Article

The fundamentals of employee recognition

Authors:
To read the full-text of this research, you can request a copy directly from the authors.

No full-text available

Request Full-text Paper PDF

To read the full-text of this research,
you can request a copy directly from the authors.

... However, the impact of incentive schemes is greatly affected by their methods of selection. Separate studies conducted by Daniel and Gary (2006), Gregori (2006), and McGinnis and Keng (2012) revealed that most organizations derive the use of incentive schemes through selection by tradition; study-based selection; selection by discretion; selection based on performance measurement, selection based on large group measure; selection by subjective performance measure; and selection by broad financial measure. ...
... Studies conducted by Daniel and Gary (2006), Gregori (2006) and Mc Ginnis and Keng (2012) have identified a number of methods employed by organizations in selecting incentive schemes. They include: selection by tradition; study-based selection; selection by discretion; selection based on performance measurement, selection based on large group measure; selection by subjective performance measure; and selection by broad financial measure. ...
... Furthermore, selection based on broad financial measure entails selecting incentive schemes based on broad financial results such as return on equity, return on assets, e.t.c. Daniel and Gary (2006), argued that employees should not be evaluated or paid for results he or she has little or no impact upon. Lastly, selection by discretion involves selection based on management's judgement where selection measure, criteria, and pay potential are unpredictable and change frequently. ...
Article
This study investigated the impact that methods of selecting incentive schemes had on the characteristics manifested by the schemes while being used by construction firms in Nigeria. One hundred and four project managers of forty randomly selected construction firms participated in a questionnaire survey to determine the characteristics exhibited by incentive schemes based on the methods employed for their selection. Findings revealed that for the study-based selection method and the selection based on performance measurement, the use of incentive schemes did not cause reduction in the quality of work, unhealthy competition among workers nor fight among themselves. While selection based on tradition and discretion. caused the following; reduced quality of work, fighting among workers and generated unhealthy competition among workers. The study therefore recommended the use of the study-based selection and the selection based on performance measurement for incentive schemes used in the construction industry. Keywords: methods of selecting incentive schemes, impact of methods of selecting incentive schemes, construction projects. GJMBR-A Classification: JEL Code: M10, M19 ImpactofMethodsofSelectingIncentiveSchemesonIncentivePerformanceinConstructionProjectsinLagosStateNigeria Strictly as per the compliance and regulations of: Abstract-This study investigated the impact that methods of selecting incentive schemes had on the characteristics manifested by the schemes while being used by construction firms in Nigeria. One hundred and four project managers of forty randomly selected construction firms participated in a questionnaire survey to determine the characteristics exhibited by incentive schemes based on the methods employed for their selection. Findings revealed that for the study-based selection method and the selection based on performance measurement, the use of incentive schemes did not cause reduction in the quality of work, unhealthy competition among workers nor fight among themselves. While selection based on tradition and discretion. caused the following; reduced quality of work, fighting among workers and generated unhealthy competition among workers. The study therefore recommended the use of the study-based selection and the selection based on performance measurement for incentive schemes used in the construction industry. Keywords: methods of selecting incentive schemes, impact of methods of selecting incentive schemes, construction projects.
... Both rewards i.e. tangible & intangible rewards help an organization to improve the inspirational dimension of the employees. Yet, a harmony among tangible and intangible rewards ought to be made by the employers according to requirements of the employees, as out dated, unlikely, less significant, confounded, and immaterial things will result in employees demotivation (Daniel and Metcalf 2005) which more or less subject to job hop. Tangible rewards like pay, monetary rewards & advancements have its very own significance in employees" motivation. ...
... As factor of monetary rewards motivate the employee on one side, then the non-monetary rewards are additionally an asset of employees" motivation, and cost effective for the employers. An initiative of simply "Thank You" culture inside the organizations will acquire a decent change the conduct of employees towards making reliability with the organization (Daniel and Metcalf 2005). ISSN 2162-3058 2019 According to researcher"s personal observation, this conduct of employees, moving from one organization then onto the next, is typical among employees" who are on average under 31-35 years of age. ...
... Both rewards i.e. tangible & intangible rewards help an organization to improve the inspirational dimension of the employees. Yet, a harmony among tangible and intangible rewards ought to be made by the employers according to requirements of the employees, as out dated, unlikely, less significant, confounded, and immaterial things will result in employees demotivation (Daniel and Metcalf 2005) which more or less subject to job hop. Tangible rewards like pay, monetary rewards & advancements have its very own significance in employees" motivation. ...
