This NebGuide explains how managers can tailor recognition to individuals, thus increasing its effectiveness.
Introduction
If there\u27s one thing in life that everyone wants it\u27s to be appreciated, rewarded and recognized for their contributions. Studies indicate that employees find personal recognition more motivational than money. Results of a recent Council on Communication Management survey confirms this. According to a recent Gallup poll of people who stopped volunteering, 42 percent said they felt their work was unimportant or was unappreciated at the work place or in a volunteer setting, appropriately rewarding people is important to retention and job performance

Fox, Janet

English

DigitalCommons@University of Nebraska

University of Nebraska - Lincoln DigitalCommons@University of Nebraska - Lincoln Historical Materials from University of Nebraska-Lincoln Extension Extension 2000 G1414 Rewarding Team Members Janet Fox University of Nebraska - Lincoln Follow this and additional works at: https://digitalcommons.unl.edu/extensionhist  Part of the Agriculture Commons, and the Curriculum and Instruction Commons Fox, Janet, "G1414 Rewarding Team Members" (2000). Historical Materials from University of Nebraska-Lincoln Extension. 103. https://digitalcommons.unl.edu/extensionhist/103 This Article is brought to you for free and open access by the Extension at DigitalCommons@University of Nebraska - Lincoln. It has been accepted for inclusion in Historical Materials from University of Nebraska-Lincoln Extension by an authorized administrator of DigitalCommons@University of Nebraska - Lincoln. G1414Rewarding Team MembersJanet Fox, Extension 4-H Youth Development Specialist• identifying team members using a name badge or busi-ness cards;• mounting a photograph exhibit featuring team members in action;• providing a directory including pictures and descrip-tions of their contributions;• holding special events, and• establishing a bulletin board recognizing team member accomplishments.The most effective recognition systems occur in the day-to-day exchange between a team member and their leader through sincere appreciation for work being done. This type of recognition is more effective in part because it much more frequent. This informal recognition consists of spontaneous rewards that can be implemented with minimal planning and effort. Informal rewards also tend to be less expensive than formal awards. Informal recognition can include:• a sincere word of thanks from the right person at the right time;• involving the individual in decisions that affect them;• asking about and showing an interest in the individual’s family;• sending thank you notes;• remembering the member during special occasions such as birthday, and• selecting the member to represent the team at a train-ing.Personal PreferencesHow do we know what kind of recognition a team member or volunteer might prefer? David McClelland and John At-kinson suggested that people have three separate motivational needs, with one being predominate. Understanding which motivational needs “fit” volunteers or staff becomes vital information as one strives to provide appropriate rewards.To determine your motivation, place a check by the state-ment that best describes you. There can be only one answer per number.Providing recognition to paid and volunteer staff increases motivation and retention. This NebGuide explains how managers can tailor recognition to indi-viduals, thus increasing its effectiveness.The Importance of RewardsIf there’s one thing in life that everyone wants it’s to be appreciated, rewarded and recognized for their contributions. Studies indicate that employees find personal recognition more motivational than money. Results of a recent Council on Communication Management survey confirms this. According to a recent Gallup poll of people who stopped volunteering, 42 percent said they felt their work was unimportant or was unappreciated at the work place or in a volunteer setting, appropriately rewarding people is important to retention and job performance.Recognition Is...Webster’s New World Dictionary defines recognition four ways: 1) To be aware of; 2) acknowledgment and approval; 3) gratitude and 4) to notice as in passing. This definition validates all the areas one might need to cover when reward-ing or recognizing team members. The most important part of this definition, and the piece that doesn’t get much acknowl-edgment, is “to notice as in passing.” Critical to providing rewards and recognition is that they must be user-oriented to be effective. So noticing a team members’ contributions and acknowledging their performances are key pieces in provid-ing effective rewards.Types of RecognitionFormal recognition is what comes to mind first when people think of rewarding team members or volunteers. For-mal recognition usually takes place during special occasions