LITERATURE REVIEW ANNOTATIVE
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Employee Motivation, Engagement and Recognition
Literature Review Annotative Bibliography and Outline
Odalys Perez
BMAL 501 – B05 – LUO
Liberty University - Fall 2020
Professor Roxanne Stevens
LITERATURE REVIEW ANNOTATIVE
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Employee Motivation, Engagement and Recognition
Abstract
In the first four weeks of our course, we have read much about leadership and
management, including essential characteristics for a leader to be effective and efficient. One
main characteristic of a leader should be the ability to motivate their team, keep the team
engaged once they have been motivated, and most importantly, provide employee recognition for
their work they do. Some may say “Why motivate? It’s their job!” This is true, however, if
employees do not “do their job”, then as a leader you have failed. Many working as a Human
Resources specialist for an organization or department within a company, can most probably
detail which leaders have higher performance rate from their employees, with a simple “thank
you”. This literature review will focus on the importance of employee motivation, engagement,
and recognition majority based on Disney’s concepts related to this topic, as well as other peer
reviewed information and the course text. Most importantly it will discuss biblical views on
motivation and supporting each other as God is constantly doing for each one of us.
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Annotated Bibliography
1.
(
Jeff-J Kober, 2009). "The Wonderful World of Customer Service at Diseny-2nd
Edition” Performance Journeys Publishing
Kober, a leader in best business practices of not only Disney, but some of the great world-class
organizations. He dedicated this book to those who love to make their as polished and customer
friendly as a day at Disney. Kober offers a detailed description of Disney’s intentionally
designed customer service approach which will be described in this paper using the labels he
writes about for said customer service approach which are as follows: The Mind of Service, The
Hand of Service, and The Heart of Service. The last section, the Heart of Service which brings
much insight to the purpose of this paper, goes into leadership’s role in ensuring that this
designed service is carried out by all cast members (Disney term for employees), starting with
their leaders. These leaders are key in maintaining motivation and engagement in their cast
members. This citation will show what leaders at Disney do for high performance in their cast
members.
2. (The Disney Institute, 2013). “Disney’ s Approach to Quality Service Training Manual”,
Lake Buena Vista, The Walt Disney Company, pp 82-88.
This training manual proceeds the “Disney’s Approach to Selection, Training, and Engagement”
manual. It speaks about having employees that are customer service oriented. This is relevant to
this paper as it makes one realize your organizational needs to shift its thinking into hiring -
service-minded people and training them to genuinely be motivated and engaged in the delivery
of service excellence.
3. (The Disney Institute, 2014). “Disney’s Selection Training and Engagement Manual”
Lake Buena Vista , The Walt Disney Company, pp 48-115.
Once the idea of the themed park concept arose in Walt Disney’s head, he knew he wanted to a
culture of quality service and putting employees first which culture began as he was building
Disneyland and hiring personnel, one by one. Fast forward many years later Disney got into the
consulting business by accident after being featured in the 1984 best seller “In Search of
Excellence: Lessons from America's Best-Run Companies,” by Thomas J. Peters and Robert H.
This manual will provide insights in three key aspects of employee motivation, engagement, and
training which this paper will focus on. For the Disney Institute Disney’s Approach to Selection,
Training, and Engagement training”, the company created this manual which details training as
the first component by starting the training section with the following quote “The only thing
worse than training your employees and losing them is not training your employees and keeping
them” ~ Zig Ziglar, Author and Motivational Speaker.
Why does training make sense for this paper? Simple, training states expectations, it enhances
retention, and aligns candidates present and potential cast members with organizational culture;
among many other reasons. Communication is the next important piece which will be detailed.
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This paper will detail how surprised one will be by the extent to which daily communications can
reinforce culture and shift the performance curve to the desired behaviors of your organization.
This paper will move on to explain how caring for your employees makes a difference. Caring
for people is more important than many organizations think. In regard to engagement, the manual
details caring for your people creates an emotional connection that drives commitment to goals
and overall engagement in the organization. A positive result of recognizing desired behaviors is
cultural reinforcement.
4. (Anita Satterlee, 2009). “Organizational Management and Leadership –
Christian Perspective – 3rd Edition” Raleigh, Synergistics Internaltional Inc.