... As factor of monetary rewards motivate the employee on one side, then the non-monetary rewards are additionally an asset of employees" motivation, and cost effective for the employers. An initiative of simply "Thank You" culture inside the organizations will acquire a decent change the conduct of employees towards making reliability with the organization (Daniel and Metcalf 2005). ISSN 2162-3058 2019 According to researcher"s personal observation, this conduct of employees, moving from one organization then onto the next, is typical among employees" who are on average under 31-35 years of age. ...
Article
Full-text available
Job hopping in the modern world is one of the major challenges that can be perceived in the current workforce market in Generation Y. The determination of this exploration is to scrutinize among tangible or intangible rewards, which plays most significant role in increasing job-hopping behavior in Generation Y employees in Pakistan. Tangible rewards were factored in 1. Market Competitive Pay, 2. Monetary Benefits and 3. Performance Incentives, whereas intangible rewards include 1. Quality of Work, 2. Work Life Balance, 3. Inspiration & Values, 4. Organization Environment and 5. Future Growth & Opportunity. The data was collected by means of close ended likert scale based questionnaire from 201 employees who belong to different industries in Pakistan. Confirmatory factor analysis & Structured Equation Modelling were used for the examination. The study found that job hopping is optimistically associated with intangible rewards in Gen Y employees & negatively associated with tangible rewards. This research provides insight to employers which factors must be considered while developing strategies for employees’ compensation and retention in order to retain their competent employees and minimize job hopping behavior in Generation Y employees.
... Thus, although the non-teaching staffs play crucial roles in the running of academic institutions, they may feel that their contribution is overlooked, in favour of the teaching staffs. This may lead to feelings of dissatisfaction, contributing to lack of commitment and greater employee turnover (Daniel and Metcalf, 2005). With the foregoing in mind, it is necessary to examine how non-monetary rewards, particularly recognition, can influence the commitment of non-teaching staff in Jomo Kenyatta University of Agriculture and Technology (JKUAT). ...
... Generally speaking, it is an annual program and only a small percentage of employees are recognized (RPI, 2007). The best way to implement a recognition program is as a rational, carefully formulated program that is based on sound theory and well integrated with an organization business strategy that recognizes the behaviours most likely to positively affect an organization value (Daniel and Metcalf, 2005). In addition, a rational program considers workers desires, using tangible or non-tangible rewards that workers value, so that they will produce value in return (Huff, 2006). ...
Article
Full-text available
The study was conducted with the aim of examining the effect of recognition on work commitment by non-teaching staff in public universities in Kenya, through a descriptive survey of Jomo Kenyatta University of Agriculture and Technology. The study was conducted in order to address the issue of work commitment among non-teaching staff in the university, because due to the nature of their work it was perceived that they may not have been receiving the same types of non-monetary rewards as teaching staff. The study found that an absolute majority of respondents agreed that recognition had an effect on workplace commitment, and that there was a positive correlation between the supervisory recognition and employee commitment. The study concluded that such motivation arising out of recognition is not hierarchy-level specific. Rather it shows positive effects all along the hierarchy. These findings are significant because they show that recognition can no longer be overlooked as a factor that tends to promote commitment, and that practical steps should be taken to encourage it. Thus it is recommended that the university should implement a comprehensive recognition and awards plan, linked to other rewards, and comparable to the rewards given to teaching staff, in order to have comparable benchmarks for assessing the suitability of recognition, which should help increase commitment.
... Both tangible and intangible rewards help an organization to enhance the motivational level of the employees . But a balance between tangible and intangible rewards should be made by the organizations as per demands of the employees, as out dated, unrealistic, less meaningful, complicated, and irrelevant items will result in demotivation of employees [1] . Intrinsic factors (monitory rewards) like pay, bonuses and promotions have their own importance in motivating the employees. ...
... As element of financial rewards brings the motivation in the employees on one side, then the non-financial awards are also a resource of motivation for the employees and cost effective for the organizations. A development of just " Thank You " culture within the organization will bring a good change in the behavior of employees towards creating loyalty [1]. [4] defined motivation as a force which was generated in an employee due to internal and external factors. ...