or after successful assignments. Many organizations hold an annual awards ceremony where individuals are singled out for their achievements. Recognition can include:• presenting plaques, awards and certificates during a ceremony;Instructions: To determine your motivation, place a check by the statement that best describes you. There can be only one answer per number.1. ____ a. When doing a job, I seek feedback. ____ b. I prefer to work alone and am eager to be my own boss. ____ c. I seem to be uncomfortable when forced to work alone.2. ____ a. I go out of my way to make friends with new people. ____ b. I enjoy a good argument. ____ c. After starting a task, I am not comfortable until it is completed.3. ____ a. Status symbols are important to me. ____ b. I am always getting involved in group proj-ects. ____ c. I work better when there is some challenge involved.4. ____ a. I work best when there is some challenge in-volved. ____ b. I would rather give orders than take them. ____ c. I am sensitive to others - especially when they are mad.5. ____ a. I am eager to be my own boss. ____ b. I accept responsibility eagerly. ____ c. I try to get personally involved with my superiors.6. ____ a. I am uncomfortable when forced to work alone. ____ b. I prefer being my own boss, even when others feel a joint effort is required. ____ c. When given responsibility, I set measurable standards of high performance.7. ____ a. I am very concerned about my reputation or position. ____ b. I have a desire to out-perform others. ____ c. I am concerned with being liked and accepted.8. ____ a. I enjoy and seek warm, friendly relationships. ____ b. I attempt complete involvement in a project. ____ c. I want my ideas to predominate.9. ____ a. I desire unique accomplishments. ____ b. It concerns me when I am being separated from others. ____ c. I have a need and desire to influence others.10. ____ a. I think about consoling and helping other people. ____ b. I am verbally fluent. ____ c. I am restless and innovative.11. ____ a. I set goals and think about how to attain them. ____ b. I think about ways to change people. ____ c. I think a lot about my feelings and the feelings of others.Score Key1. a. Achievement b. Influence c. Affiliation2. a. Affiliation b. Influence c. Achievement3. a. Influence b. Affiliation c. Achievement4. a. Achievement b. Influence c. Affiliation5. a. Influence b. Achievement c. Affiliation6. a. Affiliation b. Influence c. Achievement7. a. Influence b. Achievement c. Affiliation8. a. Affiliation b. Achievement c. Influence9. a. Achievement b. Affiliation c. Influence10. a. Affiliation b. Influence c. Achievement11. a. Achievement b. Influence c. AffiliationTally your answers_______  Achievement_______ Influence_______ AffiliationSource: Red TAXI Trainers’ Guide: Training Volunteer Managers to Get Going, HandoutR25Motivation TestSelecting the Best RecognitionMcClelland (1995) reported that by knowing the needs of each motivation type — affiliation, achievement and in-fluence — a reward system can be developed to keep staff motivated.Affiliation Motivated Person...• Is concerned with being liked and perceived as a good person• Needs warm, friendly relationships• Needs personal interactions• Likes group project involvement• Works easily with others• Seeks socialization opportunitiesAchievement Motivated Person...• Needs specific goals to work toward• Strives for personal best• Needs specific parameters set to measure success• Works well alone• Seeks responsibility• Strives for unique accomplishments• Likes to solve problems• Wants concrete feedback• Needs tangible rewardsInfluence Oriented Person...• Needs to impact and influence others• Focuses on reputation• Concerned with position• Can work alone or with a group• Keeps an eye on the overall goals• Is persuasive• Responds to titles denoting authority• Seeks positions of authority and responsibilityReward GuidelinesWhen designing a recognition system, think about the following items:1. Match the reward to the person. Start with the individual’s personal preferences; reward him/her in ways that will be individually rewarding.2. Match the reward to the achievement. Effective reinforcement should take into account the signifi-cance of the achievement. The reward should be a function of the amount of time you have to plan and execute the achievement.3. Be timely. To be effective, rewards need to be given as soon as possible after the desired behavior or achievement. Rewards that come weeks or months after the achievement do little to motivate employees to repeat their actions.4. Be specific. Always say why the reward is being given - provide a context for the achievement.Once you have consistently rewarded the desired behavior, your pattern of recognition may become more intermittent as the desired behavior becomes habitual with employees. For every four informal rewards (thank you note, etc,), there