RCIS

Abstract:

Organizational culture plays a central role in shaping employee attitudes and behaviors, particularly through everyday interactions between managers and employees. Recognition provided by line managers represents one mechanism through which cultural norms regarding valued contributions are communicated in daily work settings. This study examines how such recognition is associated with employees’ behavioral engagement expressed as going beyond formal role requirements. The analysis draws on data from the quantitative stage of a broader mixed-methods research project conducted among employees and managers in financial, high-technology, and industrial-technological organizations (N = 168). Recognition was measured as employees’ perceived acknowledgment from their line manager, and engagement was operationalized as discretionary behaviors that exceed formal job duties. Spearman’s rank-order correlation analysis revealed a strong and statistically significant positive association between recognition and behavioral engagement beyond formal role expectations (ρ = 0.607, p < 0.01). Additional analyses indicated variations across demographic groups, with female respondents reporting a stronger perceived impact of recognition on engagement than male respondents. The findings suggest that recognition by line managers functions as a key managerial practice through which organizational culture is enacted in everyday work interactions. Cultures that actively promote recognition may therefore encourage employees to contribute beyond formal responsibilities and support a more engaged and proactive workforce.

Keywords:

organizational culture; recognition; employee engagement; line managers; extra-role behavior.

DOI: https://doi.org/10.33788/rcis.93.2

Download: Recognition as an Organizational Culture in Action: How Line Managers Strengthen Engagement That Goes Beyond the Role