As a professor at Liberty University, with a Master’s of Arts in Management and a doctrate
in Education Leadership, she has has been teaching in the higher level education since 1995
and currently offers the leadership and direction in the onling programs for our very own
Libertery University Overton Graduate School of Business. she developed our text book as a
source that has been used as not only an educational text book, but one that can be current
and future leaders as a tool, motivate, engage, and recognize emplyees for meeting the
expected bevhaiors which result will be a successful busines. Obtained from this text in this
paper, behavior based motivational theories supported by positive reinforcement, and need or
based movtivational theories, These will explain what type of theory is appropriate to they
type of outcome leaders which to have.
5. (Pei-Xu He, Tung-Ju Wu, Hong-Dan Zhao, and Yang Yang,
2019 December 16). “How to Motivate Employees for Sustained Innovation Behavior in Job
Stressors? A Cross-Level Analysis of Organizational Innovation Climate” International Journal
of Environmental Research and Public Health. Retrieved 2020 September 19 from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6926950/?tool=pmcentrez&report=abstract
The authors of this article with work experiences ranging from the Oriental Enterprise
Management Research Center & Research Center of Business Management, School of Business
Administration, School of Management, Harbin Institute of Technology to the School of
Management, Shanghai University, came together to do research for the this article which as
explained in the abstract of the article in which it explains the start of organizational innovation
is employees’ creative thinking and innovation behaviors at work. In addition to behavior and
desire for improvement, and transformed behavior depends on the level of support available in
an organizational environment. This article will be used in this paper to detail another view of
job stressors, creative self-efficacy, and sustained innovation behavior that can place the theme
in an organization for how employees are motivated and engaged.
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6. (R. E. Slack, S. Corlett and R. Morris, 2015 March). “Exploring Employee Engagement
with (Corporate) Social Responsibility: A Social Exchange Perspective on Organizational
Participation” Journal of Business Ethics, March 2015, Vol. 127, No. 3 (March 2015), pp. 537-
548, Springer, Retrieved 2020 September 19 from https://www-jstor-
org.ezproxy.liberty.edu/stable/pdf/24702836.pdf?refreqid=excelsior%3Abdbf07f712768af8415d
a658dabceb1a
Dr. Richard Slack is Head of Accounting and professor in Accounting at Durham University
Business School. Richard’s research encompasses areas of accounting information and ethics.
Specifically, Richard is interested in the way information is portrayed by companies and whether
social and environmental disclosure is useful, or not, to stakeholder groups. Dr. Sandra Corlett is
Senior Lecturer in Leadership Development and Organization Futures at Newcastle University
Business School, Newcastle University. Sandra has a national reputation for her research in
identity, leader and manager learning and development, leadership and followership and
qualitative research methods. Lastly, Rachel Morris is a Graduate Tutor, for Newcastle Business
School at Northumbria University.
This article gives information provided on research done in the context of corporate social
responsibility (CSR). It addresses the employees have barely been given any research focusing
on the topic therefore they pay focus on choice that individual employees have towards their
engagement with CSR activities. The article contains information which will be used I this paper
to discuss the importance of employee engagement in CSR situations or whatever type of job
their organization does.
7. (Douglas W. Lundy, MD, MB, 2018 December 26.). “A Day at the Office: Dynamic
Employee Engagement Can Reduce Your Private Practice’s Overhead Expenses” Clinical
Orthopedics and Related Research. 477(2): 290–292, Retrieved 19 September 2020 from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6370082/?tool=pmcentrez&report=abstract
Dr. Lundy is an orthopedic trauma surgeon at Resurgens Orthopedics in Marietta, Georgia who
specializes in the care of patients with multiple injuries and complex factures. Additionally, he is
highly involved in foreign medical medial missions in Eastern Europe, Haiti, Asia, and Africa, to
name a few through the Christian Medical and Dental Association as well as the Pan-African
Academy of Christian Surgeons. As co-president of a large orthopedic private practice, Dr.
Lundy shares his story of the pressures he has faced in decreasing his company’s overhead,
which is mostly made up of personnel cost. The article discussed how he reduced the overhead
of his practice by simply following six best practices that can help employee turnover and
potentially decrease personnel expenses. Although these tips will be explain in this literature
review, the mere fact that Dr Lundy’s employee turnover reduced, it is evident there was
motivation and engagement played a big role in that decrease.
