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Psychological Benefit of Employee Recognition and Effect on Performance

Paper Type: Free Essay Subject: Human Resources
Wordcount: 3258 words Published: 15th Jul 2021

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The Indian Scenario

Strategic Incentives- new way to thrive employee recognition

Benefit Analysis of Recognising Employees

Quantifiable change in productivity



Recognising Employees: A Review of Contemporary Practices in Indian Organizations


Many employers believe that good wages and reasonable work hours can retain talent in the workplace. There is no doubt that they can, but more importantly, the key to employee retention is: Recognition. A recognition program is set up to provide a psychological benefit. It usually does not cost the company and still boosts employee morale. Hence it is considered as the best way to increase performance while keeping the costs low. In the case of employment, we would like to grow from one position to another. One of the key components of our successful machine is the recommendation or the praise of our colleagues or employers.

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As the stress level reaches alarming levels, the depression among Millennials is increasing. Motivation plays an important role. It will not be wrong to use motivation as a synonym for elixir elixir that drives people to new, unthinkable heights. After all, we all want people to value us, to congratulate us on our work and to remember us as a paradigm of exemplary labor standards. All these expectations make it difficult for the HR department to recognize employees. There are two ways of thinking when it comes to rewarding or recognizing employees for their performance. A mindset that meets certain standards allows an employee to receive a bonus or incentive. It helps him and his colleagues to do well. In addition, this leads to healthy competition and effective target achievement. This is a win-win situation for employers / organization and employees. However, the second school of thought must be different. Thus, monetary appreciation can play a negative role in training an employee and the environment of an organization. Employees just start working to take advantage of these additional hints. It will not make a big difference for a short time, but its perverted effects will be obvious in the long run. In the long term, this can be contagious because every employee wants to be more competitive than money and does not want to think about learning and development. Sometimes ethics can be at stake: money can cause a person to break the interests of their own organization, and acknowledgment acts as a catalyst for negativity rather than motivation.Often, we encounter situations where employers are reluctant to acknowledge their employees’ performance because they often find that their employees are realizing that their efforts are becoming discomfort to their employees. These experiences make the recognition of employees rather rare.

The Indian Scenario

India accounts for around one sixth of the total population, about 1.16 billion people spread over 3.2 billion kilometers. India’s expanding economy is a place for new opportunities for success and growth. But anyone who views India as an unlimited source of skills and work can be frustrated. In fact, more confusing. India’s enormous development has burdened an educational framework that is still trying to satisfy demand. A war of abilities is now in turmoil. Reward and recognition programs are becoming more and more fundamental as the pay gap and employee turnover reach new heights. India is also a strange mixture of logical inconsistencies. A generally collectivist, relationship-oriented culture, expanded globalization, and financial development have intensified the Indian tendencies for independence and individual achievement. Therefore, the nation is a very paternalistic and stratified culture – but this advanced system is in contrast to India’s strong desire to be a meritocracy.
For Indian scholars, this social mix is ​​a flexible exercise. Indian filmmakers – many of whom are internationally educated – specialize in exploration.

The past twenty years have been marked by a period of strong financial improvement in India, as the changes in 1991 allowed the country to open its arms to the world. The subsequent development, and especially the attractiveness of India as a subcontractor, has had a significant impact on the corporate culture and socio-economics of the Indian workforce.

With a GDP of around 6.4 percent, India is the third largest economy in the world and has about 450 million workers, 30 million of whom are unemployed. This unemployment is quite amazing for unskilled workers. However, the rest of the world still has an extreme shortage of talented people – especially in the computer, back-office and administration sectors. Indian colleges do not have enough places to find out about the demand for trained and competent managers and experts – which fueled the war for skills in these areas, and the need for maintenance, progress, and advances demonstrated a decent hierarchical culture for managers. In addition, there is a generational gap between experienced and experienced specialists and a more enthusiastic youth focused on the world. Organizations try to control both the intrinsic value and the talent they need for a bipartite workforce. Many associations are currently looking for ways to influence progressive Indian culture to work for them.