Article
Full-text available
This study explores the relationship between tangible rewards, intangible rewards and organizational commitment with the mediating role of collectivism in the textile sector of Pakistan. In total, 250 questionnaires were distributed. The response rate was 81%. Data were analyzed by using SPSS (20.0) software. Results showed that collectivism was negatively correlated with tangible and intangible rewards and positively correlated with organizational commitment. Further results showed that tangible and intangible rewards had a significant impact on the organizational commitment. Moreover, mediating role of collectivism has also been proved. Theoretical & managerial implications, recommendations and limitations for future research have been discussed.
... In other hand, the simple word motivation means something that can lead person to act. Daniel (2005), believed that motivation as the psychological forces that determine the direction of a person's level of effort, and their persevering in handling obstacles. According to Tella et al., (2007), motivation is interaction with other cognitive process not just the explanation of behavior. ...
... Also being stated by Tella et al., (2007), stated that money is not the only motivator. As normally known that motivation may relates to the pay or tangible reward, however a simple praise such as thank you or nice job are some kind of motivator that make the employees felt appreciated by the management (Daniel, 2005). ...
Article
Full-text available
This paper reviewed about the Strategic Human Resource Management (SHRM) factors towards the Mosques performance. The SHRM factors determined that suits with the mosques context are selective staffing, extensive training, team empowerment, knowledge and information sharing, and motivation. This paper tends to classify how those SHRM factors can directly or indirectly affect the performance of the mosques specifically in the management scope. In addition, the SHRM factors identified in this are those which related to the context of the mosque. The relationship between structure SHRM and mosque performance is proved by the use of Structural Equation Model (SEM) as recommended. Then, the hypothesis can be generated based on the model of the proposed research and the literature review. It is being shown that the SHRM could improve the mosque performance better to be as a benchmark for others mosque in Malaysia especially and as well as in the world. Moreover, the better organized mosque would lead to increased performance and develop more.
... Employee recognition takes place in organizational studies as a non-material, nonmonetary part of reward management or employee engagement (Smith, 2018). Reward management studies indicate that recognition is a mechanism that provides intrinsic motivation and mostly is correlated with organizational processes such as motivation, job satisfaction, work performance, and job dedication (Rose, 2001;Daniel & Metcalf, 2005). However, without fully defining employment recognition and emphasizing the importance of interpersonal relations in motivation studies and reward management studies, it is transformed into an input and a tool that will enable the individual to perform in accordance with the objectives of the institution. ...
Thesis
Full-text available
The latest transformations in economic and social life in Turkey, as in the world, have also been reflected in the academia. Precarious, temporary and flexible employment in academia and employing part-time instructors, which is widely preferred in foundation universities, especially affects many graduates who plan to become foreign language instructors. This study aims to understand the conditions which result in precariousness and precariatization for the part-time language instructors working in the foreign languages department of a foundation university in Turkey, to seek the reflections on their recognitional experiences in the connection to the administrative and organizational intersubjectivity framework and to try to make sense of the struggle of recognition of the part-time instructors. In a qualitative design, a single instrumental case study was conducted. Data were collected using unstructured observation by the researcher and semi-structured interviews with 9 part-time language instructors. The data were examined through inductive and deductive content analysis. The results indicate that part-time language instructors experience a process of precariatization in which they are faced with insecurity, instability and unsustainability. Through inequalities they experience misrecognition in the context of respect and social esteem through fair treatment and recognition of contribution. Insecurity and temporariness, transform the intersubjective recognition relations within the workplace, which brings belongingness and commitment problems. They choose the path of legitimizing their misrecognition experiences instead of solidarity. Keywords: recognition, neoliberal academia, precariatization, part-time language instructors
... Recognition effects on employees psychologically where they think that they are important for the organization. As a result, this thought effects on employees' performance positively (Daniel & Metcalf, 2005). ...
