Journal articles: 'Employee recognition'

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Larsen, Ann K. "Employee Recognition." AORN Journal 57, no. 4 (April 1993): 909–12. http://dx.doi.org/10.1016/s0001-2092(07)69092-9.

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Blumberg, Susan. "Foodservice Employee Recognition Programs." Journal of the American Dietetic Association 105, no. 7 (July 2005): 1055–56. http://dx.doi.org/10.1016/j.jada.2005.05.070.

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Seeger, Jan. "Communicating employee recognition at MDOT." Strategic HR Review 4, no. 6 (September 2005): 12–13. http://dx.doi.org/10.1108/14754390580000829.

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Bellou, Victoria, Ioannis Chaniotakis, Ioannis Kehagias, and Irini Rigopoulou. "EMPLOYER BRAND OF CHOICE: AN EMPLOYEE PERSPECTIVE." Journal of Business Economics and Management 16, no. 6 (December 24, 2015): 1201–15. http://dx.doi.org/10.3846/16111699.2013.848227.

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This study seeks to contribute in the field of the ideal employer, by determining the Employer Brand of Choice and its core components. In doing so, a pilot study was initially conducted to delineate these components. Evidence from 896 working adults that participated in a field study support the multi-dimensionality of the construct Employer Brand of choice, highlighting the role of “Remuneration”, “Relationships”, “Opportunities for Self Development”, “Recognition”, and “Corporate Image”. These findings not only offer a concrete and holistic theoretical base of Employer Brand of Choice, but they can also serve as a managerial guide towards enhancing companies’ ability to attract, retain and motivate talented individuals.

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White, Paul. "Improving staff morale through authentic appreciation." Development and Learning in Organizations: An International Journal 28, no. 5 (July 29, 2014): 17–20. http://dx.doi.org/10.1108/dlo-05-2014-0034.

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Purpose – This paper aims to address the increasingly low levels of staff morale found in workplaces and the challenges managers have. Employees tend to view employee recognition programs cynically and the reasons for these reactions are explained, along with the negative results which follow. The concept of authentic appreciation is discussed, and the core components necessary for employees to feel truly valued and practical steps that can be taken are outlined. Design/methodology/approach – The paper reports lessons learned through the author’s experiences of applying the concepts to workplaces over the past several years. Findings – Job satisfaction and employee engagement are declining in spite of the proliferation of employee recognition programs. Employees perceive much employee recognition activity as being disingenuous, leading to apathy and sarcasm. There are structural issues that need to be corrected for employee recognition to be perceived as authentic – making recognition less generic, more individualized and communicated regularly in the manner that is valued by the recipients. Practical implications – Traditional approaches to employee recognition (awards and rewards) need to be re-evaluated. Continuing these activities may actually increase the negativity within a work environment. Learning what each individual employee values and then communicating appreciation to them in ways that are perceived as authentic is critical to having a positive result. Originality/value – The paper challenges the current (and growing) trend of impersonal employee recognition programs and examines the factors that contribute to recognition being perceived as inauthentic. The author then provides an alternative approach and methodology that facilitates the ability to communicate authentic appreciation.

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London, Calvin, and Kim Higgot. "An employee reward and recognition process." TQM Magazine 9, no. 5 (October 1997): 328–35. http://dx.doi.org/10.1108/09544789710178587.

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Hansen, Frederick, Michele Smith, and Ries B. Hansen. "Rewards and Recognition in Employee Motivation." Compensation & Benefits Review 34, no. 5 (September 2002): 64–72. http://dx.doi.org/10.1177/0886368702034005010.

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Masri, Nadine El, and Abubakr Suliman. "Talent Management, Employee Recognition and Performance in the Research Institutions." Studies in Business and Economics 14, no. 1 (April 1, 2019): 127–40. http://dx.doi.org/10.2478/sbe-2019-0010.

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AbstractThis paper aims to provide insight into talent management and employee recognition variables, in an effort to understand if these management practices are, in a way, implemented in the Research Institutions in Qatar. It also aims to examine the link of these two constructs to employee performance and to suggest a pathway to improve the current practices, if any, in order to enhance the work performance. The sample of the study consisted of 180 full time employees who were randomly selected and surveyed using an online personalized questionnaire. The results of the empirical research uncover that talent management and employee recognition can significantly affect the level of employee performance, as well contributing to the organizational success and positioning. This study also found that talent management and employee recognition are interrelated variables that affect employee performance. Talent Management and employee performance are seen as strategic tools to implement strategic objectives and to enhance employees and organization’s performance. The study concludes with a set of recommendations for both practitioners and researchers working in Qatar and beyond. The results of the study emphasize the importance of managing employee recognition in shaping work performance. It seems to be individuals’ need for recognition, esteem and social status continues to be a higher order need irrespective of time and context. This paper is the first paper in Qatar and the Middle East that examines the role of talent management and employee recognition in shaping employee performance in the context of research institutions.

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Konovalova, Valeriya. "Employee Recognition Programs: Experience and New Reality." Management of the Personnel and Intellectual Resources in Russia 10, no. 3 (July 22, 2021): 25–30. http://dx.doi.org/10.12737/2305-7807-2021-10-3-25-30.

