Receiving praise from a manager after a successful effort at work can certainly feel rewarding. But what should managers consider when commenting on an employee’s performance? Sven Siverbo, Professor in business administration at Karlstad Business School, has conducted research on these issues.

The research resulted in three articles:

• Verbal Rewards and Public Employees’ Autonomous Motivation
• Factors Influencing the Salience of Verbal Rewards
• Management Through Verbal Rewards: A Systematic Review and Research Agenda

For some employees, praise plays a prominent role. They know that strong performance is “rewarded” with praise from their manager, and for these individuals praise functions as a control tool. However, this can be both positive and negative, as it may create a risk that employees become more interested in receiving praise than in doing a good job.

According to Sven Siverbo, praise becomes increasingly salient for employees when it is given frequently, accompanied by an explanation (rather than simply saying “good job”), based on performance, and perceived as attractive or meaningful.

Sven Siverbo, can too much praise from a manager actually reduce job satisfaction?

– Yes, it can, at least if it is given in the wrong way to the wrong person.

What is the difference between receiving praise for skill and receiving praise for effort?

– The difference is that praise for skill makes the recipient feel more competent, which in turn creates a stronger internal drive to do their work. Praise for effort can, in some cases, have the opposite effect.

Why do some people feel more engaged after receiving praise while others feel more controlled?

– They have probably received different kinds of praise and may also work in different types of workplaces. The risk of negative effects is greatest when praise is delivered in a controlling manner, making the recipient feel that the manager is trying to influence their behavior. This is especially problematic in workplaces where employees are already highly engaged and interested in their work, meaning there is more motivation at risk of being undermined.

When does a “Good job!” boost motivation, and when does it risk becoming another way of controlling employees?

– The phrase “good job” is associated with so many problems and risks that I avoid using it entirely as a supervisor and colleague. If I were a manager, I would never use it.

Can praise be as effective as financial rewards in improving performance?

– There are studies showing that praise is almost as effective. It is also worth remembering that praise is much less expensive for employers to provide.

What type of praise leads people to perform better?

– Research conducted in workplace settings suggests that praise based on results and demonstrated skill has the strongest impact on performance.

How is the impact of praise affected when work tasks are complex and require creativity?

– Praise has proven problematic in workplaces characterized by high task complexity because it can crowd out the type of motivation needed for problem-solving, persistence, and personal responsibility.

Do you think praise is an underutilized resource in today’s working life?

– Both yes and no. Many employees greatly appreciate praise, and it can be an effective control tool in workplaces with relatively simple tasks. However, it would probably be preferable if employees had greater self-confidence and self-esteem so that they were less dependent on others’ evaluations of their performance.

So how should managers give praise?

– That is difficult to answer in general terms because it depends on what a manager wants to achieve and on the nature of the activity. However, there are three types of praise:

• Ceremonial praise
• Controlling praise
• Genuine praise

– Ceremonial praise is often collective and belongs at events such as year-end celebrations. Controlling praise can be perceived as manipulative and should only be used when other methods of influence are unavailable. Genuine praise is reliable, specific, and moderate, and it tends to produce the most beneficial long-term effects. Providing this kind of praise requires a considerable investment of effort from the manager.

Verbal rewards and public managers' autonomous motivation
http://kau.diva-portal.org/smash/record.jsf?pid=diva2:1752005

Antecedents to verbal reward salience
http://kau.diva-portal.org/smash/record.jsf?pid=diva2:1939832

Management control through verbal rewards: a systematic review and research agenda
http://kau.diva-portal.org/smash/record.jsf?pid=diva2:2061729