Article
Full-text available
Total Rewards system is one of the ways an organization can built a competitive strategy for retaining suitable employees and maintaining peak performance. The purpose of this study is to examine the impact of reward systems on the employee performance, particularly in leather industry in Bangladesh. A moderated-mediation mechanism is hypothesized, in which a system of total rewards leads to employee performance via psychological empowerment and motivation. A survey, using a structured questionnaire, measured the perception of employees of the variables considered. Employees of leather industries located in the district of Dhaka City and Savar were the population for this study. A total of 7 private leather companies were covered, and the number of valid responses were 384. Hypotheses testing has been done with SmartPLS-3. In PLS-SEM, the bootstrapping analysis was used to test the direct, the indirect, and the moderation effects of Psychological empowerment. Hypotheses proposing mediation, motivation as mediator between total rewards factors and employee performance, moderation, psychological empowerment as moderator between total rewards factors and psychological empowerment, and moderated mediation have found support. The implications of the Total Reward System constructs in the HRM perspective have added values for the talent management and development a model that has been practiced by other organizations in developing countries. Future research is suggested to be conducted using the study model to highlight the different perceptions of employees from the working environment.
... Recognition effects on employees psychologically where they think that they are important for the organization. As a result, this thought effects on employees' performance positively (Daniel & Metcalf, 2005). ...
Article
Full-text available
The total Rewards system is one of the ways an organization can build a competitive strategy for retaining suitable employees and maintaining peak performance. The purpose of this study is to examine the impact of reward systems on employee performance, particularly in the leather industry in Bangladesh. A moderated-mediation mechanism is hypothesized, in which a system of total rewards leads to employee performance via psychological empowerment and motivation. A survey, using a structured questionnaire, measured the perception of employees of the variables considered. Employees of leather industries located in the district of Dhaka City and Savar were the population for this study. A total of 7 private leather companies were covered, and the number of valid responses was 384. Hypotheses testing has been done with SmartPLS-3. In PLS-SEM, the bootstrapping analysis was used to test the direct, indirect, and moderation effects of Psychological empowerment. Hypotheses proposing mediation, motivation as a mediator between total rewards factors and employee performance, moderation, psychological empowerment as a moderator between total rewards factors and psychological empowerment, and moderated mediation have found support. The implications of the Total Reward System constructs in the HRM perspective have added values for the talent management and development of a model that has been practised by other organizations in developing countries. Future research is suggested to be conducted using the study model to highlight the different perceptions of employees from the working environment.
... Considering the present economic downturn, organisation may not be able to motivate employees by rendering financial compensation, but simple recognition (either formal or informal) can be instrumental in motivating employees and hence achieving their engagement in the organisation. Recognition and reward programs is play an essential part in achieving firms success by helping to attract and retain high performing employees (Teresa, Daniel and Metcalf, 2005). ...
Article
Full-text available
This work aimed at examining the relationship between organizational climate and employee engagement in Nigeria banks. Reward, autonomy and recognition/encouragement were considered as the dimensions of organizational climate, while affective and cognitive engagements were the measures of employee engagement. The cross sectional survey was used in this study. A total of 384 employees from 21 selected deposit money banks formed the population of the study. However, a sample size of 196 employees was derived. The systematic sampling technique was used in order to avoid biasness in selection of sample items. The Spearman's rank order correlation coefficient was used to test the relationship between the dimensions or organizational climate and the measure of employee engagement. The findings revealed a positive correlation between the dimensions of organizational climate and the measure of employee engagement. Furthermore, organizational culture significantly moderated the relationship between the dependent and independent variable. Thus, the study concluded that enhancing organizational climate would positively improve the level of engagement of the employees. The study recommended among others that the management of banks should ensure that adequate incentive packages should be given to employees in order to boost their affective, cognitive engagement.
... Other goals included creating a culture of recognition (76%). 9 Michael M. Smith stated that recognizing and appreciating the employees is a matter of life and death for the patients. 10 This makes it amply clear that employee recognition policies and programs are not only important for the employees but also for the patients. ...
Article
Full-text available
Background: Employee recognition has been linked to such positive outcomes as job satisfaction, organizational and career commitment, cohesion and collaboration, and perceived organizational support. A lack of meaningful recognition has been linked to negative outcomes such as absenteeism and turnover, stress and burnout, and decreased quality of patient care.Methods: A comprehensive descriptive and comparative cross-sectional study on employee recognition policies and programs for medical and non-medical staff in a public and a private hospital in India was conducted from April 2012 to October 2012. A 200 bedded public hospital with the staff strength of 140 and a 110 bedded private hospital with total staff strength of 160 participated in the study.Results: There were no doctors or technicians who did not enjoy their job. There were small number of nurses who didn’t enjoy the job (8% and 10% in public and private hospital respectively). For housekeeping staff, there was much variability in the option for, “Somewhat Enjoy” from 14% to 45% in public and private hospital respectively. Majority of doctors (87.5% and 80%) in public and private hospital respectively, were unhappy with the workload of their job. Also, significant number of nurses (44% and 27.5%) and technicians (20% and 20%) in public and private hospital respectively, were unhappy with the workload of their job.Conclusions: It is well established that good salary structure, good promotion opportunities and good training is important for employee satisfaction, but employee recognition also plays an important role.
