Yet most managers do not understand or use the potential power of<br > recognition and rewardsThis iS true even though 33 percent of managers<br > themselves report that they would rather work in an organization where<br > they could receive better recognition<br > When a manager iS apprised of the importance of this fundamental<br > principle of human behaviorthe typical reaction is to insist that employees<br > would appreciate only rewards and forms of recognition that directly trans<br > 1ate to their pocketbook--raises or promotions<br > While money iS important to employeeswhat tends to motivate them<br > to perform--and to perform at higher leVelsis the thoughtfulpersonal<br > kind of recognition that signifies true appreciation for a job well done<br > Numerous studies have confirmed thisThe motivation iS all the stronger if<br > the form of recognition creates a story the employee can tell to family<br > friends and associates for years to come<br > l ľ<br > This book deals with both informal and formal rewards and recognitionBy<br > formalI mean part of a predetermined programinformalhere means<br > more spontaneousAs for the distinction between rewards and recognition<br > Aubrey Danielsa leading authority on performance managementexplns<br > it bestYoU reinforce behaviors and reward results<br > Part I of this bookInformal Rewardsfocuses on manageinitiated<br > performancebased rewardsThe guidelines for effectively rewarding and<br > recogmzmg employees are simple<br > 1Match the reward to the personStart with the individual S personal<br > preferencesreward him or her in ways he or she truly finds rewarding<br > Such rewards may be personal or officialinformal or formalpublic or pri<br > vateand may take the shape of gifts or activitiesJanis Allenperformance<br >