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The article is devoted to the problems of using tools for employee recognition in modern practice. The main and forms of recognition, their advantages and disadvantages are considered. It summarizes research evidence supporting both the positive effects of recognition on variables such as employee productivity and retention, morale, motivation, job satisfaction, happiness and positive mood, organizational and professional commitment and engagement, and the impact of lack of recognition on employee burnout. The factors that determine the increasing importance of justifying the strategy and programs of employee recognition, as well as trends in their development, including the desire to harmonize recognition programs, alignment with business goals, talent management processes are highlighted. An analysis of the reasons for the insufficient effectiveness of employee recognition programs is presented. Recognition programs have been shown to fail due to a lack of structure for employees to recognize each other, difficulty in choosing people to express recognition, lack of clarity about the goals of recognition programs, insufficient attention to age and perceptions of recognition, and the state of organizational culture. (Leaders declare certain values, but no one in the organization gains recognition in realizing these values; competitive cultures often suppress people's desire to recognize and praise their colleagues). Recommendations for improving the effectiveness of employee recognition programs are presented.

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Kurniawan, Rahma, and Rina Anindita. "Impact of Perceived Supervisor Support and Rewards and Recognition Toward Performance Through Work Satisfaction and Employee Engagement in Employee Marketing Banks." Business and Entrepreneurial Review 21, no. 1 (May 27, 2021): 171. http://dx.doi.org/10.25105/ber.v21i1.9280.

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The company as an organization has a dependency on individuals within the company itself. Employees as individuals in the company are part of the organizational structure that has a major role in determining the achievement of company goals. In the perspective of employees, direct supervisors' attitudes and actions can increase employee engagement or even create an atmosphere where an employee becomes disengaged (feeling not part of the company/organization). In addition to marketing employees, rewards and recognition are generally used as the main motivation to improve their performance.For this reason, the purpose of this study is to determine the role of perceived supervisor support, rewards, and recognition, employee engagement on performance mediated by job satisfaction. The study was conducted with a survey using a questionnaire where respondents used 170 marketing employees in the banking industry in Tangerang. Data were analyzed using Structural Equation Model (SEM). The results showed there was a relationship between rewards and recognition of employee engagement, there was a relationship between rewards and recognition of performance, there was not a relationship between perceived supervisor support for performance. Employee engagement mediates the relationship between rewards and recognition of job satisfaction. Job satisfaction mediates the relationship between employee engagement on performance.

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Lartey, Franklin M. "Impact of Career Planning, Employee Autonomy, and Manager Recognition on Employee Engagement." Journal of Human Resource and Sustainability Studies 09, no. 02 (2021): 135–58. http://dx.doi.org/10.4236/jhrss.2021.92010.

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Morey-Pedersen, Janice. "Peer recognition award for outstanding employee contributions." AORN Journal 61, no. 1 (January 1995): 263–64. http://dx.doi.org/10.1016/s0001-2092(06)63875-1.

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Bishop, John. "The Recognition and Reward of Employee Performance." Journal of Labor Economics 5, no. 4, Part 2 (October 1987): S36—S56. http://dx.doi.org/10.1086/298164.

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Bradler, Christiane, Robert Dur, Susanne Neckermann, and Arjan Non. "Employee Recognition and Performance: A Field Experiment." Management Science 62, no. 11 (November 2016): 3085–99. http://dx.doi.org/10.1287/mnsc.2015.2291.

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HALL, M. "Beyond Recognition? Employee Representation and EU Law." Industrial Law Journal 25, no. 1 (March 1, 1996): 15–27. http://dx.doi.org/10.1093/ilj/25.1.15.

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Vyshnavi, P. "Employee Attendance Management System using Face Recognition." International Journal for Research in Applied Science and Engineering Technology 9, no. VI (June 30, 2021): 5303–8. http://dx.doi.org/10.22214/ijraset.2021.36207.

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Automatic Facial Recognition Attendance System is a type of automated identification system that can recognize any person whose facial features have been saved in the database. This technology could be used by all corporations in the coming years, offices to keep track of who comes and goes. The attendance method is based on facial recognition technology. A real-time, contactless attendance tracking system that is extremely useful in today's world circumstances of a pandemic. After COVID, the work environment will not be the same. Despite the fact that the virus is still spreading, firms are attempting to restore on-premise operations in order to assure business continuity. Employees' health and safety are of utmost importance in such situations. Organizations are looking for methods to provide employees with a COVID-free workspace, and a touchless check-in is the first step. The attendance system uses a set of techniques like Haarcascade classifier and Local Binary Pattern Histogram(LBPH) Face Recognizer in deep learning to detect people in front of the camera and then changes their attendance in the attendance sheet automatically.

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Ghosh, Piyali, Alka Rai, Ragini Chauhan, Gargi Baranwal, and Divya Srivastava. "Rewards and recognition to engage private bank employees." Management Research Review 39, no. 12 (December 12, 2016): 1738–51. http://dx.doi.org/10.1108/mrr-09-2015-0219.

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Purpose The purpose of this study is to examine the potential mediating role of employee engagement between rewards and recognition and normative commitment. Design/methodology/approach Responses of a sample of 176 private bank employees in India were used to examine the proposed mediated model. Findings The variable rewards and recognition is found to be significantly correlated to both employee engagement and normative commitment. Results of regression have been analyzed in line with the four conditions of mediation laid down by Baron and Kenny (1986). Further, SPSS macro developed by Preacher and Hayes (2004) is used to test the proposed mediation model. The relationship between rewards and recognition and normative commitment is found to become smaller after controlling the variable employee engagement. The results provide partial support to the mediation hypothesis. Originality/value Normative commitment has been less researched relative to the attention paid to affective commitment. Further, no research has yet focused on the impact of rewards and recognition on normative commitment, with the mediating impact of employee engagement. This study hence provides the first empirical test of the established relationship between rewards and recognition and employee engagement by introducing normative commitment as an outcome variable.

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Bale, Stephen, and Alan Pillay. "Impact of Employee Engagement on Performance at A Pump Supplier." International Journal of Multi Discipline Science (IJ-MDS) 4, no. 1 (February 28, 2021): 1. http://dx.doi.org/10.26737/ij-mds.v4i1.1673.