Finally, no dialogue of Indian work would be completed without discussing decent diversity. Winston Churchill has already said, “India is just a geographic expression, it is no longer a lonely nation as Ecuador.” There are more than twenty-two remarkable and many smaller dialects in India, along with seven built religions and a plethora of positions and tribes. Value is a core principle of Indian law, and organizations are being tested to deliver fair and just, yet adaptable and socially sensitive policies that can dynamically and sustainably support this dynamic and diverse population.

Indian employees hope for impartial compensation in the face of development opportunities and “reasonable and effective enforcement criticism,” which is a step away from the traditional Indian framework known to be based on social unions with formalization, demonstrable skills, and a clear approach. “Motivation and Reward are a Critical Approach to Bringing Workers Beyond Key Roles or Responsibilities (KRA) Administrators play a particularly important role in Indian workplaces – to a limited extent, as human-centered and patristic progress implies that Working relationships and criticism are usually well-ordered Experts expect the appropriate headline to be considered What is expected of them and the Indian superiors is accustomed to flawless ingenuity – in any case, these connections generally do not work well the unmistakable low quality of Indian specialists can cover problems to a point where they will not return. A study by Indian associations cited in Forbes in 2012 found that 48% of turnover was due to poor relations between agents and administrators were to be led. Organizations look for ways to strengthen these connections.

Strategic Incentives- new way to thrive employee recognition

Employees thrive in gratitude; however, their cravings can make them feel intense, as if they had been legitimately accepted in the work environment. Taking into account the ultimate goal of proper disposition and mental well-being, an employee must feel that their contribution or value has not been missed unnoticed. Encouraging them to feel that way should be an integral part of your corporate culture. But you should be careful. Legitimate motivations and recognition require a central and strategic approach to diversity. In some cases, what works in Western societies does not work in India.

If you find that a worker has accomplished something phenomenal and your recognition is socially special, it could lead to a reversal of the rejection, as the agent shames the future. When Indian officials respond to recognition, terrible recognition is just as perishable.

Positive feedback, however, crosses Western social boundaries. You will see that the use of this technique to power the Indians is especially powerful. Due to the individualistic and ambitious nature of most Indian representatives, the knowledge that they have done exemplary work will help them achieve their goals. In addition, a person is sometimes unworthy of receiving positive feedback and needs negative or sharp comments in order to improve. There should be no hesitation in doing so after all feedback is important and increasing the effort of the person.

Online networking is an important test in India. In autumn 2015, nearly 80% of the Indian market had a “phone density”, which means that 8 out of 10 people in India own a cell phone. Given the size of the nation, its decent diversity and its population, care for associations in India has become a social miracle. When you see representatives, it is important to have a method to carefully develop that recognition. Indians are generally expressive and something they can share through social networks will greatly stimulate them.

Due to the natural expressiveness of Indian culture, it is also an exceptional approach in building the workforce to offer employees a way to creatively communicate their triumphs and thoughts. You will also have less difficulty talking to them, so that competent employees can be distinguished and developed further. Expressive workers who feel free and mentally strong and have found the appropriate recognition will be able to speak to you on a more successful level. This correspondence can help you identify agents who have done well to find out who may have gone unnoticed. The individual has the opportunity to express himself – culturally diverse. The Indian culture, however different it may be, has many unconventional ones that cannot be neglected but are not completely alien.

As purchasing power in India’s burgeoning currency increases, interest in commodities, governments, and experts will normally also increase, and Indian workers will probably do so too, probably the next generation. It’s a place in the world where hardworking people can outperform if they’re just perceived. Since there is such a demand for capacity in India, the right to remunerate that ability is a business for which you can expect more remarkable results in India than most Western-oriented nations. In any case, this must be done by understanding and adapting to the lifestyle and culture of the country. The quest to drive it in western form will only confuse everyone. India is really a round tang, and it cannot be made to fit in an empty space.

With the advent of the 21st century, some companies have recognized the value of their assets. Some companies have found that the workforce can really play a catalytic role in building or divesting a business. Organizations are different. There are some who keep an eye on their representatives, even forbid the use of mobile phones in the office, and others who order grim customs and pilgrims at work.

On the other hand, there are foundations that allow employees to work from home and invest in a more user-friendly schedule than to maintain a military framework. These human-face organizations turn to their workers in emergencies, supporting them, and treating the low-cost therapeutic needs of their families.

