Although most people agree that you get what you give, you wouldn't know it if you spoke with many managers about recognition. As part of my doctoral requirements, I set out to explore why, and what conditions enable or inhibit the use of recognition in organizations. This is the second of a two-part series (see “No Thanks” in September CMI, p. 24, or on www.meetingsnet.com). The underlying truth is simple: Without top management's support, recognition programs and activities are usually ...

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