Determining the Effectiveness of Responsibility and Recognition Roles on Employee Engagement and Performance

Determining the Effectiveness of Responsibility and Recognition Roles on Employee Engagement and Performance | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Article Determining the Effectiveness of Responsibility and Recognition Roles on Employee Engagement and Performance Emmanuel Hobwana, Mubanga Mpundu This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-6888187/v1 This work is licensed under a CC BY 4.0 License Status: Under Review Version 1 posted 16 You are reading this latest preprint version Abstract This study seeks to determine the effectiveness of recognition or responsibility roles on employee engagement and performance. The study aims to provide a detailed explanation of how recognition and responsibility can be utilized to boost employee engagement and performance through a combination of qualitative and quantitative research methods. A mixed methods approach was employed whereby quantitative aspects included surveys designed for obtaining data about the perception and among other subjects, while qualitative interviews provided more insights into the motivations and attitudes of the employees. This study targeted a population of agricultural employees of Charles Stewart Day Old Chicks in Chegutu Zimbabwe. 82 respondents were selected using Random Sampling Technique among 448 employees. Two conceptual frameworks were applied to determine the effectiveness of responsibility and recognition on employee engagement and performance. The final sample consisted of 82 questionnaires. Descriptive and inferential statistics were used to analyze data in this study. The data were then analyzed by means of summarizing, classifying, tabulating, and using SPSS and Microsoft office tools. There is a statistically significant positive between recognition, responsibility, and employee performance at CSDOC, as determined by correlation analysis > 0.5 average 0.68. It was reported that the link between employee recognition and performance was positive. The recommendation is having a structured recognition program to increase employee performance and engagement. Collaboration among employees is also encouraged to increase employee engagement. Training and development will provide necessary resources required for effective delegation. Further research is needful, although this survey showed a link between recognition and engagement, exploring in further detail how these translate to defined metrics (productivity, customers, profit) would strengthen the business case of investing in engagement strategies. Business and commerce/Business and management Social science/Business and management Employee Performance Responsibility Recognition and Employee Engagement Charles Stewart Day Old Chicks (CSDOC) Figures Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 Figure 6 Figure 7 1.0 INTRODUCTION Motivation plays an indispensable role in employee performance, and people need great motives to make valuable contributions that add value to the organizational goals. Employee engagement and performance are critical to support organizational goals and the productivity of a business. A motivated workforce that is engaged and committed to its work is a key driver of business growth, innovation, and sustainability. Studies show that employees could be more productive, dedicated, effective, engaged, happy, and not leave the job. However, fostering such engagement is often a complex process that involves various factors, including recognition and responsibility, both of which play a crucial role in shaping employee attitudes and behavior. Awards and acknowledgments of accomplishments are a fundamental motivator in the workplace. When employees feel recognized for their contributions, they are more likely to exert high levels of motivation and productivity. Rewarding is not only a good servant but also serves as an affirmation of the employee’s value to the organization, thereby boosting morale and reinforcing loyalty. However, the effectiveness of recognition may vary depending on its form, timing, and alignment with employee expectations. This classifies as critical for organizations to target recognition practices to cater to diverse needs for their workforce. Responsibility, on the other hand, is the empowerment of employees with both the authority and accountability to make decisions and add value to the organization’s goals. When employees are trusted with greater responsibility, they tend to invest more into their work and perform at a higher level. Responsibility can lead to personal growth and development, which can enhance job satisfaction and engagement. However, it is important to manage a balance, as too much responsibility without adequate support or resources can lead to stress and burnout. Although there is a growing body of research linking motivation to employee engagement and performance, there remains a gap in understanding the specific effects of recognition and responsibility roles on these outcomes. The few studies that have examined these relationships have usually done so in a broad or indirect fashion, leaving room for an in-depth investigation into how these variables interact to affect employee behavior. This research aims to fill that gap by investigating the direct relationship between recognition and responsibility for employee engagement and performance. The study will explore the potential ranging from formal recognition to informal recognition and physical performance. The goal of this research is therefore to offer actionable insights that can be used by organizations to understand how to design effective strategies. These findings are meant to inform the design of recognition