Employee Recognition

Abstract

Employee recognition is considered to be a major human resource practice leading to a psychologically healthy work. Employee recognition programs are broadly accepted as an organizational practice that leads to enhanced productivity and engagement. This chapter aims to provide a brief description of the variety of employee recognition programs in existence and then to review theoretical perspectives as to the effects of recognition on employees' performance, satisfaction, engagement, and well-being, incorporating relevant empirical research where available. Then, it provides implications for policies and practices, and directions for future research. The literature from industrial and organizational psychology, occupational health psychology, and management science offers several theoretical bases for the effects of employee recognition. The theoretical and empirical literature presented thus far incorporates traditional motivational theories. A common theoretical conceptualization used to describe the formation of work engagement is the job demands–resources model of burnout and engagement.

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