Yet most managers do not understand or use the potential power of
recognition and rewards£®This iS true even though 33 percent of managers
themselves report that they would rather work in an organization where
they could receive better recognition£®
When a manager iS apprised of the importance of this fundamental
principle of human behavior£¬the typical reaction is to insist that employees
would appreciate only rewards and forms of recognition that directly trans£®
1ate to their pocketbook--raises or promotions£®
While money iS important to employees£®what tends to motivate them
to perform--and to perform at higher leVels¡ªis the thoughtful£®personal
kind of recognition that signifies true appreciation for a job well done£®
Numerous studies have confirmed this£®The motivation iS all the stronger if
the form of recognition creates a story the employee can tell to family£®
friends and associates for years to come£®
Êõ £ºl£º ľ
This book deals with both informal and formal rewards and recognition£®By
¡°formal¡±I mean part of a predetermined program£»¡°informal¡±here means
more spontaneous£®As for the distinction between rewards and recognition£¬
Aubrey Daniels£¬a leading authority on performance management£¬explÔÒns
it best£º¡°YoU reinforce behaviors and reward results£®¡±
Part I of this book£¬¡°Informal Rewards£¬¡±focuses on manage²·initiated£¬
performance¡¤based rewards£®The guidelines for effectively rewarding and
recogmzmg employees are simple£º
1£®Match the reward to the person£®Start with the individual S personal
preferences£»reward him or her in ways he or she truly finds rewarding£®
Such rewards may be personal or official¡£informal or formal£®public or pri£®
vate£¬and may take the shape of gifts or activities£®Janis Allen£¬performance
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