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The study aimed to investigate the impact of employee engagement on performance at a South African pump supplier. The research adopted a qualitative study and a non-probability purposeful sampling technique with a target population of ten employees at the company. It examined the factors that contributed to the development of employees’ engagement and the effect of engagement on employee performance. The research instrument used interview and was analyzed qualitatively. Key findings revealed that the employees at the company are disengaged due to ineffective leadership, poor communication between management and employees, lack of a recognition system, inadequate employee participation in decision-making, and an absence of a strategic and coordinated approach to the employees’ well-being. Recommendations were that the organization should allow its workforce to provide input in the decision-making of the organization, improve effective and transparent internal communication, employee development and empowerment, and an effective recognition system. Leaders should support the effective utilization of employee skills and capabilities. The study showed that there is a relationship between employee engagement and performance due to the lack of employee engagement that lowered employee capability and affected the organization's bottom line. Designing and implementing an effective employee engagement strategy is, therefore, desirable to the employee and organizational performance.

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Reese, Simon R. "Developing an employee recognition program that promotes learning across the organization." Development and Learning in Organizations: An International Journal 34, no. 6 (February 10, 2020): 45–48. http://dx.doi.org/10.1108/dlo-10-2019-0232.

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Purpose Recognition programs have proven to be a useful tool in engaging employees and helping align them around a common purpose. In this case, study the organization created a recognition program that promoted learning across the organization. The easy to follow steps provided herein can be replicated by leaders in any organization. Design/methodology/approach The case study provides a quick reflection of the steps taken by the organization to create a recognition program that linked behaviors, tactical actions and corporate strategy in a way that engaged all toward learning together. Findings With the new program, the organization not only improved employee engagement and alignment around four critical behaviors, the organization also witnessed employee alignment around strategic vision and revenue improvements. Originality/value Studies find that employee engagement is seriously lacking. Studies also find that employee engagement is beneficial to employee contribution and employee success. Recognition programs have been described as one method to improve engagement. This case study illustrates how an organization was able to implement such a program.

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Analia, Riska, Andika Putra Pratama, and Susanto Susanto. "Industry 4.0: Hand Recognition on Assembly Supervision Process." JURNAL INTEGRASI 13, no. 1 (April 30, 2021): 15–25. http://dx.doi.org/10.30871/ji.v13i1.2757.

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In the assembly industry, the process of assembling components is very important in order to produce a quality product. Assembly of components should be carried out sequentially based on the standards set by the company. For companies that still operate the assembly process manually by employee, sometimes errors occur in the assembly process, which can affect the quality of production. In order to be carried out the assembly process according to the procedure, a system is needed that can detect employee hands when carrying out the assembly process automatically. This study proposes an artificial intelligence-based real-time employee hand detection system. This system will be the basis for the development of an automatic industrial product assembly process to welcome the Industry 4.0. To verify system performance, several experiments were carried out, such as; detecting the right and left hands of employees and detecting hands when using accessories or not. From the experimental results it can be concluded that the system is able to detect the right and left hands of employees well with the resulting FPS average of 15.4.

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Joshi, Dr Geeta. "Rewards and their Influence on Employee Motivation." International Journal for Research in Applied Science and Engineering Technology 9, no. VII (July 10, 2021): 94–99. http://dx.doi.org/10.22214/ijraset.2021.36244.

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: The present paper aims to study the impact of rewards and recognition on the motivation of employees in a organization. By getting recognition they tend to have higher self-esteem, more confident, willingness to take on new challenges and more eagerness to be innovative. Reward system in any organization is an important tool which management can channelized the employees from present to desired ways. The descriptive research paper design on the light of various motivation theories is adopted for this study. It is also significant to discover that there is a direct and positive relationship between rewards and recognition and job satisfaction and the direct translation o this could be that the better the rewards and recognition, the higher the levels of motivation and satisfaction, and possibly therefore, the greater the levels of performance and productivity.

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Bryant, Antony. "Liquid uncertainty, chaos and complexity: The gig economy and the open source movement." Thesis Eleven 156, no. 1 (January 10, 2020): 45–66. http://dx.doi.org/10.1177/0725513619898286.

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The gig economy has become a hot topic. The term itself derives from the world of entertainment, particularly live music, where performers striving for recognition hope to get a few ‘gigs’ – i.e. short-term and sporadic opportunities for paid employment, with the understanding that such engagements are limited and without any future obligation on either party – employer or employee. This seemingly gives both parties significant autonomy, albeit not in equal measure. Indeed, the terms ‘employer’ and ‘employee’, with respective connotations of extended and enduring responsibility, and mutual (if unequal) obligation, are hotly disputed. Are they self-employed contractors or employees of the company? In what follows, I show how key aspects of Zygmunt Bauman’s work prepare us for an understanding and appreciation of the gig economy, and other more extensive ramifications; particularly those exemplified in the success of the Open Source model, and its potential – or not – to provide the basis for new institutional forms appropriate and acceptable for our current context.

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Vunjak, Nenad, Aleksandra Vujko, Miloš Dragosavac, and Tamara Antonijević. "Descriptive statistics in corporate management and employee engagement in rural destinations." Ekonomika poljoprivrede 67, no. 4 (2020): 1087–101. http://dx.doi.org/10.5937/ekopolj2004087v.

