Bob Nelson, a leading US consultant in employee recognition, examined why certain managers gave recognition to their staff while others didn’t. He conducted a national survey of 34 organizations, exploring the motivation for the use of employee recognition, questioning the managers about their behavior: whether it stemmed from past experience with the behavior, present reinforcement of the behavior, or future expectations of the behavior.
He found that managers who were high users of recognition tended to have initial positive experiences in using it. Their good results gave them the confidence to keep using it.
In contrast, managers who didn’t use employee recognition behavior seemed to be caught in a negative cycle. They didn’t have positive early experiences with it and therefore resisted applying it.
Dr Nelson’s findings also suggested that to trigger a positive cycle of recognition use, it may be more important for managers to have had a positive personal experience in the use of recognition than merely being given recognition tools and programs.
One of the key issues is whether managers actually know how and why to recognize their employees.
You can read the full article in a special Kindle collection of 13 top articles on employee recognition for only $11.99 including tax. Click here to buy.
By Nicole Garrison A few years ago, virtual team meetings were common only for IT firms and startups. But COVID-19
[Framing of concepts is vital to successful leadership communication. Frames provide people with a quick and easy way to process
Guest post by Haley Lyles [During these uncertain times caused by the COVID-19 pandemic, many people have lost their employment