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Kozner and Posner Encourage the Heart

Holley Jacobs
December 11, 2014

1. Discuss the common elements of effective recognition.


Communication is one of the highest elements that enable
recognition of employees. This is fundamental in all regards to successful
exchange between employee and leader. Other areas that are just as
important are to know and practice the companys vision and mission
statement as well as communicating the core values of the company. This is
an ongoing process and is the why of recognition giving (Saunderson,
2004, p. 260). Other elements that needed include consistency within the
organization, having the right culture and caring about the employees. This
helps build trust, which only increases productivity, performance, and
communication between employees and leaders.
Giving employees proper recognition not only formal and informal, but
on an everyday basis will have impacts in:
Improves morale by 97%
Improves belonging by 98%
Increases commitment by 92%
Increases work satisfaction by 92%
Improves retention of workers by 82%
(Saunderson, 2004, p. 256).
Successful companies have training and encouragement for leaders to
learn recognition policies of many types and vary the way employees are
validated. Some of the ways mentioned are in the company intranet, on
their internet, in newsletters, and during company meetings
(Saunderson, 2004).
2. Present some best practices that you have seen in your research.
Some current best practices include have clear policies and
procedures for how and when to recognize employees as well as training
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and educational resources for leaders. The recognition needs to be timely


and include verbal praise, written letters with the company logo on them,
and tangible yet award optional recognition. The sooner you give the
recognition, the shinier the star (Saunderson, 2004, p. 262).
Employees want to see a values driven culture and one in which senior
leadership is participating in the process. They want celebrations instead
of ceremonies that are rehearsed and unnatural.
An overview of the company culture needs to be incorporated into the
recognition of employees who go above what is expected of them. The three
things that companies have that exemplify employee recognition programs
are:
1. Strong corporate values that are consistently lived by employees at all
levels
2. Awareness of the importance, impact, and need for recognition
3. Ways for leaders to learn and develop effective feedback to employees
(Saunderson, 2004, p. 268).
This are just several ways to incorporate recognizing employees for
their hard work. Most importantly is to practice what you preach and not
come off like a hypocrite. A leader needs to know their employees so that
the recognition will mean more to the employee. Everyone deserves a pat
on the back even for a simple task of helping a customer find a product not
just by pointing and saying Isle 2 but by saying Come with me, I will show
you where it is. That makes a difference to me and I am always sure to
thank that employee, realizing that they are a rare breed in todays fastpaced business world.
3. Talk about a time when your good performance was recognized and how it
encouraged you to continue performing well.
I have a story about how I became the office manager in the pediatricians
office I worked as charge nurse in quite a few years back. It is not
necessarily a happy ending though but it was good while it lasted. The
doctor I worked for was a tyrant and not many people could deal with her
on any level. I started there as the charge nurse but working with the other
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doctor in the office. I loved working with her and was saddened when the
other doctor (the owner) made me switch sides. At first, she made the
situation to be a promotion, as she rarely likes the nurses that work for
her. I guess I should have noted something there but I was happy with the
promotion as it gave me more money and more hours at the pediatric
clinic. However, I began to realize that the owner was slowly but surely
firing people left and right. I was very proficient at my job, which is why the
owner moved me to her side. I must have been too proficient because
before I knew it, she had me working as the office manager as well. This did
not sit well with me as the office manager and I got along fine but shortly,
thereafter, she fired her too. I, now, was officially promoted to office
manager. The position, however, did not relieve me of my duties to being at
her disposal. At first, I loved when she would commend me. I cant do this
without you. I need you here every day. The office doesnt run well when
you arent here. etc. I was proud that someone saw that potential in me and
I worked harder and longer for her to reinforce the positive every day
recognition I received. That day was short lived though.
Yet still, I tried to look at things in a positive light and the money was very
good. I began taking on all manager duties, including ones that the former
manager never did, such as payroll, sick and vacation time for the
employees, insurance, HER personal financial bills, and finally billing. It
became evident that my time was to revolve around this job. Sometimes, we
think that money is a great motivator, but my lesson was that I missed my
son desperately. He was only two years old and I was missing major
milestones due to this promotion. If I asked for help, the doctor would tell
me You can handle this, Holley. Youve been doing this long. In the end, it
cost me my career. I was already disabled when I went to work for her. The
stress of the job and her perceived encouragement to me ended me in the
hospital three times in four months with bacteria pneumonia. That is VERY
unusual in itself but especially for a 24-year-old woman. I am sure I would
have lost my career as my disabilities got worse anyway but I feel that the
recognition I received was not worth what I lost even though the
encouragement made me go home satisfied.
References
Saunderson, R. (2004). Survey of Findings of the Effectiveness of Employee Recognition in the Public Sector. Public
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Personnnel Managagement, 33(3), 255-275. Retrieved from


http://search.ebschohost.com.lib.kaplan.edu/login.aspx?direct=true&db=f5h&AN=14689982&site=eds-live

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