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Organizations that hope to achieve a competitive advantage through employee engagement will be most successful by incorporating and including employee engagement in the performance management process. Therefore, essence of the performance management must to be convergence to employees and establish communication with each one. The aim of this study was to determine the relationship between employee engagement (assessment of employee competencies and preferences of the engagement mechanisms), and performance management process in rural destinations. In this paper, the assumption is that the employee are more engaged if they feels belonging to the organization and see the value of their work and that this can be achieved through rewards and recognition system and effective communication channels. The research was conducted on 79 employeed in the Fruška Gora National Park, Serbia.

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Skudiene, Vida, Dallas D. Everhart, Karolina Slepikaite, and James Reardon. "Front-Line Employees’ Recognition And Empowerment Effect On Retail Bank Customers’ Perceived Value." Journal of Service Science (JSS) 6, no. 1 (November 25, 2013): 105–16. http://dx.doi.org/10.19030/jss.v6i1.8241.

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Understanding how front-line bank employee recognition and empowerment impacts customer value is an important issue for the banking industry. Retail banking customers perceive little difference in services as competition has created more choices. When banks develop new products, they are easily duplicated by the competition. Banks can gain a competitive advantage by understanding the interrelationships that impact customers perceived value. The major providers of customer perceived value in retail banking are front-line employees. This research aims to better understand these interrelationships and examine how front-line retail bank employee recognition and empowerment relate to retail bank customer perceived value. Customers perceived value is defined in terms of relationship, social, emotional, service and empowerment. Survey findings illustrate that retail banks should concentrate more on employee recognition and empowerment to impact customers perceived value. According to the findings of the survey, front-line employee recognition and empowerment has a positive impact on customers perceived value.

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Shalini, T. Rachel. "Impact of rewards and recognition on employee commitment- a perspective of the bank employees." LBS Journal of Management & Research 18, no. 1 (2020): 10. http://dx.doi.org/10.5958/0974-1852.2020.00002.4.

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McKnight, Babs, Sharon McDaniel, and Vivian Ehmann. "Try point incentives for employee reward and recognition." Nursing Management (Springhouse) 37, no. 12 (December 2006): 42???45. http://dx.doi.org/10.1097/00006247-200612000-00014.

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&NA;. "Try point incentives for employee reward and recognition." Nursing Management (Springhouse) 37, no. 12 (December 2006): 46???48. http://dx.doi.org/10.1097/00006247-200612000-00015.

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Cao, Helene, Byron Y. Lee, and Xiaohua Wang. "CSR and Government Recognition Effects on Employee Outcomes." Academy of Management Proceedings 2015, no. 1 (January 2015): 12617. http://dx.doi.org/10.5465/ambpp.2015.12617abstract.

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Werner, Glenn A. "Employee recognition: A procedure to reinforce work attendance." Behavioral Interventions 7, no. 3 (1992): 199–204. http://dx.doi.org/10.1002/bin.2360070302.

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Echdar, Saban. "Human capital development strategy on go-public manufacturing companies in Indonesia." Journal of Economics, Business & Accountancy Ventura 18, no. 1 (May 1, 2015): 103. http://dx.doi.org/10.14414/jebav.v18i1.387.

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This study analyzes the development of human capital strategy in go-public manufactur-ing companies, examining the several effects of variables, and also the effect of interven-ing variables on the development of human capital. The population consists of 151 go-public manufacturing companies listed on the Stock Exchange. The purposive sampling method was used and 12 companies were taken in which 10 of respondents from each company consisting of managers and staff, and the data were analyzed using Structural Equation Modeling (SEM). It shows that the first, the external environment has positive and significant effect on the planning and management of human resources, education and training, and the development of human capital, but has no significant effect on improving employees, employee performance and recognition, and employee satisfaction. Second, the internal environment has a positive and significant impact on the planning and management of human resources, employee improvement, education and training, employee performance and recognition, employee satisfaction, and the development of human capital. Third, planning and human resource management, employee improve-ment, education and training, employee performance and recognition, and employee satisfaction have a significant and positive effect on the development of human capital.

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Izza, Ismiyatul, Budhi Setianto, and Inge Dhamanti. "Pengaruh Internal Service Quality (INTQUAL) terhadap Kepuasan Karyawan di RS Islam Ahmad Yani Surabaya." Jurnal Manajemen Kesehatan Indonesia 9, no. 2 (August 3, 2021): 78–86. http://dx.doi.org/10.14710/jmki.9.2.2021.78-86.

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The job satisfaction that employees get at the organization depends on whether or not the employee's needs are met. Employee needs that can be met will provide job satisfaction. The greater the employee's needs that can be met, the higher the employee's job satisfaction. Meanwhile, if the employee's needs are not met, the employee will have dissatisfaction. Objective: To identify the influence of internal service quality (intqual) on employee satisfaction at RSIAS. Methods: This study analyses an employee satisfaction survey conducted in 2020 using a cross-sectional study design. Population of this research is all employees in RSIAS. The sample of this study is also all employees in RSIAS, which is 421 people. The satisfaction survey is filled in using a score of 1 to 5, then averaged so that a score is obtained to determine the category of each aspect. The data obtained were analyzed based on the theory of internal service quality and employee satisfaction, then tested using a multiple linear regression statistical test model to determine the effect of internal service quality (intqual) on employee satisfaction at RSIAS. Results: The results of statistical tests showed that the value of p = 0.000, meaning that internal service quality has an effect on employee job satisfaction because the value of p <0.05. Several aspects of internal service quality affect job satisfaction, namely the aspects of tools, policies and procedures, management support, goal alignment, effective training and reward and recognition.

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Smith, P. Artell, and A. Wayne Owen. "Unionization in Utah's Municipalities: A “Right-to-Work” Case Study." Public Personnel Management 15, no. 3 (September 1986): 263–79. http://dx.doi.org/10.1177/009102608601500304.

