drive overall business performance. Programs like MARS highlight how structured frameworks can motivate employees to go beyond routine tasks, make impactful contributions, and cultivate a proactive, high-performing workplace culture.
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