should be a more formal acknowledgment (a special gift). For every four formal acknowledgments, there should be still more formal rewards (plaques or formal praise at an official meeting) leading ultimately to such rewards as raises, promo-tions and special assignments. Keep in mind that not everyone desires to be rewarded with plaques and certificates. The key to recognizing individuals effectively is to match the reward to the person and their specific achievement and delivering this recognition on a timely basis.SourcesMcClelland, D. (1995). Comments on Professor Maslow’s paper. In M. R. Jones (Ed.) Nebraska Symposium on Motivation III. Lincoln: University of Nebraska Press.Nelson, B. (1994) 1001 Ways to Reward Employees. NY: Workman Publishing.Red TAXI Trainers’ Guide: Training Volunteer Managers to Get Going (1994). Atlanta, GA: Claxton Printing.Vineyard, S. (1991) Secrets of Motivation: How to Get and Keep Volunteers and Paid Staff. Downers Grove, IL: Heritage Arts Publishing.Vineyard, S. (1989) Beyond Banquets, Plaques and Pins: Creative Ways to Recognize Volunteers. Downers Grove, IL: Heritage Arts Publishing.ReviewersThis publication was reviewed by Dr. Mary Kay  Munson, University of Illinois Volunteer Specialist;  Dr. Mary Williams, Florida Cooperative Extension County Director/4-H; LaDeane Jha, Nebraska Coop-erative Extension Leadership Action Team Co-Leader; Dr. Leverne Barrett, Nebraska Cooperative Extension Leadership Action Team Co-Leader; and Dr. Dale Safrit, Ohio State University Associate Professor.UNL Extension publications are available online at http://extension.unl.edu/publications.Extension is a Division of the Institute of Agriculture and Natural Resources at the University of Nebraska–Lincoln cooperating with the Counties and the United States Department of Agriculture.University of Nebraska–Lincoln Extension educational programs abide with the nondiscrimination policiesof the University of Nebraska–Lincoln and the United States Department of Agriculture.© 2000, The Board of Regents of the University of Nebraska on behalf of the University of Nebraska–Lincoln Extension.  All rights reserved.Index: Communities and LeadershipBusiness/EntrepreneurshipIssued October 2000

G1414 Rewarding Team Members

UNL | Libraries

University of Nebraska - Lincoln 
DigitalCommons@University of Nebraska - Lincoln 
Historical Materials from University of 
Nebraska-Lincoln Extension Extension 
2000 
G1414 Rewarding Team Members 
Janet Fox 
University of Nebraska - Lincoln 
Follow this and additional works at: https://digitalcommons.unl.edu/extensionhist 
 Part of the Agriculture Commons, and the Curriculum and Instruction Commons 
Fox, Janet, "G1414 Rewarding Team Members" (2000). Historical Materials from University of Nebraska-
Lincoln Extension. 103. 
https://digitalcommons.unl.edu/extensionhist/103 
This Article is brought to you for free and open access by the Extension at DigitalCommons@University of Nebraska - 
Lincoln. It has been accepted for inclusion in Historical Materials from University of Nebraska-Lincoln Extension by an 
authorized administrator of DigitalCommons@University of Nebraska - Lincoln. 
G1414
Rewarding Team Members
Janet Fox, Extension 4-H Youth Development Specialist
• identifying team members using a name badge or busi-
ness cards;
• mounting a photograph exhibit featuring team members 
in action;
• providing a directory including pictures and descrip-
tions of their contributions;
• holding special events, and
• establishing a bulletin board recognizing team member 
accomplishments.
The most effective recognition systems occur in the day-
to-day exchange between a team member and their leader 
through sincere appreciation for work being done. This type 
of recognition is more effective in part because it much more 
frequent. This informal recognition consists of spontaneous 
rewards that can be implemented with minimal planning and 
effort. Informal rewards also tend to be less expensive than 
formal awards. Informal recognition can include:
• a sincere word of thanks from the right person at the 
right time;
• involving the individual in decisions that affect 
them;
• asking about and showing an interest in the individual’s 
family;
• sending thank you notes;
• remembering the member during special occasions 
such as birthday, and
• selecting the member to represent the team at a train-
ing.
Personal Preferences
How do we know what kind of recognition a team member 
or volunteer might prefer? David McClelland and John At-
kinson suggested that people have three separate motivational 
needs, with one being predominate. Understanding which 
motivational needs “fit” volunteers or staff becomes vital 
information as one strives to provide appropriate rewards.
To determine your motivation, place a check by the state-
ment that best describes you. There can be only one answer 
per number.