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In recent years a dramatic increase has been seen in the number of public sector employees involved in union activities. Local government entities encompass some of the most fertile union ground in the United States. This increase in public sector unionism is proportional to declines in private sector unionism. For traditionally private sector unions to compensate for membership declines, it became necessary for labor organizations to move into areas which had largely been untapped and unorganized. States, like Utah, which do not have statutes permitting the recognition of public sector employee unions, but which do have right-to-work laws, present unique problems for labor unions. This study presents the findings of a survey assessing the status of public employee unions in Utah's municipalities given the absence of a public sector bargaining statute and the presence of a right-to-work law. Key indicators include local administrators' understanding of “right-to-work,” the size and type of municipality, the frequency of collective bargaining agreements, the frequency of formal recognition of public employee groups, the relationship between the presence or absence of collective bargaining agreements and the employee dispute resolution process, collective bargaining agreements and the employee dispute resolution process, collective bargaining agreements and the employee dispute resolution process, and the municipalities' reasons for employee group recognition or non-recognition. The findings are followed by specific recommendations for action.

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Niraula, Damodar. "Employee Engagement Level and Its Key Determinants: a Study in the Context of Nepalese Media Sector." Batuk 6, no. 1 (November 2, 2020): 1–16. http://dx.doi.org/10.3126/batuk.v6i1.32631.

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This paper aims to measure the level of employee engagement and to propose employee engagement framework. Following two-step sampling method, a questionnaire survey was conducted among the employees of fifteen media houses. The results of the survey are analyzed with the help of SPSS 18 version. Majority of the employees of Nepalese media houses have been found being engaged to their job. The findings confirm that five HR practices: performance appraisal and recognition; participatory culture; working facility; communication; and job and resources are the determinants of employee engagement. Among those, performance appraisal and recognition, and participatory culture, should be the major focus of human resource managers to make the employees engaged. Additionally, the paper can serve as a reference and an analytical tool to researchers for expanding knowledge on the topic.

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Arslan, Tülin. "Kann der Unternehmensgewinn durch „Spontaneous Recognition“ gesteigert werden?" Der Betriebswirt: Volume 55, Issue 4 55, no. 4 (November 30, 2014): 27–32. http://dx.doi.org/10.3790/dbw.55.4.27.

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Ende März 2014 hat das Gallup-Institut seine Studie zum Mitarbeiter-Engagement-Index veröffentlicht, welchen sie seit dreizehn Jahren erhebt. Wieder geben 84% der Befragten über achtzehn Jahren an, dass sie sich gering bis gar nicht dem Unternehmen verbunden fühlen, bei dem sie beschäftigt sind. Auch wenn ihr Anteil von 11% im Jahre 2011 auf nun 16% gestiegen ist, ist der Anteil der Mitarbeiter und Mitarbeiterinnen mit einer hohen emotionalen Bindung zum Unternehmen noch viel zu gering. Bei 33,819 Millionen Erwerbstätigen, die über achtzehn Jahre alt sind, führt diese Situation auf Grund von Fehlzeiten, Fluktuation, Mitarbeiterschwund, Arbeitsunfällen und Qualitätsproblemen zu Mehrkosten für die deutsche Volkswirtschaft in Höhe von mindestens 98,5 Milliarden Euro. Was können Firmen und die einzelnen Führungskräfte unternehmen, um diesen Zustand zu verbessern? Kann durch Anerkennung und Wertschätzung die Bindung der Mitarbeiter und Mitarbeiterinnen und dadurch der Unternehmensgewinn gesteigert werden? The Gallup Institute published the results of its Employee Engagement Index study at the end of March, which it has been conducting for 13 years. Again, 85% of the polled participants over the age of 18 do not feel associated to the company they work for. Although the percentage has increased from 11% in 2011 to 16%, the percentage of employees with a high level of emotional attachment to their company is quite low. As Germany has 33,819 million employees over the age of 18, this lack of attachment leads to issues such as absenteeism, employee turnover, work force decline, work-related accidents and quality issues; which in turn increases the costs for the German economy by at least 98.5 billion Euros. What can companies and individual managers do to improve this situation? Can employee commitment/ retention be improved through employee appreciation and recognition and thus increase business profits? Keywords: total rewards systeme, maslowsche bedürfnispyramide, innere kündigung, gallup studie, frederick herzberg

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Nayak, Bimal Chandra, Gopal Krishna Nayak, and Debasish Jena. "Social recognition and employee engagement: The effect of social media in organizations." International Journal of Engineering Business Management 12 (January 1, 2020): 184797902097510. http://dx.doi.org/10.1177/1847979020975109.

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In the contemporary dynamic business context (characterized by stiff competition, high uncertainty, growth of global as well as virtual organizations, etc.), setting up systems for recognizing and engaging employees which need constant endeavor from present-day organizations. Hence, organizations are actively exploring and adopting novel initiatives through strategies platforms for their employer engaging effort, moving the organization image to the “company of employee’s choice” and connecting their strategic talent acquisition supply chain into that eco-system. Qualitative data analysis through 65 semi-structured interviews with employees working with various Software and Research & Development sectors, Human Resources and Talent Management professionals working for information technologies companies, IT-enabled (Business Process Outsourcing) BPO, and KPO (Knowledge Process Outsourcing) Services, as well as talent acquisition organizations, confirm the utilization of social media for social recognition & employee engagement in their organizations. The study contributes to the fields of talent management and social networks and has several key messages for practitioners regarding the expediency and effectiveness of social networks in organizations.

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Shinkareva, Olga. "Federal public finance accounting standard “Employee Payments”." Buhuchet v zdravoohranenii (Accounting in Healthcare), no. 7 (July 1, 2020): 5–10. http://dx.doi.org/10.33920/med-17-2007-01.

