Responses to co-workers receiving recognition at work

Purpose - The purpose of this paper is to examine the impact of co-workers receiving recognition on two types of responses, namely emotions (positive and negative) and behavioral intentions (interpersonal counterproductive behavior and interpersonal citizenship behavior). Design/methodology/approach - This study is an experimental scenario study with a 2 x 2 between-subjects design with 246 employees from a local health care organization. Findings - The findings reveal that the relation between the recognition of others and positive or negative emotions was moderated by the quality of the relationship between both actors. Further, as hypothesized, the relation between the recognition of others and interpersonal counterproductive behavior was moderated by relationship quality. Contrary to the authors' expectations, relationship quality did not moderate the relation between employee recognition and interpersonal citizenship behavior. Practical implications - This study provides useful suggestions for managers to diminish undesired (i.e. negative emotions and interpersonal counterproductive behavior) and enhance desired emotions and behaviors (i.e. positive emotions and interpersonal citizenship behavior). Originality/value - This study is the first to show that employee recognition may have negative effects on the emotions of others and interpersonal behavior (i.e. interpersonal counterproductive behavior)

Improving feedback reports: the role of procedural information and information specificity

We investigated the effects of varying two types of information in feedback reports on feedback reactions in the context of managerial skill development. We found that favorable reactions increased when a high amount of procedural information was given. Furthermore, unfavorable reactions diminished when participants received low specific information. Fifteen months after the assessment of feedback reactions, we also measured students' self-reported involvement in developmental activities and found a significant and positive relationship between favorable feedback reactions and developmental activities. These results provide useful suggestions for management educators to enhance feedback reactions in managerial skill development