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In her book “Mapping The Mind”, Rita Carter (University of California Press) makes the point that, “what you think you want may not be what you need”.
If surveyed, chances are most employees will tell you they want a cash reward, but what they want and what they need to motivate them to increased performance are not necessarily the same thing. It’s why so many incentive programs that offer cash or cash equivalency reward fail to inspire the level of performance expected. And non cash recognition programs with far smaller budgets get far greater return on investment. Studies suggest cash awards must approach 5% to 15% of the recipient’s annual income for it to be effective for recognition, 5% to 15% before the left brain thinks it’s fair. There can be a significant gap between the value of an award associated with a specific cash value and the recipients perception of what would be a fair reward.
Brain biology is the reason why certain “recognition” efforts may actually end up de-
For Recognition to be truly effective it should have trophy value, it should remind the recipient of the achievement every time they see or use their awards and reinforce the recipients self-
& logical functions
It evaluates in
terms of fairness.
and any reward with a dollar value attached are processed here.
Controls emotion, motivation, and the emotional energy for Performance.
Human Motivation and Recognition is