programs, responsibility frameworks, and performance management systems that not only foster employee engagement but provide broader benefits to overall organizational performance. The study may also contribute to academic literature on employee motivation and provide valuable guidance for policymakers and educators involved in workforce development. This research aims to fill this gap by exploring the specific relationship between different kinds of intrinsic rewards and diverse aspects of employee engagement. The study will span across key parameters such as recognition, responsibility, and personal growth opportunities that contribute to the factor of employees' emotional commitment to their work in learning motivation, high-level performance, and long-term satisfaction with the organization. Moreover, the test will reveal how intrinsic rewards interact with employee performance, which would enable a historical understanding of motivational dynamics emerging in modern organizations. These findings and the results of this research can be expected to provide organizations looking to improve their employee engagement strategies with valuable insights. By identifying the most effective intrinsic rewards for enhancing engagement, businesses are able to formulate targeted interventions that further boost employee satisfaction and improve overall organizational outcomes such as retention, productivity, and performance. This article studies how different aspects of responsibility and recognition influence employee engagement and performance. It explores the impact of both intrinsic and extrinsic motivation factors on employee attitudes, behaviors, and productivity. Through a combination of quantitative surveys, qualitative interviews, and analysis of user-generated content, the research will provide a comprehensive understanding of how performance, recognition, and responsibility drive motivation. The findings will inform the development of effective reward and recognition programs that enhance employee performance and organizational success and provide insights for policymakers, educators, and leaders on fostering sustained employee engagement. 2.0 Literature review In an effort to provide a conceptual model of the impact of recognition and responsibility on workforce outcomes, this discourse will deliberate on several theoretical frameworks, empirical studies, and conceptual models pertaining to the influence of recognition and responsibility on workforce outcomes. Additionally, it will compile the foundational principles that should guide the deployment of the roles within organizational contexts, evaluate their possible advantages, and critically evaluate the difficulties associated with reflective thinking. 2.1 Theoretical Framework 2.1.2 Employee engagement The concept of employee engagement has evolved significantly since its inception, with the earliest ideas being founded by Kahn in 1990. Kahn's exploration was based on his exploration of theory and how individuals emotionally and cognitively invest in their work. He noticed that his scuba instructor, who spoke with enthusiasm and passion about the sport based on personal experience, inspired Kahn to theorize that people who are allowed to bring their authentic selves to work are more likely to be engaged in the tasks at hand (Kahn, 1990 ) Kahn’s work, however, did not come in a vacuum. The origins of this theory can be traced back to earlier motivational theories, particularly the work of Herzberg. Kahn's understanding of engagement was also influenced by Herzberg ( 1959 ), providing a two-factor theory which distinguished between motivators and hygiene factors. Herzberg proposed that job satisfaction and motivation are not just driven by extrinsic rewards such as salary or benefits, but also by intrinsic factors such as meaningful work, recognition, and personal growth. Kahn developed a concept of engagement most closely related to the triple-c phenomenon, specifying that criticism of engagement that counter circumnavigated speculating what motivation or job satisfaction played from the onset throughout the work process (Turnock, 1997 ). In the years following Kahn’s initial work, the concept of employee engagement garnered significant traction in both academic literature and business practice. Organizations had started to realize the importance of employee engagement as a driver of performance, job satisfaction, and organizational commitment. As such, employee engagement started to be seen not only as a psychological phenomenon but as a pressing factor affecting business outcomes such as productivity, profitability, customer satisfaction, and retention rates. Scholars and practitioners expanded Kahn’s earliest theories, creating models that emphasized the many antecedents of engagement, such as leadership style, work environment, job design, and organizational culture. Engagement has been further conceptualized as a dynamic and multi-dimensional construct, involving emotional, cognitive, and physical involvement in work. For example, in one of the later works by Saks ( 2006 ), he highlighted the difference between job engagement and organizational engagement, suggesting that employees could be highly engaged in their job roles but disengaged toward the organization as a whole. This underlined the risk not only of creating engagement within specific job families but also of developing a more general commitment to one's employer. Herzberg’s Two-Factor Theory Herzberg's two-fold factor theory is established based on analysis conducted on 203 interviews (accountants and engineers). Participants were asked to recall a time at work when they felt good or bad (Berl & Williamson, 1987 , p.55; Iguisi, 2009 , p.142). He analyzed the responses and found two distinct dimensions (House and Wigdor, 2002 , p.369; Bloisi, Cook and Hunwaker, 2007, p.202) viz. 1) “Job satisfaction and job dissatisfaction come from different sources. 