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8. (Yash Chitre, 2017 April 26). “Exploring the Relationship Between Employee
Motivation and Engagement” HubEngage Retrieved 2020 September 20 from
https://blog.hubengage.com/exploring-relationship-employee-motivation-engagement
Chitre is an Employee Communication & Engagement (SaaS) Technology Leader,
Internal/External Brand Strategist. He is Currently in the employee communications and
engagement space as SVP @ HubEngage, a unified employee communications and engagement
platform. Chitre possess over 18 years of experience in employee engagement, marketing, brand
strategy, advertising, PR and insights research, specializing in driving the development of
strategic marketing and communication plans. He has a proven leadership of staff in multiple
offices globally, including recruiting, retaining and growing/mentoring talent. In his article,
Chitre explains the importance of both motivation and engagement in the workplace which
information will be detailed in this review by identifying the important relationship between the
two.
9. (Boris Urban & Eric Wood, 2015). “The importance of opportunity recognition
behavior and motivators of employees when engaged in corporate entrepreneurship”, Journal of
Business Economics and Management, Vol 16 No 5, pp 980-994 Retrieved 2020 September
2020 from https://doaj.org/article/74346be9d9634132ae502c630757518f
Boris Urban is a Professor at the Graduate School of Business, University of Witwatersrand, 2
Davids at Parktown, Johannesburg, South Africa and Eric Wood at the Graduate School of
Business, University of Witwatersrand, 2 Davids at Parktown, Johannesburg, South Africa). The
article will be part of this paper as it explains research regarding organizational innovation relies
on the employees and leaders alike adapting and sustaining innovative measurements of the
organization, The study is unique in its focus on understanding opportunity recognition
behaviors and motivators of employees and how these perceptions may influence corporate
entrepreneurial activity.
10. (Gaby Reijseger, Maria C. W. Peeters, Toon W. Taris, & Wilmar B. Schaufeli, 2017
April).” From Motivation to Activation: Why Engaged Workers are Better Performers”, Journal
of Business and Psychology; New York Vol. 32, Iss. 2, Retrieved 2020 September 20 from
https://search-proquest-
com.ezproxy.liberty.edu/docview/1877729193/fulltextPDF/35EB2D64FDA14E49PQ/1?accounti
d=12085
Reijseger is the Senior Advisor Labor & Organization at Human Capital Care B.V. Asch,
Gelderland Province, Netherlands . She is known as a communicative, engaged advisor and
researcher regarding work environment, work engagement, and job performance with experience
in a variety of organizational sectors. Peeters is a Professor at the Human Performance
Management Group of Eindhoven University of Technology (TU/e). Her areas of expertise
include worker (ill)health and well-being, work engagement, sustainable employability,
intervention research (including job crafting), work-life balance and (implementation of)
technological innovations. Taris is Professor of Work and Organizational Psychology at Utrecht
University in the Netherlands. He has a particular interest in worker stress and health. Schanfelie
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is professor of work and organizational psychology at Utrecht University in the Netherlands and
distinguished research professor at Leuven University (Belgium). His current teaching and
research is on Occupational Health Psychology.
The authors of this article, conducted a study to investigate the relationship between work
engagement and multiple dimensions of employee performance, as mediated by open-
mindedness. This article will be used in the literature review paper to detail findings from the
authors’ study shows employees work engagement has a positive effect on their work related
states of mind in the form of dedication and An increasing number of studies show that employee
work engagement has positive affective-cognitive work-related state of mind characterized by
vigor, dedication, and inclusion which both employees and organizations feel it is worth striving
for. The article aligns with another article in this annotative bibliography regarding work stress,
health issues and performance levels.