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The article is devoted to the analysis of the Federal Accounting Standard of Public Finance “Payments to Personnel”, which will be applied in the conduct of accounting and reporting from January 1, 2021, including medical state and municipal institutions. The article considers the main provisions of this standard — peculiarities of recognition and evaluation of objects of personnel benefits accounting, termination of their recognition, as well as disclosure of information on objects of personnel benefits accounting in accounting financial statements. This standard is compared with the International Public Sector Financial Reporting Standard 39 “Employee Benefits”

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B. Rivera, Ronald. "Enhanced Attendance Monitoring System using Biometric Fingerprint Recognition." International Journal of Recent Technology and Engineering 9, no. 5 (January 30, 2021): 1–4. http://dx.doi.org/10.35940/ijrte.e5070.019521.

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In this study, an enhanced attendance monitoring system using biometric fingerprint recognition in tracking and monitoring employees’ attendances for Callang National High School, District 04, San Manuel, Isabela was introduced. For most organizations, handling people is a daunting job in which it is very important to maintain an accurate record of attendance. Taking and maintaining the attendance of employee manually on a regular basis is a big activity that requires time. For this reason an effective system was designed. The system was designed and developed primarily to improve the monitoring of employees attendances and leave management through the use of biometric technology. It records the data of the employees, handles leave management, tracks employee attendance and encourages participation through fingerprint recognition. The system is equipped with a dashboard monitoring system that can be viewed by school heads to track the list of employees, early birds (employees who arrived early), on-leave staff, on-official business and a statistical graph of the monthly attendance rate of employees. Moreover, the system provides an auto-generated DTR for employees which saved time compared to the manual process. The innovation greatly affects the improvement of employees’ attendance through its automated attendance monitoring, leave management and report generated by the system. The impact of EAMS to the employees was identified through first quarter attendance report of SY 2028-2019 which served as a bases of comparison with the attendance rate of SY 2019-2020 when the system was implemented. The outcome shows that through the usage of the system, employees’ attendance has improved.

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Aktar, Alima, and Faizuniah Pangil. "Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement." International Journal of Sociology and Social Policy 38, no. 7-8 (July 9, 2018): 606–36. http://dx.doi.org/10.1108/ijssp-08-2017-0097.

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Purpose The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and employee engagement among banking employees in the context of an emerging economy namely Bangladesh. Design/methodology/approach The survey data include 383 employees from 30 private commercial banks in Bangladesh. For analyzing the data, structural equation modeling is employed with the bootstrapping method. Findings This study finds that HRM practices such as career advancement, employee participation, job security, performance feedback, rewards and recognition, training and development are the significant predictors of employee engagement. Results also identify OC as a partial mediator on HRM practices and employee engagement relationship which suggest that direct relationship of predictors and criterion variables are stronger than indirect association. More interestingly, findings indicate that the mechanism of black-box stage is not always work on the relationship between HRM practices and employee performance. Originality/value Exploring the role of OC on the relationship between HRM practices and employees’ behavioral outcome, i.e. employee engagement, is appeared as an initial effort in the academic literature. Furthermore, empirical research that examines the association of different organizational factors with employee engagement through OC is rarely been investigated. Thus, the findings of this study act as a strategic tool for the bank managers to design their organizational policies in such a way that fosters their employee’ level of engagement.

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Caldwell, Barbara, and Olney MD. "Enhancing Employee Engagement by Establishing a Laboratory Recognition Program." American Journal of Clinical Pathology 142, suppl_1 (October 1, 2014): A202. http://dx.doi.org/10.1093/ajcp/142.suppl1.202.

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Frinlicia, Frinlicia, and B. Medina Nilasari. "PERCEIVED ORGANIZATIONAL SUPPORT EFFECT, REWARDS ANDRECOGNITION, AND SPIRITUALITY ON EMPLOYEE ENGAGEMENT." Business and Entrepreneurial Review 15, no. 2 (June 18, 2019): 147. http://dx.doi.org/10.25105/ber.v15i2.4636.

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The problems of this research were to examine the influence of perceived organizational support, rewards and recognition and spirituality on employee engagement.. The objectives of this research were to examine whether: (1) perceived organizational support affect employee engagement; (2) rewards and recognition affect employee engagement; (3) spirituality affect employee engagement and (4) perceived organizational support, rewards and recognition and spirituality affect employee engagement. The methodology of this research was a statistical descriptive and hypotheses testing to study the relationship. A survey questionnaire was developed and validated. Purposive sampling was used to select the sample. A total 167 questionnaire were distributed and 167 valid responses collected. Regression analysis was used to predict and estimate the relationship. The result from this study indicate that perceived organizational support, rewards and recognition and spirituality has a positive and significant effect on employee engagement. Research limitation in this research was that this study was used self-report data so the responses provided may be less objective and this study was weak generalization because the data collected limited on the sample of millennials generation of PT Bank Central Asia, Tbk

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Hussain, Syed Durrab, Dr Abdul Khaliq, Qasim Ali Nisar, Aamir Zamir Kamboh, and Shahzad Ali. "The Impact of Employees’ Recognition, Rewards and Job Stress on Job Performance." SEISENSE Journal of Management 2, no. 2 (March 7, 2019): 69–82. http://dx.doi.org/10.33215/sjom.v2i2.121.

