Responses to co‐workers receiving recognition at work

Abstract

Responses to Co-Workers Receiving Recognition at WorkPurpose: The purpose of this paper is to examine the impact of co-workers receiving recognition on two types of responses, namely emotions (positive and negative) and behavioral intentions (interpersonal counterproductive behavior and interpersonal citizenship behavior).Design/methodology/approach: This study is an experimental scenario study with a 2x2 betweensubjects design with 246 employees from a local health care organization. Findings:The findings reveal that the relation between other's recognition and positive or negative emotions was moderated by the quality of the relationship between both actors. Further, as hypothesized, the relation between other's recognition and interpersonal counterproductive behavior was moderated by relationship quality. Contrary to our expectations, relationship quality did not moderate the relation between employee recognition and interpersonal citizenship behavior. Practical implications:This study provides useful suggestions for managers to diminish undesired (i.c., negative emotions and interpersonal counterproductive behavior) and enhance desired emotions and behaviors (i.c., positive emotions and interpersonal citizenship behavior). Originality/value:This study is the first to show that employee recognition may have negative effects on other's emotions and interpersonal behavior (i.c., interpersonal counterproductive behavior).Keywords: Employee recognition, relationship quality, interpersonal counterproductive behavior, organizational citizenship behaviors, positive and negative affect Responses to Co-Workers receiving Recognition at Work 2 Responses to Co-Workers Receiving Recognition at Work IntroductionIn organizations, employee recognition is one of the motivational strategies that is gaining more and more attention and importance (e.g., Brun and Dugas, 2008; Long and Shields, 2010). Employee recognition is typically conceptualized as the assignment of personal non-monetary rewards to reinforce desired behaviors displayed by an employee, after these behaviors have occurred (Long and Shields, 2010; McAdams, 1999). Research concerning the effects of employee recognition shows promising results (e.g., Grawitch et al., 2006). As a result, at present both common sense and empirical evidence leads managers to conclude that recognition programs are highly effective motivational instruments.However, before unambiguously recommending such strategies for enhancing employee morale, research should also examine potential negative side effects. The main focus of quantitative and qualitative reviews has been to examine the positive impact employee recognition has on task performance and other positive work-related outcomes (e.g., Greenberg and Ornstein, 1983;Stajkovic and Luthans, 1997, 2001, 2003. In contrast to this perspective, we argue that employee recognition might also have negative effects that have been largely overlooked. Within groups and organizations, employees might not only receive recognition themselves, but ...

Impact of Career Planning, Employee Autonomy, and Manager Recognition on Employee Engagement

“…It can be monetary in the case of cash awards, or non-monetary in situations of verbal or written praises or appreciations. As explained by Brun and Dugas (2008) and confirmed by Feys, Anseel, and Wille (2013), managers have consistently used recognition programs in the workplace as a motivational instrument. In most cases, manager recognition is in the form of a verbal or written non-monetary appreciation.…”

Effects of managerial communication as moderated by LMX and trait NA

“…Indeed, in conversations with high LMX employees, managers make fewer attempts at topic control and exhibit less performance monitoring (Fairhurst & Chandler, 1989). In addition, employees are less likely to engage in counterproductive behaviors (Feys, Anseel & Willis 2013), personal aggression or deception, (Horan, Chory, Carton, Miller & Raposo, 2013).…”

Effectiveness of Performance Appraisal System and its Effect on Employee Motivation

“…Within groups in a work environment, employees do not only receive recognition but also witness the recognition of others. Other's recognition can have the potential to affect one's own emotions as well as responses that are directed to other individuals (Feys et al, 2013). This takes place through interpersonal counterproductive behaviour.…”

“…This takes place through interpersonal counterproductive behaviour. In this case, recognition is considered to create an atmosphere of -losers‖ and -winners‖ (Long & Sheilds, 2010;Feys et al, 2013).…”