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Employee Recognition and Performance: A Field Experiment
This paper reports the results from a controlled field experiment designed to investigate the causal effect of unannounced, public recognition on employee performance. We hired more than 300 employees to work on a three-hour data-entry task. In a random sample of work groups, workers unexpectedly received recognition after two hours of work. We find that recognition increases subsequent performance substantially, and particularly when recognition is exclusively provided to the best performers. Remarkably, workers who did not receive recognition are mainly responsible for this performance increase. Our results are consistent with workers having a preference for conformity and being reciprocal at the same time.
Data, as supplemental material, are available at
http://dx.doi.org/10.1287/mnsc.2015.2291
.
This paper was accepted by John List, behavioral economics
.
Journal Article
Recognizing & engaging employees
A guide to improving morale, productivity, and personal achievement at work. Nelson walks you step-by-step through incentives and mechanisms that must be in place for a recognition and engagement program to be effective in the long term.
Book
Determinants of employee engagement and their impact on employee performance
Purpose
– The purpose of this paper is to identify the key determinants of employee engagement and their predictability of the concept. It also studies the impact of employee engagement on employee performance.
Design/methodology/approach
– Causal study was done to study the impact of relationships. A survey questionnaire was developed and validated using a pilot data (a=0.975). Simple random sampling was used to select the employees from middle and lower managerial levels from small-scale organisations. A total of 700 questionnaires were distributed and 383 valid responses collected. Regression and structural equation modelling were used to predict and estimate the relationships.
Findings
– It was found that all the identified factors were predictors of employee engagement (r2, 0.672), however, the variables that had major impact were working environment and team and co-worker relationship. Employee engagement had significant impact on employee performance (r2, 0.597).
Practical implications
– Special focus and effort is required specifically on the factors working-environment and team and co-worker relationship as they have shown significantly higher impact on employee engagement and hence employee performance. Organisations shall focus on presenting a great environment for employees to work and promote programmes that would enhance peer relationships.
Social implications
– The determinants of employee engagement connote a healthy working atmosphere that reflects on the social impact created by the organisation. Employees would enjoy considerable attention in terms of the determinants being addressed.
Originality/value
– The research emphasises the growing importance and need for crystallisation of the concept of employee engagement. The research is unique in respect to the comprehensive model that is developed and validated.
Journal Article
VU D'AILLEURS... LA RECONNAISSANCE AU-DELÀ DE L'ARGENT
Bien que les gestionnaires conviennent qu’il est important de montrer leur appréciation envers leurs employés, beaucoup ne savent pas comment exprimer efficacement leur gratitude. Au-delà du salaire, les récompenses et la reconnaissance portent leurs fruits, révèlent des chercheurs aux quatre coins du monde.
Journal Article
Implementing Workplace AI Tools
AI tools are proliferating as organizations continue to invest in their deployment, but how effective are they at increasing employee performance? Three recent research articles suggest that although AI can surely be useful in the workplace, its limitations are significant and its consequences for human dynamics unclear. Before implementing AI tools, managers should determine how they might help or hinder employees' performance.
Journal Article
Mental Health in the Workplace: A Call to Action Proceedings From the Mental Health in the Workplace—Public Health Summit
OBJECTIVE:The aim of the study was to declare a call to action to improve mental health in the workplace.
METHODS:We convened a public health summit and assembled an Advisory Council consisting of experts in the field of occupational health and safety, workplace wellness, and public policy to offer recommendations for action steps to improve health and well-being of workers.
RESULTS:The Advisory Council narrowed the list of ideas to four priority projects.
CONCLUSIONS:The recommendations for action include developing a mental health in the workplace (1) “how to” guide, (2) scorecard, (3) recognition program, and (4) executive training.
Journal Article