The impact of manager recognition training on performance: a quasi-experimental field study

Abstract

Purpose

Employee recognition programs are ubiquitous, and recognition is a multibillion-dollar industry. Yet, very little research has tested the utility of recognition-based interventions. The purpose of this paper was to examine the impact of managerial training for employee recognition on the occurrence of recognition and unit-level performance.

Design/methodology/approach

The design was a quasi-experimental field study of branches within a financial services company. Differences between a recognition training group and a no-training control group were examined using objective unit-level performance and recognition data before and after the training intervention.

Findings

Results indicated that the training program led to more recognition and improved unit performance compared to control.

Research limitations/implications

The sample size was small, but the research demonstrates that managerial recognition training is effective.

Practical implications

This research establishes the effectiveness of recognition training and describes its effects on important business outcomes, supporting the notion that recognition programs may be a worthwhile investment for organizations.

Originality/value

This study is one of the first to demonstrate the benefit of training managers on effective recognition practices on recognition behavior and unit performance.

Citation

Scherbaum, C.A., Naidoo, L.J. and Saunderson, R. (2022), "The impact of manager recognition training on performance: a quasi-experimental field study", Leadership & Organization Development Journal, Vol. 43 No. 1, pp. 57-70. https://doi.org/10.1108/LODJ-04-2021-0144