The days when people looked for lucrative jobs in a wild office are over. Even well-paid workers agree that cash does not matter after a certain point, but a job done and a pleasant office environment that ultimately has an impact. According to a recent survey, the previous client was the king, but now it’s no less for the employee. In order for your employees to be satisfied, you gain in efficiency, a favorable working environment and overall growth. Here are some organizations that use their numbers:

1)     Google

2)     American Express India

3)     Ujjivan Financial services

4)     Teleperformance India

5)     Godrej consumer products

6)     Marriott Hotels India

7)     SAP labs India

8)     The Oberoi Group

9)     Lemon Tree Hotels

10) RMSI

Common to all these organizations is the attitude with which they treat their employees. Through their innovative initiatives and collective efforts, these organizations succeed in fostering artists with high potential, improving the harmony of their employees and creating a collaborative work environment.

The policy of Lemon Tree Hotels to employ people with disabilities is a risky step in the hotel industry, but it all depends on management. The learning of the sign language is obligatory from the management to the staff. By combining corporate social responsibility, ethics and employee recognition, all with infallible grace and commitment, they work well. In order to be truly persuasive and effective in your work, you need to understand the psychology of applauding others for their excellent work, to set the standards for employee recognition, and to encourage others to begin their relationships. Job.

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Gratitude is a central human need. People respond to the gratitude expressed by the recognition of their hard work and say that their work is valued. As employees and their work are valued, their growth and effectiveness increases and they are encouraged to continue or improve their excellent work. Praise and appreciation are the basis for an exceptional work environment. The individual must be considered and evaluated for his commitment. Everyone wants to be perceived as an individual or as a member of a group, and feel a sense of accomplishment for a function that is admirably accomplished or not as a valiant attempt. Everyone needs a “praise” to have influence and to feel good.

The recognition and recognition of employees is not a witch – it is an undeniable and remarkable activity. Notwithstanding the undeniable benefits of recognizing employees, one of the undisputed truths of the workplace atmosphere is that employee recognition is bad if it happens in some way. Supervisors need to be strengthened and trained. The recognition of employees remains an undervalued management technique that can lead to quick results.

Benefit Analysis of Recognising Employees

  • Increased individual effectiveness – The demonstration of perceived driving behavior reinforces the redundancy of the desired behavior. It encourages a person to repeat certain behaviors, thereby increasing productivity. It is an exemplary behavioral research in the brain. Increased leadership strengthens the organization’s main purpose and key performance indicators.
  • Increased employee satisfaction and job satisfaction – more time for concentration work and less time spent.
  • Coordination of individuals and groups is recorded.
  • Higher satisfaction and customer satisfaction.
  • Cooperation between employees is improved.
  • Incorporation of efficient employees increases – lowers the emigration rate.
  • Reduction of negative effects, such as lack of presence and stress.
  • Lower absenteeism and stress.

Quantifiable change in productivity

Measuring the immediate impact on productivity is embarrassing as it is just one of many components that affect people in every work environment. However, the contextual studies showed an influential defense that the main benefit of the Group was achieved through recognition and recognition levels. Walt Disney World Resort has implemented an employee recognition program that has increased employee satisfaction by 15% through day-to-day recognition of superiors. These results are highly correlated with high visitor satisfaction, which suggests a strong expectation of return, and is therefore geared specifically toward increasing profits.


In summary, Indian companies did not initially have a strategy or plan for employee recognition, but how the world is changing and how skilled workers are created. Companies take initiatives to retain their productive employees. These initiatives include a significant portion of employee recognition. Employee identification tools can vary from company to company as each company has a different ethics. Some people may feel that others are being recognized in the form of cash, but we are moving towards a better environment and working culture.

Reward and recognition programs are the main motivator and driver of employee performance, especially in the service sectors. The design of a system adapted to the organization is very long and even binds the employees. It always requires a deep understanding of the team or person. At the same time, management must first be aware of variables that influence teamwork and motivate individuals. Even the best reward systems can disappear over time. Therefore, regular evaluation must be carried out to ensure that the purpose of the system and that of the organization go hand in hand.



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