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Article
Publication date: 19 November 2021

Charles A. Scherbaum, Loren J. Naidoo and Roy Saunderson

Employee recognition programs are ubiquitous, and recognition is a multibillion-dollar industry. Yet, very little research has tested the utility of recognition-based…

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.

Details

Leadership & Organization Development Journal, vol. 43 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 12 December 2016

Piyali Ghosh, Alka Rai, Ragini Chauhan, Gargi Baranwal and Divya Srivastava

The purpose of this study is to examine the potential mediating role of employee engagement between rewards and recognition and normative commitment.

3236

Abstract

Purpose

The purpose of this study is to examine the potential mediating role of employee engagement between rewards and recognition and normative commitment.

Design/methodology/approach

Responses of a sample of 176 private bank employees in India were used to examine the proposed mediated model.

Findings

The variable rewards and recognition is found to be significantly correlated to both employee engagement and normative commitment. Results of regression have been analyzed in line with the four conditions of mediation laid down by Baron and Kenny (1986). Further, SPSS macro developed by Preacher and Hayes (2004) is used to test the proposed mediation model. The relationship between rewards and recognition and normative commitment is found to become smaller after controlling the variable employee engagement. The results provide partial support to the mediation hypothesis.

Originality/value

Normative commitment has been less researched relative to the attention paid to affective commitment. Further, no research has yet focused on the impact of rewards and recognition on normative commitment, with the mediating impact of employee engagement. This study hence provides the first empirical test of the established relationship between rewards and recognition and employee engagement by introducing normative commitment as an outcome variable.

Details

Management Research Review, vol. 39 no. 12
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 1 June 2018

Alka Rai, Piyali Ghosh, Ragini Chauhan and Richa Singh

This study aims to explore the possibility that rewards and recognition may be instrumental in improving both in-role and extra-role performances of retail sales…

3178

Abstract

Purpose

This study aims to explore the possibility that rewards and recognition may be instrumental in improving both in-role and extra-role performances of retail sales associates, with an underlying mediating role of employee engagement in this relationship.

Design/methodology/approach

A survey was conducted across 35 retail stores in five cities located in North India on 247 sales associates. Hierarchical multiple regression analysis was conducted to test the mediation hypotheses. Analysis was done in lines with the conditions of mediation laid down by Baron and Kenny (1986).

Findings

Employee engagement is found to fully mediate the impact of rewards and recognition on in-role and extra-role performances.

Practical implications

Organizations should be committed to recognizing employees’ efforts and providing them with financial and non-financial rewards based on organizational policies. Such measures would improve in-role and extra-role performances through enhancing engagement level of employees.

Originality/value

This study makes significant contributions to literature on employee engagement and that on retail sector, especially in Indian context, through highlighting the mediating role of engagement. Given shortage and retention of skilled manpower as major challenges for Indian retailers, engaging sales associates through rewards and recognition to improve their performance at both in-role and extra-role levels can have significant implications for retailers.

Article
Publication date: 20 June 2016

Lorna Doucet, Bo Shao, Lu Wang and Greg R. Oldham

Previous research has demonstrated the importance of emotion recognition ability in negotiations and leadership, but scant research has investigated the role of emotion…

1493

Abstract

Purpose

Previous research has demonstrated the importance of emotion recognition ability in negotiations and leadership, but scant research has investigated the role of emotion recognition ability in service contexts. The purpose of this paper is to propose and test a compensatory model in which service employees’ emotion recognition ability helps enhance their job performance, particularly when employees score low on the agreeableness personality dimension or have low cognitive ability.

Design/methodology/approach

With a two-wave multisource dataset collected from a service center of a large retail bank, multiple regression analysis was used to test the moderating roles of agreeableness and cognitive ability on the relationship between service employees’ emotion recognition ability and their performance.

Findings

Service employees’ emotion recognition ability helped enhance their job performance. However, the positive effect of emotion recognition ability on job performance was only statistically significant when employees’ agreeableness or cognitive ability was low.

Practical implications

The findings have important implications for how service organizations select and recruit employees. In particular, service employees with low agreeableness or cognitive ability may still be able to perform well when possessing high emotion recognition ability. Therefore, emotion recognition ability should be considered in the selection and recruitment process.

Originality/value

Going beyond self-report measures of emotion recognition and using a performance measure from organizational records, this study is one of the first to examine how emotion recognition ability interacts with personality and cognitive ability in predicting service employees’ effectiveness in a service organization.

Details

Journal of Service Management, vol. 27 no. 3
Type: Research Article
ISSN: 1757-5818

Keywords

Article
Publication date: 28 June 2013

Marjolein Feys, Frederik Anseel and Bart Wille

The purpose of this paper is to examine the impact of co‐workers receiving recognition on two types of responses, namely emotions (positive and negative) and behavioral…

3743

Abstract

Purpose

The purpose of this paper is to examine the impact of co‐workers receiving recognition on two types of responses, namely emotions (positive and negative) and behavioral intentions (interpersonal counterproductive behavior and interpersonal citizenship behavior).

Design/methodology/approach

This study is an experimental scenario study with a 2×2 between‐subjects design with 246 employees from a local health care organization.

Findings

The findings reveal that the relation between the recognition of others and positive or negative emotions was moderated by the quality of the relationship between both actors. Further, as hypothesized, the relation between the recognition of others and interpersonal counterproductive behavior was moderated by relationship quality. Contrary to the authors' expectations, relationship quality did not moderate the relation between employee recognition and interpersonal citizenship behavior.

Practical implications

This study provides useful suggestions for managers to diminish undesired (i.e. negative emotions and interpersonal counterproductive behavior) and enhance desired emotions and behaviors (i.e. positive emotions and interpersonal citizenship behavior).

