Research suggests using recognition and praise can be a powerful motivator for employees. The benefits of that for organizations are manifold and real. Employees who receive recognition on a regular basis increase their individual productivity, receive higher loyalty and satisfaction scores from customers, and are more likely to stay with their organization.
Harvard Business School professor and author Dr. Amabile explores inner work life — the emotions, perceptions, and motivations that people experience as they react to events in their work day. Her research team discovered that, of all the events that can deeply engage people in their work, the single most important is making progress on meaningful work.
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Being busy should not be a badge of honor, a goal to aspire to nor be used as an excuse to not do the critical work required to reduce the uncertainty of digital product development. In fact, the deeper issue with “being busy” is the lack of an objective, safe way for teams and leaders to say “No” and prioritize work. Productivity should rather be measured by the impact the work has on customer behaviors and outcomes, with a focus on building a customer-centric culture that empowers teams to make evidence-based decision not only on the efficacy of their work but on what work they choose to do.
Article by Jeff Gothelf
Great managers know that they can never give too much recognition as long as it’s honest and deserved. Acknowledging an employee’s best work goes a long way toward making him or her feel valued and can lead to other desirable workplace outcomes. This element of engagement and performance might be one of the greatest missed opportunities for leaders and managers.
Article by Gallup
The clamour to make employees happy at work is driven by one of the oldest cliches in the human resource management playbook: that a happy worker is a good worker. Wanting to be happy at work is fair enough. But being forced to be happy at work can be troubling. The truth is that being constantly on the lookout for happiness may actually mean happiness eludes more than it ensues.
Article by André Spicer for The Guardian
New research suggest that some employees can have a halo effect on their peers in the way that workplace productivity can spill over from one employee to another. It could be beneficial for teams to identify those high spillover individuals to influence effective decisions on team construction as well as hiring and retention.