Recognition and Rewards [2.10.2f 15]
Additional information is available on this topic, here is the link to the
Recognition Chapter [2.5] for detailed information.
National Centre for Education and Training on Addiction (NCETA)
The following is an excerpt from Stress and Burnout: A Prevention Handbook for the Alcohol and Other Drugs Workforce, by Natalie Skinner and Anne Roach from National Centre for Education and Training on Addiction (NCETA), Flinders University: Adelaide, Australia. The full Stress and Burnout handbook can be found Here or through a search request Here.
Organizational rewards indicate that workers’ contributions are valued and appreciated. Key organizational rewards are:
[1]
- Positive acknowledgement and recognition
- Promotion
- Remuneration
A range of financial and non-financial rewards can be used to support workers. In AOD organizations where financial resources are often limited, special consideration should be given to fully utilizing non-financial rewards. Alternatives to financial rewards include:
- Public recognition of effort and contribution;
- Opportunities to work on preferred activities (and/or a break from less desirable work);
- Time off or flex-time;
- Support for professional development activities (e.g., financial contribution, time off);
- Opportunities to act in higher duties; and
- Attendance at workshops/conferences.
Don’t forget: You can also ask the experts—the workers themselves. Developing reward systems that are based on workers’ needs and preferences is likely to be most effective. Remember—what one person may find rewarding and satisfying may not appeal to another.
[1] Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature.
Journal of Applied Psychology, 87, 698-714.
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