Employee Recognition and Performance: A Field Experiment

被引：117

作者：

Bradler, Christiane ^{[1
]}

Dur, Robert ^{[2
,3
,4
,5
]}

Neckermann, Susanne ^{[1
,2
,3
]}

Non, Arjan ^{[4
,6
]}

机构：

[1] Ctr European Econ Res ZEW, D-68161 Mannheim, Germany

[2] Erasmus Univ, NL-3000 DR Rotterdam, Netherlands

[3] Tinbergen Inst, NL-3000 DR Rotterdam, Netherlands

[4] Munich Soc Promot Econ Res CESifo, D-81679 Munich, Germany

[5] Inst Study Labor IZA, D-53113 Bonn, Germany

[6] Maastricht Univ, Res Ctr Educ & Labour Market ROA, NL-6200 MD Maastricht, Netherlands

来源：

MANAGEMENT SCIENCE | 2016年 / 62卷 / 11期

关键词：

employee motivation; recognition; reciprocity; conformity; field experiment; GIFT-EXCHANGE; SOCIAL COMPARISONS; INFORMATION; RECIPROCITY; MOTIVATION; AWARDS; INCENTIVES; FEEDBACK; NORMS; WORK;

D O I：

10.1287/mnsc.2015.2291

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

This paper reports the results from a controlled field experiment designed to investigate the causal effect of unannounced, public recognition on employee performance. We hired more than 300 employees to work on a three-hour data-entry task. In a random sample of work groups, workers unexpectedly received recognition after two hours of work. We find that recognition increases subsequent performance substantially, and particularly when recognition is exclusively provided to the best performers. Remarkably, workers who did not receive recognition are mainly responsible for this performance increase. Our results are consistent with workers having a preference for conformity and being reciprocal at the same time.

引用

页码：3085 / 3099

页数：15

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