Employee recognition as a management skill: Considering the effects of team efficacy

Recognising and rewarding good performance is an important managerial skill as it is vital for employee motivadon. To gain a better understanding on how recognidon exerts its infiuence, the purpose of the current study is twofold: firsdy, to invesdgate whether recognition (or the lack of it) is a relevant issue with the staff of a large Australian pharmacy. Secondly, to our best knowledge the present study is the first to shed light onto the nature and funcdon of recognidon by invesdgadng its underlying processes. Drawing from goal setdng, social cognidve and attribution theory, a model in which recognidon from the manger predicts employee outcomes is developed. It predicts that managerial recognidon will infiuence employee well-being direcdy and indirecdy by its impact on team efficacy. Data from the pharmacy staff is qualitadvely and quandtadvely analysed. Qualitadve analysis suggests that recognidon is a major modvator for the pharmacy staff. Addidonally it is found that employees who receive recognidon from their manager have posidve percepdons about their work groups, and in turn experience high levels of well-being. Implicadons and Hmitadons of the current study, as well as avenues for future research are discussed.

A multilevel analysis of BIS sensitivity and negative affect during skill acquisition

This Study examined the muldlevel reladonships among negadve affect Behavioural Inhibidon System (BIS) Sensidvit)' and performance. It also invesdgated whether the reladonship among these variables changed across pracdce. Pardcipants performed muldple trials of a simulated air traffic control task, A single measure of BIS was taken before pracdce, while negadve affect and performance were measured at repeated intervals. As expected, negadve affect was detrimental to performance at both a between-person and withinperson level, BIS was also found to be detrimental to performance. Contrary' to expectadons, the reladonship between BIS and performance was not mediated by overall levels of negadve affect. As predicted, the effects of overall levels of negadve affect and BIS strengthened across pracdce as pardcipants gained task knowledge and skill. The findings of this study are interpreted using resource allocadon theor}' and the implicadons for skiU acquisidon discussed.