The Relationship between Simple Employee Recognition and Employee Productivity in Business Organizations. A Case Study
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Some managers shy away from implementing employee recognition programs fearing high associated costs. Yet, there are some simple and free-cost recognition programs - like saying "thank you" and "well done" - which are crucial. Upon this basis, this study's main purpose is to assess the relationship between simple employee recognition and employee productivity. It is guided by the following objectives: Determining and measuring the best employee productivity, forms of simple employee recognition, relationship between simple employee recognition and employee productivity, and strategies of how t...
Some managers shy away from implementing employee recognition programs fearing high associated costs. Yet, there are some simple and free-cost recognition programs - like saying "thank you" and "well done" - which are crucial. Upon this basis, this study's main purpose is to assess the relationship between simple employee recognition and employee productivity. It is guided by the following objectives: Determining and measuring the best employee productivity, forms of simple employee recognition, relationship between simple employee recognition and employee productivity, and strategies of how to improve employee productivity through recognition.
For this purpose, related literature was reviewed and a case study research design in support of both quantitative and qualitative techniques was applied for data collection, presentation and analysis. A sample size of 400 respondents was selected and used with composition of all levels of management for M-Nic Consultancy & Research Centre. Data collection was done using questionnaires and interviews, presented, analysed, interpreted and discussed for conclusions and recommendations.
For this purpose, related literature was reviewed and a case study research design in support of both quantitative and qualitative techniques was applied for data collection, presentation and analysis. A sample size of 400 respondents was selected and used with composition of all levels of management for M-Nic Consultancy & Research Centre. Data collection was done using questionnaires and interviews, presented, analysed, interpreted and discussed for conclusions and recommendations.
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