2) Just eliminating the sources of unhappiness does not mean a person will feel motivated to achieve better outcomes.” As highlighted in Fig. 1 , Herzberg combined these two assumptions into two factors: 1) Hygiene factors; and 2) Motivational factors. Hygiene factors: these factors are of contextual nature; they are all those things surrounding the job, i.e., job security, working conditions, quality of supervision, interpersonal relations, status, salary, etc. However, these would not inspire a person to put in extra effort, but lack of these factors may lead to dissatisfaction and a negative work atmosphere. These components should be used as job features since they are extrinsic or external to the nature of the job. This does not imply hygiene factors will act as a motivator; however, it will just trigger a neutral feeling that sufficient basic needs are met. Hygiene factors relate to Maslow’s psychological needs, safety needs, security needs, and belonging needs (Berl & Williamson, 1987 , p.56; Iguisi, 2009 , p.143; Bloisi et al., 2007, pp.202–203). Motivator factors: Factors related to the content of the job like, job challenge, responsibility, achievement, recognition, promotion, and growth, etc. These things are intrinsic or personal to each individual in his or her own sense. So, the lack of these aspects will not produce negativity, but the individual would not be able to enjoy the positive. Herzberg’s motivation factors relate to Maslow’s esteem and self-actualization needs. These factors can act as a motivational factor in an organization. The effect of hygiene and motivator factors based on the theory are shown in Fig. 1 below. Orthodoxy has led managers to offer employees connective job context in hopes of motivating them. These improvements are motivated by what are called hygiene factors at a low level; if not to the bottom-line level, the result will be dissatisfaction. The interest in raising work managers is needed to enhance the job contents. It will be a motivator, but if not, then current employees will no longer have satisfaction (Bloisi et al., 2007, pp. 203–204). Both these factors are necessary for the proper functioning of any organization, according to Herzberg. The lack of hygiene factors is also not motivating, but conversely, it may result in a poor job attitude. Proper attention to motivation, being the job contents, can motivate workers to apply greater effort and be more productive (Iguisi, 2009 , p. 143). This theory has a big implication for our study, since we are exploring the relationship between work motivation and employee engagement. The hygiene factors—job security, working conditions, quality of supervision, interpersonal relationships, and good wage—lead to the fulfillment of basic needs in the organization, like a farm. If the organization, after fulfilling hygiene factors (as company policy and administration, supervision, salary, interpersonal relations, working environment), provides motivator factors (as job challenge, responsibility achievement, recognition, promotion, and growth), it would allow employees to feel satisfaction and engage in their work. Hygiene factors will act as extrinsic motivational factors, while motivators will act as intrinsic motivational factors. We believe if such factors can be made the contents and attributes of a job in Allied Farm of Pakistan, it may increase the overall motivation and engagement of employees. In recent years, engagement has become less about an employee bringing their own interests and preferred roles/configurations to work and more about doing “more than your job” to the organization’s advantage. Previously, we held goal congruency as an important tenant of employee engagement, but today, the focus shifts to what the organization will receive in return for engaged employees, an evolution of the term as illustrated in Fig. 2 below. 2.1.2 Employee recognition There is a direct correlation between recognition and job engagement. It develops trust among colleagues as they support and help each other, keeping good relations for the benefits of organizational goals. The rise of recognition can lead to successful business operations. On the flip side, employees and the organization can suffer from the negative emotions of employees, and the customer's perception might be tainted by the worker (Fagley & Adler, 2012 , p.180). The awards for employees and job performance are closely associated. It has been seen that motivation increases employee performance when rewards are given to them (Ali et al., 2010). According to research from Academy to Innovate Human Resources as shown in Fig. 3 , to strengthen extraordinary performance, corporations may allocate a portion of retained earnings or profits at year-end. Such a strategy can increase productivity by incentivizing workers to feel as appreciated as they are. 2.1.3 Responsibility roles The importance of Responsibility roles has been considerably increased from previous years. Employees search to work in interesting environment while organizations are searching methods to engage their employees in Responsibility roles in the environment. It is defined as “a term that describes the experience of employees who are passionate about and energized by their work, find meaning and purpose in their jobs, feel that they can express their complete selves at job and feel connected to those with whom they work and elaborate it, contains physiological arousal, positive effect, a belief that one’s work makes a contribution, a sense of connection to others and a common purpose, a sense of perfection and transcendence”. Responsibility roles encourage the group, organization, and individual feelings towards satisfaction through perfection of goals. Responsibility roles make a connection with nonphysical force (Responsibility roles) that provide an employee with a feeling of happiness. Responsibility roles are a source of connection and social relations with coworkers and fulfillment of the organizational task without any conflict. Organizations that are value- based are better able to know their workers’ mind and know how to build organization and make reach to the aim of mission (Saks, 2011 , p.318–323). 