Explore Gallup's research.
Recognition is an essential component of great organizational culture. See how employee recognition -- or lack thereof -- is affecting key industries.
Millennial and Gen Z workers say they want more frequent recognition than their elder coworkers. See how to provide what all employees need to thrive.
When recognition is inequitable, the consequences are far-reaching. See how equitable recognition makes for better work -- and a better workplace.
Download the Transforming Workplaces Through Recognition report
The benefits of individual employee recognition are well known. Learn what happens when you start recognizing employees on the team level.
In the changing workplace, a manager's role is far more than supervisory. Is your organization underinvesting in their leadership development?
On the eve of National Teacher Day, few teachers say they have received recent praise and recognition -- a problem that persists but can be fixed.
Learn how the strengths movement has been growing, along with 4 ways to make sure the right people get celebrated, based on authentic achievement.
Recognizing good work is a powerful, cost-effective method of improving organizational performance -- yet it is underused.
This is why it's worth it -- even in the face of weakness-focused orthodox management -- to build a strengths-based culture.
Although Gallup research shows that recognition is a key driver of great workplaces, fewer than one in three U.S. K-12 teachers "strongly agree" that they have recently received recognition for doing good work.
A Latin American force is promoting public safety through improved workplace conditions. The results are very promising.
An economic downturn is coming to India, and it's not going to be pretty. But engaged companies can survive, and maybe even thrive, during a brutal economy.
Like many Asian banks, Siam Commercial Bank suffered tremendously during the 1997-98 financial crisis. But it managed not only to pick up the pieces and regroup -- it moved to the front of the pack. Here's that company's success story, which offers a model for any business going through wrenching, and possibly fatal, change.
Employees may be motivated by many different things, but they all strive for recognition and praise. And they need that positive feedback at least every seven days, according to the authors of 12: The Elements of Great Managing -- a New York Times bestseller that draws on 10 million workplace interviews.
Do teams perform better for managers who apply positive leadership practices? Are they more engaged than those led by less-positive supervisors? Two researchers set out to tackle these questions. Here's what they discovered.
Employees who report they're not adequately recognized at work are three times more likely to say they'll quit in the next year. That's a shame, as this problem is completely avoidable. Frequent recognition is a surefire -- not to mention affordable -- way to boost employee engagement, and to keep good people.
This supervisor in Poland had many obstacles to overcome, not least of which was being a diminutive woman in a paper plant dominated by burly men. What's more, a palpable malaise permeated the place. But by giving her employees something they hadn't received before -- large doses of praise and recognition -- she turned around this formerly government-run warehouse. Her approach was downright radical.