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Paper ID:10.55041/IJSREM.GSTCOS120

The Impact of Non-Monetary Recognition on Employee Motivation and Performance: An Empirical Study on Retention and Engagement

Stream/Area:

-

Subject:

-

Paper ID:

10.55041/IJSREM.GSTCOS120

Volume:

10 |

7 |

Jul 2026

Pages:

1-8

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/ijsrem.GSTCOS120

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

D

Dr.T.Shanmugapriya

Associate Professor

MLRIT, Hyderabad.

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DJKG

Dr. Jostna Kumar Gantepogu

Assistant Professor

MLRIT, Hyderabad.

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MS

Mohammad Sirajuddin

Assistant Professor

MLRIT, Hyderabad.

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Abstract

Don't let your best people’s efforts go unrecognized. Although the concept of positive reinforcement and the related principle that you get what you reward is well founded in the literature, its effective use by practicing managers is uneven and often totally lacking in day-to-day business operations. This study explored the conditions that enable or inhibit the use by managers of one type of positive reinforcement: Non-monetary recognition (NMR). Its purpose was to extend the body of knowledge about the application of concepts validated in literature yet not commonly used by managers in business. It seems that now more than ever employee recognition is limited at best in many organizations. Unfortunately, many managers don't understand the importance of recognizing a team member's hard work and a job well done. Many might even ask why they should recognize their employees when they are "just doing their job." This paper analyses and illustrates, there are a whole host of alternative motivators that can act to influence employee behaviour and enhance employee motivation. A many organizations are beginning to realize, competitive difference may ultimately be made by non-financial factors.

KEYWORDS

Employee Recognition Non-Monetary Recognition (NMR) Employee Motivation Positive Reinforcement Reward Systems Employee Performance managerial Practices Workplace Behavior Employee Engagement Organizational Effectiveness.

Cite This Article

Dr.T.Shanmugapriya, Dr. Jostna Kumar Gantepogu, Mohammad Sirajuddin, "The Impact of Non-Monetary Recognition on Employee Motivation and Performance: An Empirical Study on Retention and Engagement," International Journal of Scientific Research in Engineering and Management, vol. 10, no. 7, pp. 1-8, Jul 2026. https://doi.org/10.55041/ijsrem.GSTCOS120

Full Article/Conclusion

Companies can help their employees to feel more appreciated by implementing the correct elements of a recognition program. The truth is that recognizing employees for their hard work is one of the least expensive and easiest ways to improve the level of employee retention in your organization. The return on investment for a manager's time and limited expenses can be incredible. For an organization to do well it’s important to have strong employee base. For that the company needs to have an employee retention strategy. One of which is Rewards & Recognition. Human Resources, with financial support from the office of Business and Finance, would like to encourage and assist managers and supervisors to reward and recognize their employees. 

References

 [1] Ann K. Larsen, RN (1993), “Employee recognition- A working model to enhance job satisfaction”, Vol. 57, No.4. [2] Sirota, David; Mischkind, Louis A.; Meltzer, Michael Irwin. The enthusiastic employee – how companies profit by giving workers what they  want. Upper Saddle River, New Jersey: Pearson Education, Inc., publishing as Wharton School Publishing, 2005, pp. 207-208. [3] Harter, J.K., Schmidt, F.L., & Killham, E.A. Employee engagement, satisfaction, and business-unit-level outcomes: a meta-analysis. Washington DC: The Gallup Organization, 2003. [4] Rath, Tom and Clifton, Donald O. How full is your bucket? New York: Gallup Press, 2004, p.33. [5] Hrebiniak, Lawrence G. Making strategy work: leading effective execution and change. Upper Saddle River, New Jersey: Pearson Education, Inc., publishing as Wharton School Publishing, 2005, pp. 200-201. [6] Beer M, Spector B, Lawrence P, Mills QR (1984). Managing Human Assets: New York: Free Press [7] Chiu Rk, Luk VW, Tang TL (2002). Retaining & Motivating employee: Compensation preferences. Personal review, 31(4):402-431

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Publication Date

7/4/2026

Peer Review Type

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Review Rounds: 2

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