Providing recognition to paid and volunteer staff 
increases motivation and retention. This NebGuide 
explains how managers can tailor recognition to indi-
viduals, thus increasing its effectiveness.
The Importance of Rewards
If there’s one thing in life that everyone wants it’s to be 
appreciated, rewarded and recognized for their contributions. 
Studies indicate that employees find personal recognition 
more motivational than money. Results of a recent Council on 
Communication Management survey confirms this. According 
to a recent Gallup poll of people who stopped volunteering, 
42 percent said they felt their work was unimportant or was 
unappreciated at the work place or in a volunteer setting, 
appropriately rewarding people is important to retention and 
job performance.
Recognition Is...
Webster’s New World Dictionary defines recognition four 
ways: 1) To be aware of; 2) acknowledgment and approval; 
3) gratitude and 4) to notice as in passing. This definition 
validates all the areas one might need to cover when reward-
ing or recognizing team members. The most important part of 
this definition, and the piece that doesn’t get much acknowl-
edgment, is “to notice as in passing.” Critical to providing 
rewards and recognition is that they must be user-oriented to 
be effective. So noticing a team members’ contributions and 
acknowledging their performances are key pieces in provid-
ing effective rewards.
Types of Recognition
Formal recognition is what comes to mind first when 
people think of rewarding team members or volunteers. For-
mal recognition usually takes place during special occasions 
or after successful assignments. Many organizations hold an 
annual awards ceremony where individuals are singled out 
for their achievements. Recognition can include:
• presenting plaques, awards and certificates during a 
ceremony;
Instructions: To determine your motivation, place a check 
by the statement that best describes you. There can be only 
one answer per number.
1. ____ a. When doing a job, I seek feedback.
 ____ b. I prefer to work alone and am eager to be my 
own boss.
 ____ c. I seem to be uncomfortable when forced to work 
alone.
2. ____ a. I go out of my way to make friends with new 
people.
 ____ b. I enjoy a good argument.
 ____ c. After starting a task, I am not comfortable until 
it is completed.
3. ____ a. Status symbols are important to me.
 ____ b. I am always getting involved in group proj-
ects.
 ____ c. I work better when there is some challenge 
involved.
4. ____ a. I work best when there is some challenge in-
volved.
 ____ b. I would rather give orders than take them.
 ____ c. I am sensitive to others - especially when they 
are mad.
5. ____ a. I am eager to be my own boss.
 ____ b. I accept responsibility eagerly.
 ____ c. I try to get personally involved with my 
superiors.
6. ____ a. I am uncomfortable when forced to work 
alone.
 ____ b. I prefer being my own boss, even when others 
feel a joint effort is required.
 ____ c. When given responsibility, I set measurable 
standards of high performance.
7. ____ a. I am very concerned about my reputation or 
position.
 ____ b. I have a desire to out-perform others.
 ____ c. I am concerned with being liked and accepted.
8. ____ a. I enjoy and seek warm, friendly relationships.
 ____ b. I attempt complete involvement in a project.
 ____ c. I want my ideas to predominate.
9. ____ a. I desire unique accomplishments.
 ____ b. It concerns me when I am being separated from 
others.
 ____ c. I have a need and desire to influence others.
10. ____ a. I think about consoling and helping other 
people.
 ____ b. I am verbally fluent.
 ____ c. I am restless and innovative.
11. ____ a. I set goals and think about how to attain them.
 ____ b. I think about ways to change people.
 ____ c. I think a lot about my feelings and the feelings 
of others.
Score Key
1. a. Achievement
 b. Influence
 c. Affiliation
2. a. Affiliation
 b. Influence
 c. Achievement
3. a. Influence
 b. Affiliation
 c. Achievement
4. a. Achievement
 b. Influence
 c. Affiliation
5. a. Influence
 b. Achievement
 c. Affiliation
6. a. Affiliation
 b. Influence
 c. Achievement
7. a. Influence
 b. Achievement
 c. Affiliation
8. a. Affiliation
 b. Achievement
 c. Influence
9. a. Achievement
 b. Affiliation
 c. Influence
10. a. Affiliation
 b. Influence
 c. Achievement
11. a. Achievement
 b. Influence
 c. Affiliation
Tally your answers
_______  Achievement
_______ Influence
_______ Affiliation
Source: Red TAXI Trainers’ Guide: Training Volunteer Managers to Get 
Going, HandoutR25
Motivation Test
Selecting the Best Recognition
McClelland (1995) reported that by knowing the needs 
of each motivation type — affiliation, achievement and in-
fluence — a reward system can be developed to keep staff 
motivated.
