Read the article “Giving Praise” (see below). Do you believegiving praise is motivational? What is significant about theprocess in the article? Would you improve the process? Do youbelieve managers implement and utilize praise frequently as amotivational tool? Describe your thoughts.

"GIVING PRAISE"

In the 1940’s, Lawrence Lindahl conducted a survey revealingthat what employees want most from a job is full appreciation forwork done. Similar studies have been performed over the years withlittle change in results. A recent survey showed that managers wantpersonal recognition more than salary by four to one. Anothersurvey revealed that 27 percent of workers would quit to move to acompany known for giving praise and recognition; 38 percent ofworkers said they rarely or never get praise from their boss. Whenwas the last time your boss gave you a thank-you or some praise fora job well done? When was the last time your boss complained aboutyour work? If you are a manager, when was the last time you praisedor criticized your employees? What is the ratio of praise tocriticism?

Giving praise develops a positive self-concept in employees andleads to better performance – the Pygmalion effect. Praise is amotivator (not a hygiene) because it meets employees’ needs foresteem/self-actualization, growth, and achievement. Giving praisecreates a win-win situation. It is probably the most powerful,simplest, and yet most underused motivational technique thereis.

Ken Blanchard and Spencer Johnson have recently popularizedgiving praise through their best-selling book The One MinuteManager.  They developed a technique that involves givingone-minute feedback or praise. The steps in giving praise are asfollows:

Step 1, Tell the person exactly what was done correctly; Step 2,Tell the person why the behavior is important; Step 3, Stop for amoment of silence; Step 4, Encourage repeat performance. Blanchardcalls it one-minute praise because it should not take more than oneminute to give the praise. It is not necessary for the employee tosay anything. The four steps are illustrated below.

Step 1. Tell the person exactly What Was Done correctly:Whengiving praise look the person in the eye. Eye contact showssincerity and concern. It is important to be very specific anddescriptive. General statements like “you’re a good worker” are notas effective. But, on the other hand, don’t talk for too long, orthe praise loses its effectiveness.

Supervisor: John, I just overheard you deal with that customer’scomplaint. You did an excellent job of keeping your cool; you werepolite. That person came in angry and left happy.

Step 2. Tell the Person Why the Behavior Is Important: Brieflystate how the organization, and/or person, benefits from theaction. It is also helpful to tell the employee how you feel aboutthe behavior. Be specific and descriptive.

Supervisor: Without customers we don’t have a business. Onecustomer bad-mouthing us can cause hundreds of dollars in lostsales. It really made me proud to see you handle that toughsituation the way you did.

Step 3. Stop for a Moment of Silence: This is a tough one. Mostsupervisors the author trains have trouble being silent. Therationale for the silence is to give the employee the chance to“feel” the impact of the praise. It’s like “the pause thatrefreshes.”

Supervisor: (Silently counts to five.)

Step 4. Encourage Repeat Performance: That is the reinforcementthat motivates the employee to keep up performance. Blanchardrecommends touching the employee. Touching has a powerful impact.However, he recommends it only if both parties feel comfortable.Others say don’t touch employees; it could lead to sexualharassment charge.

Supervisor: Thanks, John, keep up the good work (while touchingJohn on the shoulder, or shaking hands).

?As you can see, giving praise is easy, and it doesn’t cost apenny. Several supervisors the author has trained to give praisesay it works wonders. It’s much better motivator than giving araise or other monetary reward. One supervisor stated that anemployee was taking his time stacking cans on a display. He gavethe employee praise for stacking the cans so straight. The employeewas so pleased with the praise that the display went up with about100 percent increase in productivity. Notice that the supervisorlooked for positive and used positive reinforcement, rather thanpunishment. The supervisor could have made a comment such as, “Quitgoofing off and get the display up faster.” That statement wouldnot have motivated the employee to increase productivity. All itwould have done was hurt human relations, and could have ended inan argument. Notice that in the above supervisor’s example the canswere straight. The employee was not praised for the slow work pace.However, if the praise had not worked, the supervisor should haveused another reinforcement method.

Giving Praise Model

Step 1. Tell the person exactly what was done correctly.

Step 2. Tell the person why the behavior is important.

Step 3. Stop for a moment of silence.

Step 4. Encourage repeat performance.