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Employee Recognition and Performance: A Field Experiment

  • Bradler, Christiane


    (ZEW Mannheim)

  • Dur, Robert


    (Erasmus University Rotterdam)

  • Neckermann, Susanne


    (Erasmus University Rotterdam)

  • Non, Arjan


    (ROA, Maastricht University)

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 so 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.

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Paper provided by Institute for the Study of Labor (IZA) in its series IZA Discussion Papers with number 8311.

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Length: 32 pages
Date of creation: Jul 2014
Date of revision:
Handle: RePEc:iza:izadps:dp8311
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