Recognition (Part 1): The Importance of Recognition and Appreciation
Welcome to the 4 part series on Recognition in the workplace where we talk about the importance of recognition, the downfalls of formal programs, looking at a case example, and finally actions you can take to promote a culture of recognition. Enjoy!
People have a need to be valued and treated as individuals. One of the reasons interpersonal conflict exists between people is because this psychological need is violated and undermined. If you ask your co-workers about being recognized, they will probably tell you “I don’t need recognition”. Guess what? They are lying. They’re all liars. People lie.
I don’t care who you are or what your title is, we all have a psychological need to be recognized. We want others to recognize our worth by valuing us and the contributions that we make. Recognition is a paramount motivator for people because we love to be told what we have done right and be given credit for our ideas. Conversely, when we feel unappreciated or exploited, then our need to be valued is violated which begets frustration, anger, and low self-worth.
When it comes to sources of motivation, we can categorize them as being intrinsic or extrinsic. Intrinsic motivators do not have tangible rewards associated with them but an internal desire to do something due to personal interest, challenging work, or personal satisfaction. Herzberg’s motivation-hygiene theory argues that certain factors motivate employees to be productive but demotivate employees if they are not present. He relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. He therefore emphasizes recognition, achievement, appreciation, responsibility, and growth because individuals find them intrinsically rewarding.
Behavior is a function of its consequence and therefore people do what they do, because of what happens to them when they do it. For that reason, positive reinforcement through appreciation and recognition will help maximize performance by strengthening behaviors that are valued in the organization. However, it is important that when a behavior occurs, it is recognized immediately for the benefits to be effective.
Speaking of behavior, realize that employees judge you based on your actions not the intent that you wanted to recognize them, but forgot. Leaders often believe that they are more appreciative than their employees think they are. It doesn’t come down to their genuine intention, but the action they take by making it a priority. However, appreciating an individual is as important as recognizing the contributions that they make. Leaders need to have a sincere and genuine interest in their employees otherwise they will see right through it. Seek to acknowledge hard work or when the team is short-staffed and putting in extra effort. Check in-person with employees and ask about their weekend, hobbies, upcoming vacation, or mutual topics of interest.
Recognizing and appreciating also has the advantage of financial and organizational benefits. When staff members feel valued and cared about, morale automatically improves, and the workplace generally becomes more optimistic. This inspires a reduction in workplace conflict, reduced turnover, increased productivity, improved attendance, increased client satisfaction, and ultimately, increased engagement.
Again, recognition and appreciation are a fundamental human need that must be portrayed as being sincere, caring, and genuine. It must come across as being altruistic and not to seek something in return. If you show that you truly care, people will do more for those that appreciate them.
Continue with Part 2 where we discuss the challenges and pitfalls of formal recognition programs and events.