11. Christiane Bradler, Robert Dur, , Susanne Neckermann, & , Arjan Non, 2016
February 9.) “Employee Recognition and Performance: A Field Experiment” Management
Science 62(11), pp 3085-3099 Retrieved 2020 September 20 from https://pubsonline-informs-
org.ezproxy.liberty.edu/doi/pdf/10.1287/mnsc.2015.2291
Bradler is from Centre for European Economic Research (Mannheim, Germany). Dur is a
Professor of Economics, Department of Economics, Erasmus University Rotterdam and serves as
the Royal Dutch Economics Association. Neckermann is also from Erasmus University
Rotterdam, Netherlands as well as the Centre for European Economic Research Mannheim,
Germany. Her fields of interest include personnel economics, experimental economics, field
experiments, non-pecuniary incentives, education, creativity. Non is from Maastricht University,
Research Centre for Education and the Labor Market, Maastricht, Netherlands and Munich
Society for the Promotion of Economic Research, München, Germany. His main research
interests are the effects of monetary and non-monetary incentives on employee motivation and
self-selection into organizations and his research has addressed questions like: do financial
incentives such as bonuses and sales commissions increase work motivation?
The article collaborated by these authors, reports the results from a controlled field experiment
designed to investigate the causal effect of unannounced, public recognition on employee
performance. It will help me strengthen my case on the importance of recognition and the
positive difference it can make for any organization.
12. (Saleemah Salie and Anton Schlechter, 2012). “A formative evaluation of a staff reward
and recognition programme” South African Journal of Human Resource Management, 10
(3), Art. #422, 11 pages Retrieved 2020 September 20 from
https://doaj.org/article/420ede946d1049d5bdea65de604a0065
Author Salie is currently the HR Practitioner at The Platinum Group, Cape Town Area, South
Africa, with a Masters in Monitoring and Programme Evaluation, Organizational Psychology,
Monitoring and Evaluation. Schlechter is a Psychologist (HPCSA) serving as a Professor of
Organizational Psychology (UCT), Cape Town Area, South Africa and is also a Chartered HR
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Practitioner (SABPP). His areas of expertise include Reward Management; Talent management;
HR Analytics; Performance and Employee Engagement.
This article will be part of this paper as the authors explain it is normally thought reward and
recognition programs tend to increase staff motivation and bring down turnover. The study was
done in a retail study and state the importance of the properly implementing these programs so
that organizations obtain their desired results. This article will detail how an improperly
incorporated recognition program may bring down morale and an example will be given of this
failed program in the clinical practice at Florida International University.
13. (Samantha Villenave, 2011 August 29). “5 Scriptures to Inspire Workplace Excellence”,
Christian Jobs retrieved 2020 September 20 from
https://www.christianjobs.com/articles/employer/5-scriptures-to-inspire-workplace-excellence/
Villenave is motivated to purse consistent excellence, serving her organizational mission,
recognizing and developing the talents of the teams she has led, and desires that her knowledge
will produce lasting results, through collaborative teamwork and integrity. In this article,
Villenave encourages organizations to create new ideas to employees from the moment of
interview or to providing feedback to employees. The article details how incorporating Biblical
principles to use as a guide for leadership and employee motivation.
14. (Chris Patton, 2012 March 4). ” How to Create Employee Engagement”, Christian
Faith at Work, retrieved 2020 September 20 from https://www.christianfaithatwork.com/how-to-
create-employee-engagement/
Patton is a Christian who since 2000, has been the President/CEO and partner in his family’s
group of automobile dealerships, while at the same time, as a Christian he is trying to accomplish
all God has called and commanded from him to be and do . I knew God wanted more than I was
able to give Him, but the business took up so much of my time that I was not able to give more.
At that point he realized he could do ministry without leaving the family business. Because this
was new to him, he began to read the Bible with a new set of eyes. He joined a Christian owners
roundtable group call The C12 Group to learn first-hand from those in the trenches. A problem
he found was that there were not enough people like him out there writing about what they were
doing. He knew there were probably others out there that were looking for the kind of guidance
decided he wanted to do his part to help them. In 2011 in an effort to chronicle his journey, share
what he learned learned (and continue to learn) about integrating his Christian faith into his
business, and hopefully help others do the same along the way. Patton’s article will be used to
described how engagement is used with Christian views on Employee Engagement vs. Apathy?
How Do You Get Them (Employees) Engaged? Recent Influences and the authors’ focus on
engagement along with his plan.
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15.
