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Employee recognition
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Employee recognition
Employee recognition is the timely, informal or formal acknowledgement of a person's behavior, effort, or business result that supports the organization's goals and values, and exceeds their superior's normal expectations. Recognition has been held to be a constructive response and a judgment made about a person's contribution, reflecting not just work performance but also personal dedication and engagement on a regular or ad hoc basis, and expressed formally or informally, individually or collectively, privately or publicly, and monetarily or non-monetarily (Brun & Dugas, 2008).
The track of scientific research around employee recognition and motivation was constructed on the foundation of early theories of behavioral science and psychology. The earliest scientific papers on employee recognition have tended to draw upon a combination of needs-based motivation (for example, Herzberg 1966; Maslow 1943) theories and reinforcement theory (Mainly Pavlov 1902; B.F. Skinner 1938) as a foundation for the effects of employee recognition.
Needs-based motivation theories are based on the argument that humans have basic drives that motivate them to behave in ways that help them fulfill those needs.
Reinforcement theory has its roots in the work of behavioral psychologists John Watson, Ivan Pavlov, E.L. Thorndike and B.F. Skinner. It argues that people can be conditioned through rewards, which can be intangible in nature, and punishments to repeat rewarded behaviors and cease unrewarded behaviors. Through this process of conditioning, an association is made between a behavior and the consequence for that behavior, either an incentive or a deterrent. The theory is based on Thorndike's (1911) law of effect, which states that people are likely to repeat behavior that produces a pleasurable outcome.
According to Punke (2013), recognition programs should be balanced between performance-based and value-based initiatives, but the programs should be composed of three methods: formal, informal and day-to-day recognition.
It is a type of recognition practices that are frequent (daily or weekly), low or no cost, often intangible and often reliant on interpersonal skills for positive feedback that can be given to all employees. According to Harrison (2005), the day-to-day recognition brings the benefit of immediate and powerful reinforcement of desired behavior and sets an example to other employees of desired behavior that aligns with organizational objectives. To him, it gives individuals and teams at all levels the opportunity to recognize good work by other employees and teams, and it also gives the opportunity for them to be recognized on the spot for their own good work.
In relation to employee recognition programs, there are four recognition practices: existential recognition, recognition of work practice, recognition of job dedication, and recognition of results. These four recognition practices recognize employees as full-fledged individuals as well as workers capable of being committed to their jobs by investing time and energy to perform duties competently and deliver concrete results (Amoatemaa & Kyeremeh, 2016). These practices use direct compensation to show acknowledgement and appreciation for employees.
This recognition is focused on the individual and/or group. Through existential recognition, individuals are granted the right to voice their opinions about and influence decision-making, as well as the course of their own and the organization's actions (Brun & Dugas, 2008). A vertical interaction level example of this is authorizing flexible work schedules.
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Employee recognition
Employee recognition is the timely, informal or formal acknowledgement of a person's behavior, effort, or business result that supports the organization's goals and values, and exceeds their superior's normal expectations. Recognition has been held to be a constructive response and a judgment made about a person's contribution, reflecting not just work performance but also personal dedication and engagement on a regular or ad hoc basis, and expressed formally or informally, individually or collectively, privately or publicly, and monetarily or non-monetarily (Brun & Dugas, 2008).
The track of scientific research around employee recognition and motivation was constructed on the foundation of early theories of behavioral science and psychology. The earliest scientific papers on employee recognition have tended to draw upon a combination of needs-based motivation (for example, Herzberg 1966; Maslow 1943) theories and reinforcement theory (Mainly Pavlov 1902; B.F. Skinner 1938) as a foundation for the effects of employee recognition.
Needs-based motivation theories are based on the argument that humans have basic drives that motivate them to behave in ways that help them fulfill those needs.
Reinforcement theory has its roots in the work of behavioral psychologists John Watson, Ivan Pavlov, E.L. Thorndike and B.F. Skinner. It argues that people can be conditioned through rewards, which can be intangible in nature, and punishments to repeat rewarded behaviors and cease unrewarded behaviors. Through this process of conditioning, an association is made between a behavior and the consequence for that behavior, either an incentive or a deterrent. The theory is based on Thorndike's (1911) law of effect, which states that people are likely to repeat behavior that produces a pleasurable outcome.
According to Punke (2013), recognition programs should be balanced between performance-based and value-based initiatives, but the programs should be composed of three methods: formal, informal and day-to-day recognition.
It is a type of recognition practices that are frequent (daily or weekly), low or no cost, often intangible and often reliant on interpersonal skills for positive feedback that can be given to all employees. According to Harrison (2005), the day-to-day recognition brings the benefit of immediate and powerful reinforcement of desired behavior and sets an example to other employees of desired behavior that aligns with organizational objectives. To him, it gives individuals and teams at all levels the opportunity to recognize good work by other employees and teams, and it also gives the opportunity for them to be recognized on the spot for their own good work.
In relation to employee recognition programs, there are four recognition practices: existential recognition, recognition of work practice, recognition of job dedication, and recognition of results. These four recognition practices recognize employees as full-fledged individuals as well as workers capable of being committed to their jobs by investing time and energy to perform duties competently and deliver concrete results (Amoatemaa & Kyeremeh, 2016). These practices use direct compensation to show acknowledgement and appreciation for employees.
This recognition is focused on the individual and/or group. Through existential recognition, individuals are granted the right to voice their opinions about and influence decision-making, as well as the course of their own and the organization's actions (Brun & Dugas, 2008). A vertical interaction level example of this is authorizing flexible work schedules.