ABSTRACT
One neglected area of reward management employee recognition (sometimes characterized as ‘non-cash reward’), as an intrinsic form of reward, is considered as a complement to financial rewards. The theoretical lens of social exchange, incorporating reciprocity, is introduced to advance understanding of the phenomena involved, including the ‘dark side’ of employee recognition and its potential unintended negative consequences. Attention is directed also towards organizational contexts, as these may mediate employees’ perceptions of recognition with implications for employee behaviour. Ideas are outlined for the effective design and management of arrangements to recognise employee performance contributions.