2.1.4 The impact of responsibility roles and recognition on employee’s performance Link of Intrinsic Motivation & Extrinsic motivation with performance According to Locke ( 1969 ), intrinsic and extrinsic motivation not only affects employee productivity and performance, but it has massive impact on organization performance (p.310–311). Aworemi et al., ( 2011 ) in their research studied motivational factors of employees in Nigeria. Data was collected from fifteen companies, the results suggested that interesting work, good wages, promotion and growth, job appreciation were considered key factors to higher employee motivation (p.228). Akanbi ( 2002 ) conducted research on the influence of intrinsic and extrinsic motivation on employee performance. The findings revealed a positive relationship between intrinsic motivation and employee performance (pp.1–14). Many studies (i.e., Tahir et al., 2011 , pp.204–205; 2010, pp.8–9) conducted on the motivation of employees in the agricultural sector of Asia. The finding suggests a positive relationship between intrinsic and extrinsic motivation and employee performance. Link of Employee Engagement with performance A study conducted by Dalal et al., ( 2012 ) suggests that employee engagement is the best predictors of overall employee performance (p.295). Many studies have examined the antecedent, predictors, and outcome variables of employee engagement. These studies confirm that employee engagement shares an important relation with organization outcomes and overall performance (for example. Shuck, Reio & Rocco, 2011 ; Saks, 2006 ; Schaufeli & Bakker’s 2004 ; Menguc et al., 2012). Xanthopoulou et al ( 2009 ) linked employee engagement with a firm prominent level of profits, overall revenue and growth (p.184). Credit Union Checking Survey (2103) also shows that organizations having engaged employees reported increased profit (p.1–2). Khalid and Khalid ( 2015 ) stated that organizational commitment leads to engaging employees, and it is essential to have a rise in employee retention, which plays a role in achieving and pursuing personal career goals, and an important aspect of hiring employees. So, exploring this assertion, Khalid and Khalid ( 2015 ) postulate that employee self-evaluation once countered with peers will affect their commitment to an organizational body of work, but with organizations where employees are actively engaged and involved within the culture of work, employee and organization performance will improve. Hence during the line of action, employee engagement acts as a major predictor for the quantum of employee performance in an organization. Employers will take note of whether their employees are satisfied with their duties through heightened employee participation; if the employees are further engaged, then they will be content in their occupations. 2.2 Conceptual Frameworks 2.2.1 Recognition impact on employee performance As illustrated in Fig. 4 , recognition and employee engagement are two chains that jointly influence employee performance. Appreciation drives positive employee engagement by inspiring and connecting people on an emotional level, and higher engagement means improved performance! Companies that succeed in using recognition will reward their employees and find an increase in engagement and, ultimately, overall performance. This relationship outlines the significance of developing a good working environment in which all staff members are appreciated and involved, leading to greater benefit to the entire organization. 2.2.2 Responsibility impact on employee engagement Figure 5 demonstrates that the interplay between responsibility and employee engagement plays a vital role in enhancing employees' performances. Companies that successfully grow both will probably be—well, better at making money, developing new stuff and so forth. By building a culture where holding people accountable and having that all-important emotional buy in builds businesses where it is an engaged workforce that drives high performance. 2.3 Research Gap Based on a comprehensive review of existing literature, it is evident that a substantial amount of research has been conducted on the influence of various motivational factors on employee performance. Motivation, job, employee recognition, interdisciplinary introduction, employee engagement has been studied extensively in various global contexts that include topics such as intrinsic and extrinsic motivation, job satisfaction, and employee recognition. However, a significant gap in literature exists regarding understanding the combined effects of recognition and responsibility roles on employee engagement and employee performance in specific regional contexts like Zambia and Zimbabwe. In conclusion, although the existing literature offers valuable insights on employee motivation and performance, there remains a substantial gap in understanding the combined effects of recognition and responsibility roles, especially in the context of Zambia and Zimbabwe. From another point of view, this implies that this work contributes significantly to academic discourse and provides practical solutions for improving participation and performance in organizational settings. 