... Recognition consistently correlates with higher retention, higher employee motivation (Elton & Gostick, 2002). Daniel & Metcalf, (2005) revealed a direct correlation between recognition and their motivation and negative correlation with turnover intention. A strong positive correlation between recognition and performance is reported by Stajkovic and Luthans (2003). ...
Article
Full-text available
Background: Employee motivation and employee turnover are central issues in the modern organizations as human capital is the most important intangible asset for organizational productivity. Attitude, skills and knowledge of employees create the competitive advantage of the organization. It is the growing challenge for retaining competent and professional employees in the organization within the increasing global opportunities. Employee motivation, satisfaction, job burnout, turnover are being common challenges to the management. To cope with such challenges, organizations should have strategic focus on comprehensive reward system. Objectives: This study aims at exploring the factors of comprehensive reward system. More specifically, relationships between the components of comprehensive reward system and employee motivation are examined. Finally, the impact of employee motivation derived from reward system was tested with employee turnover intention. Methods: This study was conducted with descriptive-correlational research design that follows quantitative approach. Primary data for each variable was collected from 200employees holding different positions in different banks. A 5-Point Likert Scale was used to collect major responses on the variables. Descriptive statistics, Pearson correlation, and regression analysis were used to test the hypothesis. Inferences were made on five per cent and one per cent level of significance. Result: Results of the study revealed that compensation, benefits, work-life balance, performance recognition and empowerment and career opportunity were the major factors as the components of comprehensive reward system. It was found that these factors had significant positive relationship with employee motivation. Results also revealed the negative significant relationship between employee motivation and their turnover intention. Conclusion: Employees of Nepali banking industry strongly believe in comprehensive reward system ranging from economic benefits to the personal growth. It is also concluded, with supporting the theory that employee motivation helps to solve the employee turnover intention. Implications: To solve the high corporate movement of employees in Nepali banks, this study provides a key insight for focusing on comprehensive reward system.
... mployee recognition and communicating appreciation to team members have been shown to be important factors relevant to employee engagement and job satisfaction (Mann and Dvorak, 2016). However, in spite of the proliferation of employee recognition programs, to the point that 85 per cent of all organizations have some recognition activities (Daniel and Metcalf, 2005), the levels of employee engagement have not changed significantly in the past several years (Adkins, 2016). ...
... Recognition programs need to be carefully crafted rationally and formulated based on sound theory and integrated with the organization's strategy in mind. An employee recognition program which recognizes behaviours will most likely affect the organization's value and utilises tangible or non-tangible rewards that employees value, so that they will produce value in return (Daniel & Metcalf, 2005;Huff 2006). It is essential the reward and recognition programs are aligned with the organizational goals, directions and values. ...
Article
Full-text available
This paper presents the occasion for organizations to investigate the need to transition towards a team-based approach of employee recognition. A theoretical framework of employee recognition is presented. Employee recognition is largely recognized as a managerial practice, and have been in practice in terms of individual-based recognition within organizations. Many organizations are looking for a way forward to approach this matter in a strategic manner, and understand the implications of team-based recognition on employees and the organization itself. Employee recognition has placed major impact on work performance, team effectiveness and organizational success. The paper explores motivational theories linked to employee recognition and elaborates on the effective utilization of recognition programs. Subsequently, the impact of employee recognition on employees are reviewed. The consequences and implications of team-based employee recognition are further evaluated. The paper is a qualitative study based on utilizing secondary data and presents a conceptual paper. The current study has reviewed various literature on remuneration, compensation, employee recognition, motivation and teamwork. This paper further suggests that organizations needs to be cognizant of the implications and consequences of team-based recognition on employees, work outcomes and employee behaviour.
ResearchGate has not been able to resolve any references for this publication.