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Aim - the purpose of this study is to examine the role of employee rewards, recognition, and job-related stress towards employee performance considering the mediating role of perceived organizational support in the call-centers located in Lahore, Pakistan. Design - The data has been gathered through the survey method of the questionnaire. A simple random sampling technique is used for this study. Confirmatory factor analysis (CFA) and structure equation modeling (SEM) techniques have been used for statistical analysis. Findings - Results showed that employee rewards and recognition have a significant and positive effect on employee performance whereas job stress has a significant and negative effect on employee performance. Findings also revealed that perceived organizational support significantly and fully mediates the relationship between employee rewards, recognition, and job stress and employee performance. So this study puts light on crucial factors that lead to better employee performance. Implications - Employee rewards and recognition play an important role in overall employee performance. If the companies will not take it seriously, then it might lead to negative consequences. On the other hand, job stress also plays a vital role in employee performance.

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Manzoor, Sheikh Raheel, Hafiz Ullah, Murad Hussain, and Zulqarnain Muhammad Ahmad. "Effect of Teamwork on Employee Performance." International Journal of Learning and Development 1, no. 1 (October 16, 2011): 110. http://dx.doi.org/10.5296/ijld.v1i1.1110.

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Abstract This research study analyzes the effect of teamwork on employee performance about the staff members of Higher Education Department of Khyber Pakhtoon Khawa (KPK), Peshawar Province of Pakistan. Several measures of employee performance were analyzed including esprit de corps, team trust and recognition and rewards. There is clear evidence that teamwork and other measures of employee performance are positively related with employee performance. The self-administered questionnaires were distributed within the Directorate of Higher Education, (KPK) Peshawar, including four Government Degree Colleges (GDC’s) of boys and girls located in Peshawar and Kohat area. The research study uses regression and correlation techniques in order to analyze the relationship between two variables that is Teamwork and Employee Performance. The result of the study shows that there is a significant positive impact of predictors on the response variable. The study recommends that to adapt teamwork activities in order to enhance the employee performance. Future research areas have also been indicated in this study. Keywords: Employee performance, teamwork, team trust, esprit de corps & recognition & rewards

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Dangol, Pooja. "An Analysis of Motivational Factors Affecting Employee Performance." Journal of Business and Social Sciences Research 5, no. 1 (July 21, 2020): 63–74. http://dx.doi.org/10.3126/jbssr.v5i1.30200.

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It is essential for organisations to pay attention to the well-being of their employees. The organisation should create a workplace that is engaging and motivating, where employees want to stay, grow and contribute their skills, knowledge and expertise. The present research study aims to investigate motivational factors (goal-setting, monetary rewards, recognition programmes and training) that aids in upsurge of employee performance. The study adopted a descriptive research design. The population consists of 130 employees of 30 companies of Nepal. Data was collected using structured questionnaires. Statistical tools such as frequency distribution, mean score, correlation analysis and regression analysis were used to analyse data and were presented using tables. The results reveal that there exists a positive and significant relationship between goal-setting, recognition programmes and training on employee performance. The findings suggest that employees value their own personal growth. Organisations should come up with personal development programmes to improve performance. The study results are expected to offer inputs in assessing and implementing motivational factors in organisations.

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Rai, Alka, Piyali Ghosh, Ragini Chauhan, and Richa Singh. "Improving in-role and extra-role performances with rewards and recognition." Management Research Review 41, no. 8 (August 20, 2018): 902–19. http://dx.doi.org/10.1108/mrr-12-2016-0280.

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Purpose This study aims to explore the possibility that rewards and recognition may be instrumental in improving both in-role and extra-role performances of retail sales associates, with an underlying mediating role of employee engagement in this relationship. Design/methodology/approach A survey was conducted across 35 retail stores in five cities located in North India on 247 sales associates. Hierarchical multiple regression analysis was conducted to test the mediation hypotheses. Analysis was done in lines with the conditions of mediation laid down by Baron and Kenny (1986). Findings Employee engagement is found to fully mediate the impact of rewards and recognition on in-role and extra-role performances. Practical implications Organizations should be committed to recognizing employees’ efforts and providing them with financial and non-financial rewards based on organizational policies. Such measures would improve in-role and extra-role performances through enhancing engagement level of employees. Originality/value This study makes significant contributions to literature on employee engagement and that on retail sector, especially in Indian context, through highlighting the mediating role of engagement. Given shortage and retention of skilled manpower as major challenges for Indian retailers, engaging sales associates through rewards and recognition to improve their performance at both in-role and extra-role levels can have significant implications for retailers.

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Liu, Wei. "High-involvement human resource practices, employee learning and employability." Career Development International 23, no. 3 (June 11, 2018): 312–26. http://dx.doi.org/10.1108/cdi-10-2017-0177.

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Purpose Although environmental factors at the organizational level are of importance for individual employability, very few studies have investigated how the practices an organization implements can facilitate employability. The purpose of this paper is to analyze how high-involvement human resources (HIHR) practices (i.e. recognition, competence development, empowerment, information sharing and fair rewards) influence employee learning, which contributes to employability. Design/methodology/approach The data were collected from 288 pairs of employees and their direct supervisors in Chinese companies. In this study, we measure perceived employability from both employees and their direct supervisors. Structural equation modeling (SEM) analysis is conducted to test the hypotheses. Findings The results indicate that employees’ perceptions of the HIHR practices of recognition, competence development, empowerment and information sharing are positively related to employee learning, and then facilitate self- and supervisor-ratings of employees’ employability. Practices of fair rewards have a negative effect on employee learning and employability. Originality/value This study contributes to employability and human resource management literature in several ways. First, the study raises the association between different HIHR practices and perceived employability through employee learning. Second, the study considers both self-rating and supervisor-rating of employability to improve the effectiveness of the results.

