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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.
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.
Despite small signs that the economy is improving, executives and managers are hunkering down for what could still be a long economic downturn. Here's how to keep teams engaged until the economy improves -- whenever that is.
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.
The number of disengaged employees grew only slightly last year, according to a Gallup survey. But their disenchantment still adds up to billions of dollars in lost productivity for the country. This article tells how managers in Singapore can reverse the trend.
The number-one reason people leave their jobs is because they "don't feel appreciated," according to the U.S. Department of Labor. What's a manager to do? Start by offering praise to employees that's individualized, deserved, and specific.
Your employees have thousands of interactions each day, according to the authors of How Full Is Your Bucket? Positive Strategies for Work and Life. For better or worse, some of those interactions are life-changing.
In an interview, Tom Rath, coauthor of How Full Is Your Bucket?, explains how negativity hurts American business -- and describes the right and wrong ways to recognize employees' good work.
Research shows they are critical to increasing employee productivity and engagement, according to the authors of How Full Is Your Bucket? Positive Strategies for Work and Life. What's more, people who receive regular recognition and praise are more likely to stay with their organization, receive higher loyalty and satisfaction scores from customers, and have fewer accidents on the job.
The Positive Psychology movement offers rich possibilities for executives who want to improve company performance by unleashing human potential. Barbara Fredrickson, Ph.D., is on the vanguard of this movement. In an interview, she shares insights that have startling implications for anyone who wants the best out of a boss, employee, or customer.
Praise and recognition are essential building blocks of a great workplace. We all possess the need to be recognized as individuals, and to feel a sense of accomplishment. There is nothing complicated about recognition, but it is one of the items that consistently receives the lowest ratings from employees.