Employee recognition

Employee recognition is the timely, informal or formal acknowledgement of a person's behavior, effort, or business result that supports the organization's goals and values, and exceeds their superior's normal expectations.

[2] The track of scientific research around employee recognition and motivation was constructed on the foundation of early theories of behavioral science and psychology.

Reinforcement theory has its roots in the work of behavioral psychologists John Watson, Ivan Pavlov, E.L. Thorndike and B.F. Skinner.

The theory is based on Thorndike's (1911) law of effect, which states that people are likely to repeat behavior that produces a pleasurable outcome.

It is a type of recognition practices that are frequent (daily or weekly), low or no cost, often intangible and often reliant on interpersonal skills for positive feedback that can be given to all employees.

These four recognition practices recognize employees as full-fledged individuals as well as workers capable of being committed to their jobs by investing time and energy to perform duties competently and deliver concrete results (Amoatemaa & Kyeremeh, 2016).

Through existential recognition, individuals are granted the right to voice their opinions about and influence decision-making, as well as the course of their own and the organization's actions (Brun & Dugas, 2008).

As an expression of judgment, appreciation and gratitude toward an individual or team, recognition of results is concerned primarily with the effectiveness, benefit and value of the work performed (Brun & Dugas, 2008).

A survey in the Public Sector[14] identified employee recognition in Canada values the ideal of having greater importance than in the United States.

Highly motivated employees serve as the competitive advantage for an organisation because their performance leads an organization to well accomplishment of its goals and business strategy.

It also affords the organisation opportunity to highlight desired actions and behavior thereby creating role models for other employees (Silverman, 2004).

In any case formal, informal and every day recognition programs are able to satisfy both employees' and employers' needs as well as bring the maximum result and function for organizations.