Originality/value

This study is the first to show that employee recognition may have negative effects on the emotions of others and interpersonal behavior (i.e. interpersonal counterproductive behavior).

Open Access
Article
Publication date: 15 November 2021

Debora Jeske and Sonia Lippke

The purpose of this study is to examine the relationship between job characteristics that foster learning (experience with and demand for continuous learning at work…

Abstract

Purpose

The purpose of this study is to examine the relationship between job characteristics that foster learning (experience with and demand for continuous learning at work, skills variety and autonomy) as potential predictors of self-reported outcomes, such as future learning ability and employee disengagement at work for a cohort of employees with no or very limited job change experience. Further consideration was given to employees’ experiences at work (meaningfulness and recognition at work) as potential mediators in this relationship between job characteristics and employee outcomes.

Design/methodology/approach

A cross-sectional design was applied. Participants (N = 284) were recruited from Northern Germany and asked to complete a paper-and-pencil survey. The results were subsequently analyzed using path models to examine direct and indirect effects associated with mediation.

Findings

Path model analysis indicated that job characteristics promoting learning at work are positive predictors of self-reported future learning ability and negative predictors of disengagement. Both meaningfulness and recognition predict future learning ability as well. However, these variables only operated as significant mediators in the relationship between job characteristics and employee disengagement (but not self-reported future learning ability).

Originality/value

The study outlines the importance of job characteristics and employee experience to understand employees’ beliefs about their learning ability and engagement at work. The findings highlight the importance of meaningfulness and recognition for employees, as well as the role of learning-supportive job characteristics.

Details

Journal of Workplace Learning, vol. 34 no. 3
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 1 October 2004

Bob Nelson

Most employees at present feel overworked and under‐appreciated. During times of change when we are asking them to do more with less, they report feeling less valued and…

1956

Abstract

Most employees at present feel overworked and under‐appreciated. During times of change when we are asking them to do more with less, they report feeling less valued and more stressed for their efforts than ever before. Recognition represents the single most validated principle for driving desired behaviour and performance in the present work environment. This paper looks to question common approaches to recognise and motivate present employees and how you can better and more frequently recognise those you work with – even with little time, resources or budget – to systematically leverage, build and sustain a culture of recognition at work.

Details

Industrial and Commercial Training, vol. 36 no. 6
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 29 July 2014

Paul White

This paper aims to address the increasingly low levels of staff morale found in workplaces and the challenges managers have. Employees tend to view employee recognition

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Abstract

Purpose

This paper aims to address the increasingly low levels of staff morale found in workplaces and the challenges managers have. Employees tend to view employee recognition programs cynically and the reasons for these reactions are explained, along with the negative results which follow. The concept of authentic appreciation is discussed, and the core components necessary for employees to feel truly valued and practical steps that can be taken are outlined.

Design/methodology/approach

The paper reports lessons learned through the author’s experiences of applying the concepts to workplaces over the past several years.

Findings

Job satisfaction and employee engagement are declining in spite of the proliferation of employee recognition programs. Employees perceive much employee recognition activity as being disingenuous, leading to apathy and sarcasm. There are structural issues that need to be corrected for employee recognition to be perceived as authentic – making recognition less generic, more individualized and communicated regularly in the manner that is valued by the recipients.

Practical implications

Traditional approaches to employee recognition (awards and rewards) need to be re-evaluated. Continuing these activities may actually increase the negativity within a work environment. Learning what each individual employee values and then communicating appreciation to them in ways that are perceived as authentic is critical to having a positive result.

Originality/value

The paper challenges the current (and growing) trend of impersonal employee recognition programs and examines the factors that contribute to recognition being perceived as inauthentic. The author then provides an alternative approach and methodology that facilitates the ability to communicate authentic appreciation.

Details

Development and Learning in Organizations: An International Journal, vol. 28 no. 5
Type: Research Article
ISSN: 1477-7282

Article
Publication date: 1 June 1981

P.B. Beaumont

The Employment Act 1980 has repealed Sections 11‐16 of the Employment Protection Act 1975, with the result that statutory union recognition provisions no longer exist in…

Abstract

The Employment Act 1980 has repealed Sections 11‐16 of the Employment Protection Act 1975, with the result that statutory union recognition provisions no longer exist in Britain. At the present time there are relatively few people who would mourn the passing of these provisions. From the start many employers were unhappy with what they saw as strongly pro‐union provisions, while the unions became increasingly disenchanged with the lengthy procedural delays in hearing claims, and ACAS itself was unhappy with a number of court rulings that substantially restricted their discretion in hearing and deciding such claims. As a consequence there are likely to be few persons hoping for, much less calling for, the re‐introduction of statutory union recognition provisions, even in a modified form, in the immediate future. Indeed no less an individual than the former Chairman of ACAS himself is on record as saying that:

Details

Employee Relations, vol. 3 no. 6
Type: Research Article
ISSN: 0142-5455

Article
Publication date: 1 October 1997

Calvin London and Kim Higgot

Reward and recognition systems for individual employees remain one of the controversial areas of quality management. Previous discussions on this aspect of quality…

18649

Abstract

Reward and recognition systems for individual employees remain one of the controversial areas of quality management. Previous discussions on this aspect of quality management, although recognizing their importance, often attribute failure of the system to the method of implementation. This company has made several attempts to develop a process of employee reward and recognition with little success and the various systems lost their prestige among employees. Through the company’s quality committee a new process for employee reward and recognition based on an unbiased assessment by managers, fellow employees and internal customers has been developed. Describes the reward and recognition process developed by the company, including a description of the categories used in the process, overviews of the process in place for acceptance and review of nominations and descriptions of the recognition for awards.

Details

The TQM Magazine, vol. 9 no. 5
Type: Research Article
ISSN: 0954-478X

Keywords

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