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Daqar, Mohannad A. M. Abu, and Ahmad K. A. Smoudy. "Employee Engagement Level: The Transform from Employee to Partner." Modern Applied Science 13, no. 7 (June 30, 2019): 115. http://dx.doi.org/10.5539/mas.v13n7p115.

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Employee engagement recently has become a hot topic among the consulting firms and in the business press. The purpose of this study was to study and create further understanding of employee’s engagement levels and how to stimulate it to the maximum as long as possible. A survey was completed by 55 employees working in private and governmental organization in Palestine from governmental service, manufacturing, technology, telecommunication, financing and other services like retailer, NGO cultural to generate the output of having a higher employees involvement in the governmental sector rather than the private one due to multiple factors, and having a higher employee engagement in the private sector than the public one due to the more financial and personal recognition they get there. The revealed results stressed that organizations need to recognize employees as assets and customers. Business activities are key parts of the employee lifestyle, so it has a direct impact at his reaction, so if the organization didn’t control these reactions it will be the main drivers for his disengagement. Additionally, the employee engagement level is directly related to the efficiency of work and the overall company performance. The authors recommend adopting employee engagement transforming strategies by the public sector before the private one. Moreover, the study recommends that engagement transforming strategies must be employee-oriented not entity-oriented.

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Usman, Irwan, Haris Maupa, Sitti Haerani, and Muhammad Idrus Taba. "ArghCompetence Recognition and Self-Concept of Employees on Motivation and its Impact." International Journal of Applied Management Theory and Research 2, no. 1 (January 2020): 48–60. http://dx.doi.org/10.4018/ijamtr.2020010104.

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The purpose of this study is to investigate and determine the recognition of employee competence in companies in Eastern Indonesia. This study used a causal-quantitative design with positivism paradigm. This study was conducted at PT Vale Indonesia, PT Freeport Indonesia and PT Newmont (PT Amman Mineral) which apply BNSP certificate of competence. This study was conducted for three months. The population in this study were the employees of PT Vale Indonesia, PT Freeport Indonesia and PT Newmont (PT Amman Mineral) with a total of 3.424 employees. The sample of this research was 400 employees. The sampling technique used was the systematic random sampling. There is a positive and significant effect between competence acknowledgment and the self-concept on the intrinsic motivation. The intrinsic motivation variable is the variable that mediates the effect of competence acknowledgment and self-concept on job satisfaction. Job satisfaction has a positive and significant effect on employee performance.

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K. Nair, Sabu, and B. Chandrachoodan Nair. "Employee Engagement Practices in Organized Retail Sector: an Empirical Study with Respect to Ernakulam Town." International Journal of Engineering & Technology 7, no. 3.27 (August 15, 2018): 453. http://dx.doi.org/10.14419/ijet.v7i3.27.17996.

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Dynamic Employee Engagement envelops and interfaces a huge scope of administration teach which swings it to be a far reaching idea. Employee Engagement is an approach in the workplace resulting in the accurate environment for all the employees working in an organisation to voluntarily give of their best each day with the commitment towards organization’s goals and values. This paper tries to find practices of Employee Engagement prevailing within the organized retail industry in Ernakulum district. The Study has been carried out in various organised retail stores like Future - Bigbazar, Aditya Birla – More, Reliance Trends, Reliance Fresh, Reliance Foot Print & among the E retailers like Daily Fish & Fresh to Home .The survey was conducted among 50 employees from the mentioned companies in Ernakulum district. The objective of the paper is to study the Employee Engagement Practices which the organised retail Industry follows in Ernakulum district. The study examines the importance of job clarity, fun at work, work conditions, rewards &recognition, empowerment, co-worker support, commitment, passion and work Relationship. The findings of the study shows that rewards and recognition and work conditions plays a major role in employee engagement among organised retail companies which leads to increased productivity, retention, commitment and profitability.

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Bitsch, Vera, and Michael Hogberg. "Exploring Horticultural Employees' Attitudes Toward Their Jobs: A Qualitative Analysis Based on Herzberg's Theory of Job Satisfaction." Journal of Agricultural and Applied Economics 37, no. 3 (December 2005): 659–71. http://dx.doi.org/10.1017/s1074070800027152.

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Job satisfaction is likely the most studied work-related attitude and is assumed to influence a variety of behaviors. This study analyzes the job satisfaction of agricultural employees using Herzberg's theory, which is broadly employed in management. Fourteen horticultural businesses participated in case studies of labor-management practices. Fifteen nonsupervisory employee interviews were analyzed regarding job satisfaction. Components of job satisfaction relevant to horticultural employees were family-business values, achievement, recognition, work itself, involvement, personal life, interpersonal relationships, job security, supervision, working conditions, organization, safety, compensation, and information. While support for Herzberg's theory is weak, it is useful for classifying employees' attitudes.

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Ady, Fransiskus, and Djoko Wijono. "Pengaruh Motivasi Kerja terhadap Kinerja Karyawan." Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship 2, no. 2 (June 30, 2013): 101. http://dx.doi.org/10.30588/jmp.v2i2.278.

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The success of a company can be achieved by improving employee performance. To improve employee performance the company must provide motivation or encouragement to employees to perform better by rewarding, recognizing, achieving opportunities, more meaningful work, good working conditions, job security, and salary/wages. From the results of research conducted shows that the motivation of work in the form of Achievement, Recognition, Working Condition, and Wages have a significant influence simultaneously on employee performance. This is evidenced by Fcount greater than Ftable (11.407 > 2.4675). The form of motivation that most affect the employee's performance is Achievement with regression coefficient value of 0.609; and the lowest effect on employee performance is Working Condition with regression coefficient value of 0.305.

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Journal articles on the topic 'Employee recognition'

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