Individuals in organisations are increasingly extracting the most basic sense of purpose from the personal fulfilment they derive from being part of an organisation.

Creating that fulfilment is a challenge manager face as they strive to develop an energising corporate purpose. With the erosion of institutions like families, communities, churches in some countries due to economic and social demands which once provided individuals with meaning, the workplace is fast becoming the primary means for personal fulfilment. This could explain why employees now seek more than just work in organisations. Institutions now have to give meaning to a person’s life. Inevitably managers have to change the relationship from one in which employees are working for a company to one in which they belong. Their contributions have to be recognised and this personal recognition must reflect genuine respect. When organisations start doing this, employees respond positively to this appreciation. Such recognition confirms that their work is valued which ultimately increases their satisfaction and productivity. Employee motivation automatically rises to maintain that good work.

As leaders, if we want effectiveness in our jobs, there is need to understand the importance of praising others for their good work. We need to continuously apply the principles of employee recognition as well as encouraging others to initiate it in their work relationships. Helping employees to feel appreciated is of paramount importance in the workplace. People generally want to be respected and valued by others for their contributions. Appreciation is a fundamental human need. Everyone has the desire to be recognised as an individual or as a member of the group and to feel a sense of achievement for work well done.

One of the mysteries though of workplace appreciation is that it is rarely done and if done it is that the employee knows the significance of the recent achievement thereby reinforcing it. It will therefore keep the employee focused on their short-term goals.

How should leaders recognise or appreciate employees? This might be a question many leaders can pose in their day to day work. There are however aspects to employee appreciation which leaders need to be cognisant of. Managers and employees should be fully aware of what is expected from the employees. Managers need to see, identify or realise the opportunity to praise employees. When part of the goals are met, when employees go an extra mile in meeting them, these are all opportunities to praise good work. If as managers you constantly stay out of the receptive frame of mind, you may easily pass over so many opportunities. We need to be physically doing something to acknowledge and praise people for the good work. In employee recognition, communication plays a vital role. As leaders maintaining good working relationships with staff is key. Inherently, in recognition reside huge communication components. To ably do this, managers need reinforcement and coaching to assist them in this role. There is need for programs, principles and procedures that help the application of employee recognition effectively within the work place.

The biggest challenge for organisations is to work on managers so that they get out of the non-receptive frame of mind. Training them to think, behave and look outside their boxes will help organisations and employees together. Because of these salient features, employee recognition has remained an undervalued management technique. Yet a cost benefits analysis of employee recognition shows that the costs are quite small and benefits are large when implemented effectively. Employee recognition yields higher loyalty and satisfaction, teamwork is enhanced as well as retention of quality employees. There are persuasive cases that the bottom-line benefits have been achieved through employee recognition schemes. Employer branding is also improved by such best practices which invariably contribute to employee engagement. When done effectively employees are automatically made effective brand ambassadors for an organisation. They in turn contribute to the economic health of an organisation.

Managers need to start spontaneously praising people. Receiving a sincere “thank you” is more important than receiving something tangible. Recognition has to be on a day to day basis because it gives the individual the immediate opportunity to recognise good work by others hence setting an example to others for the desired behaviour. This has been viewed as a powerful reinforcement of desired behaviour and it is the principle of social proof in action, a term social psychologist professors buttressed when they said. “We view behaviour as correct in a given situation to the degree, we see others performing it. People follow the lead of similar others.’’

Best formula to this imperative includes thanking the person by name, stating what is it what they have done that is being recognised and also what that behaviour/ efforts made you feel like.

Building a culture of recognition and motivation is a gateway to keeping employees happy at work. Since job performance is said to be a function of ability multiplied by motivation employers should ensure their employees are appreciated all the time. Please remember, “Feedback is the breakfast for champions!” it is said.

Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at Tel: 263 773004143 or 263 242 772778 or visit our website at www.proservehr.com