I have worked for an organization where I have received recognition for my contributions. With respect to the question of whether the recognition I received was appreciated or fell flat, I would reply, “both”. For example, as a government contractor, I work for a company that consistently recognizes my efforts, and my overall contributions to the company. As a government contractor for over the past 10 ½ years, I have received recognitions for my contributions in governmental support not only for the particular departments that I was assigned to, but also recognition across the entire Medical Countermeasure Systems portfolio for handling all travel responsibilities for the entire organization.
Moreover, I helped support different departments when the company was short on administrative staff. In addition, I demonstrated a great deal of competence, taking on new responsibilities which I readily accepted, with no notice and/or training. However, when I received recognition for my achievements, I was also flooded with congratulatory e-mails from colleagues. While the e-mails and overall recognition made me feel appreciated, the positive feelings were fleeting. That is, the positive feedback kept me motivated to learn new things for awhile, but I soon felt like I had become a “YES” man. Thus, in this crucial respect, my appreciation fell flat.
Upon reflection, I realize that I had lost my bearings and purpose after cross-training in so many areas, and receiving distinction as a motivator. According to the YouTube video, employees are more motivated in a purpose-driven organization where they are given autonomy, and the opportunity to master skills (Pink, 2010). While I had both autonomy and mastery, I had lost my purpose, a situation which discouraged my usual high motivation to accomplish things. Now, I also realize that, as an employee, I am a person who has a high need for affiliation (Carpenter, Bauer, & Erdogan, 2010). Thus, according to McClelland’s acquired needs theory, I work better with co-workers under harmonious circumstances, desiring to be liked and accepted (Carpenter, Bauer, & Erdogan, 2010). As a stand-out employee, I believe that my acceptance and likeability by my colleagues was jeopardized, and maybe some colleagues were even jealous. McClelland’s acquired needs theory (Carpenter, Bauer, & Erdogan, 2010)) also predicts that I am disadvantaged by too much need to be perceived positively by others – hence my dissatisfaction with receiving unauthentic praise, and becoming a “YES” man.
References
Carpenter, M., Bauer, T., & Erdogan, B. (2010). Principles of management version 1.1.
Irvington, NY: Flat World Knowledge.
Pink, D. (01 Apr. 2010). RSA: Drive: the surprising truth about what motivates us.
Retrieved 19 Jun. 2016 from https://www.youtube.com/watch?v=u6XAPnuFjJc
