{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/102806"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/102806","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"The role of social bonds in understanding the pre- and post-recognition effects of recognition visibility","abstract":"Although firms extensively use public recognition for high-performing employees, prior academic studies do not find beneficial effects of public recognition (versus private) on employee behavior. I utilize a laboratory experiment to investigate this apparent disconnect by investigating the strength of employee social bonds, and how it moderates the effect of recognition visibility on employees’ pre- and post-recognition behavior. Consistent with prior studies, I find that when weak social bonds exist, public recognition does not result in more beneficial employee behavior than from private recognition. However, when strong social bonds exist, public recognition (versus private) results in greater employee effort to achieve recognition and a more positive response to recognition. Overall, this study offers a potential explanation for the extensive use of public recognition in practice and has implications for the implementation of employee recognition programs – suggesting managers should consider the state of employee relationships before deciding how and where to recognize their employees.","abstract_html":"Although firms extensively use public recognition for high-performing employees, prior academic studies do not find beneficial effects of public recognition (versus private) on employee behavior. I utilize a laboratory experiment to investigate this apparent disconnect by investigating the strength of employee social bonds, and how it moderates the effect of recognition visibility on employees’ pre- and post-recognition behavior. Consistent with prior studies, I find that when weak social bonds exist, public recognition does not result in more beneficial employee behavior than from private recognition. However, when strong social bonds exist, public recognition (versus private) results in greater employee effort to achieve recognition and a more positive response to recognition. Overall, this study offers a potential explanation for the extensive use of public recognition in practice and has implications for the implementation of employee recognition programs – suggesting managers should consider the state of employee relationships before deciding how and where to recognize their employees.","abstract_has_math":false,"creators":["Burke, Joseph"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Accountancy","degree_department":null,"school":null,"contributors":["Chen, Clara","Hecht, Gary","Mehta, Ravi","Wang, Laura","Williamson, Michael"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2019,"date_issued":"2019-02-07T20:36:01Z","date_published":"2019-02-07T20:36:01Z","updated_at":"2026-07-22T22:24:42Z","subjects":["recognition","Accounting","social bonds","employee recognition","public recognition"],"languages":["en"],"rights":["Copyright 2018 Joseph Burke"],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/2142/102806","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Chen, Clara","Hecht, Gary","Mehta, Ravi","Wang, Laura","Williamson, Michael"]},{"key":"dc:creator","label":"Author","values":["Burke, Joseph"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2019-02-07T20:36:01Z","2021-02-08T10:15:22Z","2018-11-29","2018-12"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Accountancy"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["recognition","Accounting","social bonds","employee recognition","public recognition"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]},{"key":"dc:rights","label":"Dc Rights","values":["Copyright 2018 Joseph Burke"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/102806"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Although firms extensively use public recognition for high-performing employees, prior academic studies do not find beneficial effects of public recognition (versus private) on employee behavior. I utilize a laboratory experiment to investigate this apparent disconnect by investigating the strength of employee social bonds, and how it moderates the effect of recognition visibility on employees’ pre- and post-recognition behavior. Consistent with prior studies, I find that when weak social bonds exist, public recognition does not result in more beneficial employee behavior than from private recognition. However, when strong social bonds exist, public recognition (versus private) results in greater employee effort to achieve recognition and a more positive response to recognition. Overall, this study offers a potential explanation for the extensive use of public recognition in practice and has implications for the implementation of employee recognition programs – suggesting managers should consider the state of employee relationships before deciding how and where to recognize their employees.","Submission published under a 24 month embargo labeled 'U of I Access', the embargo will last until 2020-12-01","The student, Joseph Burke, accepted the attached license on 2018-11-26 at 15:52.","The student, Joseph Burke, submitted this Dissertation for approval on 2018-11-26 at 15:58.","This Dissertation was approved for publication on 2018-11-29 at 13:12.","DSpace SAF Submission Ingestion Package generated from Vireo submission #13116 on 2019-02-07 at 14:18:02","Made available in DSpace on 2019-02-07T20:36:01Z (GMT). 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I utilize a laboratory experiment to investigate this apparent disconnect by investigating the strength of employee social bonds, and how it moderates the effect of recognition visibility on employees’ pre- and post-recognition behavior. Consistent with prior studies, I find that when weak social bonds exist, public recognition does not result in more beneficial employee behavior than from private recognition. However, when strong social bonds exist, public recognition (versus private) results in greater employee effort to achieve recognition and a more positive response to recognition. Overall, this study offers a potential explanation for the extensive use of public recognition in practice and has implications for the implementation of employee recognition programs – suggesting managers should consider the state of employee relationships before deciding how and where to recognize their employees.","Submission published under a 24 month embargo labeled 'U of I Access', the embargo will last until 2020-12-01","The student, Joseph Burke, accepted the attached license on 2018-11-26 at 15:52.","The student, Joseph Burke, submitted this Dissertation for approval on 2018-11-26 at 15:58.","This Dissertation was approved for publication on 2018-11-29 at 13:12.","DSpace SAF Submission Ingestion Package generated from Vireo submission #13116 on 2019-02-07 at 14:18:02","Made available in DSpace on 2019-02-07T20:36:01Z (GMT). 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