TY - UNPB
T1 - Employee recognition and performance: A field experiment
AU - Bradler, C.
AU - Dur, R.
AU - Neckermann, S.
AU - Non, J.A.
PY - 2013/1/1
Y1 - 2013/1/1
N2 - This paper reports the results from a controlled field experiment designed to investigate the causal effect of 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 so when recognition is exclusively provided to the best performers. Remarkably, workers who did not receive recognition are mainly responsible for this performance increase. This result is consistent with workers having a preference for conformity.
AB - This paper reports the results from a controlled field experiment designed to investigate the causal effect of 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 so when recognition is exclusively provided to the best performers. Remarkably, workers who did not receive recognition are mainly responsible for this performance increase. This result is consistent with workers having a preference for conformity.
U2 - 10.26481/umaror.2013004
DO - 10.26481/umaror.2013004
M3 - Working paper
T3 - ROA Research Memoranda
BT - Employee recognition and performance: A field experiment
PB - ROA
CY - Maastricht
ER -