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Employee recognition and performance: A field experiment

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  • Bradler, C.
  • Dur, R.
  • Neckermann, S.
  • Non, J.A.

    (Macro, International & Labour Economics)

Abstract

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.

Suggested Citation

  • Bradler, C. & Dur, R. & Neckermann, S. & Non, J.A., 2013. "Employee recognition and performance: A field experiment," Research Memorandum 017, Maastricht University, Graduate School of Business and Economics (GSBE).
    • Handle: RePEc:unm:umagsb:2013017
    DOI: 10.26481/umagsb.2013017
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    More about this item

    JEL classification:

    • C93 - Mathematical and Quantitative Methods - - Design of Experiments - - - Field Experiments
    • M52 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Compensation and Compensation Methods and Their Effects

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