Affiliation Motivated Person...
• Is concerned with being liked and perceived as a good 
person
• Needs warm, friendly relationships
• Needs personal interactions
• Likes group project involvement
• Works easily with others
• Seeks socialization opportunities
Achievement Motivated Person...
• Needs specific goals to work toward
• Strives for personal best
• Needs specific parameters set to measure success
• Works well alone
• Seeks responsibility
• Strives for unique accomplishments
• Likes to solve problems
• Wants concrete feedback
• Needs tangible rewards
Influence Oriented Person...
• Needs to impact and influence others
• Focuses on reputation
• Concerned with position
• Can work alone or with a group
• Keeps an eye on the overall goals
• Is persuasive
• Responds to titles denoting authority
• Seeks positions of authority and responsibility
Reward Guidelines
When designing a recognition system, think about the 
following items:
1. Match the reward to the person. Start with the 
individual’s personal preferences; reward him/her 
in ways that will be individually rewarding.
2. Match the reward to the achievement. Effective 
reinforcement should take into account the signifi-
cance of the achievement. The reward should be a 
function of the amount of time you have to plan and 
execute the achievement.
3. Be timely. To be effective, rewards need to be given 
as soon as possible after the desired behavior or 
achievement. Rewards that come weeks or months 
after the achievement do little to motivate employees 
to repeat their actions.
4. Be specific. Always say why the reward is being 
given - provide a context for the achievement.
Once you have consistently rewarded the desired behavior, 
your pattern of recognition may become more intermittent 
as the desired behavior becomes habitual with employees. 
For every four informal rewards (thank you note, etc,), there 
should be a more formal acknowledgment (a special gift). 
For every four formal acknowledgments, there should be still 
more formal rewards (plaques or formal praise at an official 
meeting) leading ultimately to such rewards as raises, promo-
tions and special assignments. Keep in mind that not everyone 
desires to be rewarded with plaques and certificates. The key 
to recognizing individuals effectively is to match the reward 
to the person and their specific achievement and delivering 
this recognition on a timely basis.
Sources
McClelland, D. (1995). Comments on Professor Maslow’s 
paper. In M. R. Jones (Ed.) Nebraska Symposium on 
Motivation III. Lincoln: University of Nebraska Press.
Nelson, B. (1994) 1001 Ways to Reward Employees. NY: 
Workman Publishing.
Red TAXI Trainers’ Guide: Training Volunteer Managers to 
Get Going (1994). Atlanta, GA: Claxton Printing.
Vineyard, S. (1991) Secrets of Motivation: How to Get and 
Keep Volunteers and Paid Staff. Downers Grove, IL: 
Heritage Arts Publishing.
Vineyard, S. (1989) Beyond Banquets, Plaques and Pins: 
Creative Ways to Recognize Volunteers. Downers Grove, 
IL: Heritage Arts Publishing.
Reviewers
This publication was reviewed by Dr. Mary Kay  
Munson, University of Illinois Volunteer Specialist;  
Dr. Mary Williams, Florida Cooperative Extension 
County Director/4-H; LaDeane Jha, Nebraska Coop-
erative Extension Leadership Action Team Co-Leader; 
Dr. Leverne Barrett, Nebraska Cooperative Extension 
Leadership Action Team Co-Leader; and Dr. Dale Safrit, 
Ohio State University Associate Professor.
UNL Extension publications are available online 
at http://extension.unl.edu/publications.
Extension is a Division of the Institute of Agriculture and Natural Resources at the University of Nebraska–Lincoln 
cooperating with the Counties and the United States Department of Agriculture.
University of Nebraska–Lincoln Extension educational programs abide with the nondiscrimination policies
of the University of Nebraska–Lincoln and the United States Department of Agriculture.
© 2000, The Board of Regents of the University of Nebraska on behalf of the University of Nebraska–Lincoln Extension.  All rights reserved.
Index: Communities and Leadership
Business/Entrepreneurship
Issued October 2000


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