Developed by Bob Nelson, Ph.D, the leading consultant on employee motivation and author of the best selling book 1001 Ways to Reward Employees!
Studies show that recognizing employees for their good work is one of the most effective ways to motivate them. So why don’t more managers say “thank you” or give praise?
The Recognition Practices Inventory for Employees:
Your employees determine the motivation reality in your organization. Move from subjective feelings to objective analysis of actual behavioral practices with this Recognition Practices Inventory for Employees.
The results of this inventory provide the reality as to what employees prefer and perceive regarding recognition behaviors of their managers. It allows you to identify and prioritize gaps between what employees want from their leaders and what they get.
The Recognition Practices Inventory for Managers:
This inventory measures the perceived importance and frequency managers place on a variety of actual and potential employee recognition behaviors, practices, and activities in the workplace. With the results of this assessment you can create a baseline of values and perceptions that can serve as a key starting point for improving and implementing this important motivational tool rewards and recognition. Individual managers receive feedback reports with comparison data, and suggestions for improving motivation through more effective recognition practices.
What This Inventory Tells You
This inventory prioritizes 13 factors of recognition in terms of how managers practice various types of recognition. Scores are compared to the stated preferences of all employees who have ranked these items. The 13 factors below are listed in priority order of importance as ranked by all employees who have taken this inventory.
1. Support and Involvement
This factor looks at how well managers provide employees with information they need to do their jobs, how well managers support employees when they make mistakes, how well managers involve employees when making decisions, and if the manager asks employees for their opinion or ideas.
2. Personal Praise
This factor examines if employees are personally thanked for doing good work, given verbal praise, sought out for commendation, and praised for good work in front of another person.
3. Autonomy and Authority
This factor determines if employees are allowed to decide how best to do their work, given increased job autonomy and authority, and given a choice of assignments.
4. Flexible Working Hours
This scale addresses if employees are allowed to leave work early when necessary, given flexible hours or time off from work, and allowed comp time for extra hours worked.
5. Learning and Development
This factor indicates if managers support employees in learning new skills, discuss career options with employees, allow employees to participate in learning activities, and discuss learnings after completed projects.
6. Manager Availability and Time
This factor measures if managers are available to address questions/concerns of employees, take time to get to know employees, spend time with employees, and listen to employees on non-job issues.
7. Written Praise
This scale looks at written forms of praise such as letters of commendation and thank-you notes added to employees’ personnel files.
8. Electronic Praise
This scale measures if managers forward and/or copy positive e-mail messages to employees, praise via e-mail, and praise via voice mail.
9. Public Praise
This factor determines if employees receive public praise in the form of customer letters that are publicly shared or posted, in a department or company meeting, at a company awards ceremony, or acknowledged in the company newsletter.
10. Cash or Cash Substitutes
This factor examines if employees are awarded nominal cash, gift certificates or vouchers, dinner out for two, and entertainment tickets.
11. Achievement Awards
This scale looks at whether employees receive years-of-service awards, special achievement awards, certificates of achievement, and employee-of-the-month awards.
12. Nominal Gifts or Food
This factor measures managers’ use of the following to celebrate success: food, flowers, gifts, or mementos; coupons for food, car wash, or movie tickets; or the management purchase of lunch or dinner.
13. Public Perks
This factor examines whether employees are given special privileges or perks, preferred parking spaces, employee-of-the-month awards or “pass around” trophies.
The Organizational Recognition Assessment For Managers – HAS BEEN DISCONTINUED AND REMOVED FROM THE BATTERY
This assessment measures beliefs and expectations, past and current experiences, and organizational variables that influence your managers’ use of recognition.
It will help your organization clarify why your managers use or don’t use recognition and help your managers better understand their strengths and weaknesses in this often-overlooked area.
Create a baseline for creating and sustaining a culture of recognition
The 54-statement, self-scoring assessment provides feedback in six dimensions that have a significant influence on why managers use or don’t use recognition:
Impact on performance
Beliefs about recognition
Ability to do recognition
Passion for recognition
Organizational support for recognition
Organizational context for recognition
Includes examples and exercises for applying the information in the real world to motivate employees, increase their performance, provide practical feedback, make it easier for them to get the work done and build a more positive and productive work environment.
Use Organizational Recognition Assessment for Managers in a group or individually. Either way, you’ll foster the skills that will inspire even the most difficult employees to do their best.