(
Mary (Whelchel) Lowman
,
2020) “ We Need Recognition” The Christian Working
Woman Retrieved 2020
September 20 from
https://christianworkingwoman.org/topic_content/we%2Bneed%2Brecognition/
Because of her own experiences of being a Christian in the marketplace, Mary (Whelchel)
Lowman had a burden to encourage women and to teach them sound biblical principles in order
to equip them to live godly lives in their workplaces. Founded in 1984, The purpose of The
Christian Working Woman is to equip, encourage, and educate Christians in the workplace to
love Christ more, to live their daily lives by biblical principles, and to go to their jobs as
ambassadors for Jesus Christ. This article will be used in this paper to provide God’s word
towards recognition in the workplace.
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Outline
I. The purpose of this literature review is to detail how employee motivation, engagement
and recognition are crucial for leaders who want to have a successful team and positive
outcomes for their organizations.
a. Motivation “is an inner force that drives individuals to accomplish personal and
organizational goals.”
(Satterlee, 2009, pg. 146 )
b. “Motivation is very important for a successful business, but when an employee is
engaged, the motivation is intrinsic. Engaged employees have a desire to help the
company, and that is what motivates them. This desire fuels their work every day,
with no need for a Starbucks gift card or extra time off.”
(Chitre, 2017)
c. “CE is typically modelled as a learning process in which firms alternately engage
in exploration followed by the exploitation of resulting opportunities. The higher
the frequency of opportunities recognized the greater the perceived importance of
CE initiatives. The higher the level of opportunity recognition motivators the
greater the perceived importance of CE initiatives.”
(Boris Urban & Eric Wood, 2015, pp 981-982)
II. As a leader, one’s main responsibility is to ensure the job gets done by giving different
employees different responsibilities to accomplish the work that is needed.
a. The course text explains there are several methods for motivating employees.
These methods are described as theories which among them are behavioral based
of which one works best with positive reinforcement, and need based, some of
these theories will be discussed in this paper.
(Satterlee, 2009, pp 146-147)
i. Edward Lee Thorndike’s Law of Effect – “Thorndike’s law of effective
can be applied to a workplace production: Employees who receive praise
immediately after doing a good job on a project would be more likely to
maintain that level of production.”
(Satterlee, 2009, pg. 146)
ii. “Vroom’s Expectancy Theory proposed that people are motivated by the
probability of their actions leading to the successful achievement of
specific objectives, which must be desired by the subordinate.”
(Satterlee, 2009, pg. 148)
iii. “Abraham Maslow’s Hierarchy of Needs theory is based upon the
assumption that some needs take precedence over other. The hierarchy’s
progression, begins with the most basic needs, is physiological, safety,
belonging, esteem, and self-actualization.”
(Satterlee, 2009, pg. 149)
b. “An increasing number of studies confirms that employee work in a positive
affective-cognitive work-related state of mind characterized by vigor, dedication,
and absorption is worth striving for both for employees and organizations.
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Engagement is associated with fewer health problems, less absenteeism, lower
actual turnover, and above all, higher performance.”
(Gaby Reijseger, Maria C. W. Peeters, Toon W. Taris, & Wilmar
B. Schaufeli, 2017)
c. “The workplace is full of various stressors. Stress might provide an opportunity or
challenge for an individual, but it is also a threat and source of frustration.
Determining how to handle such stressors, therefore, has become an important
issue.”
(Pei-Xu He, Tung-Ju Wu, Hong-Dan Zhao, and Yang Yang,
2019 December 16)
III. Engagement follows motivation as it keeps the motivation going. Engagement keeps
employees interested in their work, the organizational culture and the positive outcomes
desired by the company.
(The Disney Institute, 2014, pp 48-115)
a. Keyways in keeping employees engaged is with training, communication, and
genuine care.
i. “Training matters because it creates engagement and commitment because
of increased confidence and competence.” Additionally, “All training must
deliberately reinforce culture in addition to imparting skills”.
(The Disney Institute, “Selection, Training…” 2014, pg. 48; The
Disney Institute, “Quality Service”, pg. 85)
ii. “By being intentional in your communication practices, you can create a
more engaged workforce.”
(The Disney Institute, 2014, pg. 82)
iii. “Caring for you people creates an emotional connection that drives
commitment to goals, and overall engagement in the organization.”
(The Disney Institute, 2014, pg. 105)
b. “Impediments to employee engagement with Corporate Social Responsibility
(CSR) may stem from a lack of CSR embeddedness in day-to-day life within the
organization and a week CSR culture.”
(R. E. Slack, S. Corlett and R. Morris, 2015 March, pg. 539)
c. “Encouraging open dialogue about our differences can inflame certain attitudes by
different people. And too often diversity programs are led by people who don’t
know what they don’t know, and they become token programs that merely “check
a box.” (Christiane Bradler, Robert Dur, , Susanne Neckermann, & , Arjan
Non, 2016 February 9, pg. 291.)
IV. Employee recognition goes a long way and it necessarily does not call for big bonuses,
raises or promotions. As stated in a quote by Margaret Cousins “Appreciation can make a
day, even change a life. Your willingness to put it into words is all that is necessary.”
a. “Great organizations succeed when they flip the traditional organizational
pyramid upside down and ask themselves, “What can I do to support those who I
work with or who report to me?”
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(J-Jeff Kober, 2019, pg. 162)
b. “Recognition works best when it is provided exclusively, but not too exclusively.
In groups of eight workers, recognition to the best three performers led to a
stronger performance increase than either recognition to all employees and
recognition to the best performer”.
(Christiane Bradler, Robert Dur, Susanne Neckermann, & , Arjan
Non, 2016 February 9, pg. 3095)
c. In order to understand reward, one has to understand motivation. Intrinsic
motivation is internalized by the individual whilst extrinsic motivation is
dependent on expectations, as discussed previously. Rewards can be offered
as motivating factors provided that they are aligned with certain guidelines.
(Saleemah Salie and Anton Schlechter, 2012, pg. 3)
V. The Lord provides us his commands in all aspects of life. Many, even Christians may not
believe that the Holy Bible, provides verses that apply to everything in life, including
business and being a leader/manager.
a. “As Christians, we meditate upon God’s principles for living in every area of our
lives. Practicing a full-time ministry vocation and working with church staff and
volunteers presents a very specific set of challenges and opportunities.”
(Samantha Villenave, 2011 August 29)
b. If we can all agree that the best employee is an engaged employee, then the next
logical step is to figure out how to get all of them engaged. If we could solve the
puzzle of employee engagement, then I think we could go far in creating
exponential growth in our impact on eternity.
(Chris Patton, 2012 March 4)
c. “As Christians in the marketplace, we report to a higher level of management than
our co-workers, and we need to understand God’s principles of recognition and
reward. In Colossians 3:23 we read: "Whatever you do, work at it with all your
heart, as working for the Lord, not for men, since you know that you will receive
an inheritance from the Lord as a reward. It is the Lord Christ you are serving."
(Mary (Whelchel) Lowman, 2020)
VI. Conclusion and Recommendations:
a. After researching this topic of employee, motivation, engagement and
recognition, there is a vast amount of journal articles/peer reviews, along with
books that detail these topics. Some talk about all three, and there many for each
topic on its own. The information provided in each offer examples, do’s and
don’ts and even specifically detailed methods to incorporate any one of these
topics into one’s organization. Some of these can be seen as two in one such as
motivation and engagement with the end result is recognition.
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b. In review of all the articles listed in this annotative bibliography they all state a
very simple concept, employee motivation, encourages engagement, which is
reinforced by recognition. If one recalls that time in our childhood when our
parents would motivate us to do shores to receive a weekly allowance or to be
good because “Santa is watching”. We could recall that motivation was followed
by encouragement in the sense of being told if we work hard to receive our
allowance we could purchase that toy car or candy bar we wanted, or in another
example, it would encourage us to behave because that would mean we were
guaranteed presents from Santa. The recognition came with actually receiving that
allowance at the end of the week of the presents under the tree on Christmas
morning.
c. The strengths of this paper are the researched information regarding motivation,
engagement and employment which could be used my organizations to create a
more effective workplace and increase productivity for their business. At the same
time, the topics take part in building morale, increasing loyalty and reducing
turnovers.
d. What might be missing in this article are the down side of recognition, although
briefly mentioned, because sometimes recognition is on “over-drive” and when it
there is a situation where accountability lacks, the organization will have an upset
employee who has only known recognition and has never received constructive
feedback when their performance is not at its usual level.