3.0 Methodology As employees are the focus of this research, the researcher used a case study research approach. According to O'Leary (2010), a case study is a methodology that explores social phenomena through detailed description and analysis of a particular case or situation. According to Saunders and Lewis, this method can create objective data as the outcome of direct observations of the entity in question, which can provide information on input processes and demonstrate the paths that lead to specific results. These provide other investigators in similar positions with an opportunity to reproduce findings (O’Leary, 2010 ). Therefore, this design enables the gathering of credible evidence from Charles Stewart Day Old Chicks (CSDOC) workers. This research was conducted at CSDOC offices in Chegutu, Zimbabwe. CSDOC has been in Zimbabwe since 1958, a year after Irvines established their operations in the same country although in a different town. CSDOC has a total of 448 (Board report, 2024), the researcher employed the Polit formula to come up with the appropriate sample size for the study: n = 82 Where n = number of respondents, N = total population and e = error margin/margin of error Given N = 448 and e = 10% n = 448 / (1 + 448(0.1)2) = 448 / (1 + 448(0.01)) = 448 / (1 + 4.48) = 448 / 5.48 = 81.75 Therefore, the sample consisted of 82 CSDOC employees. The researcher also conducted interviews with all the members of the Senior Leadership team of seven as well as with each site leader. A mixed-methods approach consisting of both quantitative and qualitative methodology was used, as this approach allows the collection of findings that include measurable variables and non-numerical data, including verbatim quotes from participants. This method allows for participant voice amplification while demanding that findings be reflective of their experiences (O’Leary, 2010 ). According to Saunders, Lewis and Thornhill ( 2016 ), mixed methods fit social constructivist paradigms that stress that reality is socially constructed—seeking ontology that describes and analyses human behaviours while revealing the underlying meanings from experiences. By using both methods, this promotes consistency of collected data and enables an in-depth exploration of how responsibility roles affect the performance of employees involved in CSDOC. Quantitative questionnaire results were analysed using tools from Microsoft Excel and the Statistical Package for Social Sciences (SPSS); thematic analysis will be performed on qualitative interview responses, with audio recordings initially being transcribed verbatim and accuracy being improved ahead of the pre-analysis stage by using a double listening technique. The researcher followed the ethical principles generally observed in research involving humans. 4.0 Findings and Discussion The researcher distributed 82 questionnaires to the respondents at CSDOC as a representative sample size as shown in Table 1. All 82 questionnaires were filled out and returned, resulting in a response rate of 100%. According to Chalofsky (2010), a response rate greater than 85% is considered highly participatory and engaged among respondents. By increasing the response rate, the data collected will be representative of the population and can make the findings of the study more robust. It also shows that respondents think that the recognition of the study topic and the roles of responsibility and their impact on employee performance are relevant and a concern. This response rate increases the reliability and study quality of the outcome measures. . Sample Group Frequency Percentage Managers and supervisors 22 27% General staff 40 49% Human resource professionals 20 24% Total 82 100% Table 1: Response Rate The data in Figure 6 shows how long respondents have been in their current role at CSDOC. Based on the results, 15% of respondents have held their roles for less than 1 year, 35% for 1–3 years, 30% for 4–6 years, and 20% for 7 years or longer. This distribution indicates that the experiences and familiarity of the respondents varied widely, from more relatively new employees to highly experienced personnel. Significantly, 35% of respondents belong to the 1 to 3-year group, indicating that a large part of the workforce has gained a basic understanding of their role and the company processes. The variety of experience facilitates the study of the issues from both ends of the spectrum as some of the participants have been in their roles for several years and others are more recent hires. Involving diverse ranges of experience enhances research data representativeness and reliability (Bell et al., 2019). Figure 7 shows the distribution of educational backgrounds which suggests varying degrees of attainment among the respondents from CSDOC. This means that respondents have the basic knowledge and skills to analyze the recognition and responsibility roles of actors present in their work. Employees with higher education levels tend to possess improved critical thinking and problem-solving skills, which are often essential for contributing to performance and engagement programs. Moreover, diverse educational backgrounds enable a more comprehensive analysis of data, thus allowing researchers the opportunity to explore differences in perspectives, recognition, and responsibilities of roles based on educational levels. Such analysis will help in understanding what role educational level plays in communication, compliance, and implementation of an organization's strategy to increase engagement and performance. Integrating varying academic paradigms enhances the generalizability and richness of research results (Bell, Bryman & Harley, 2019). Descriptive Statistics Descriptive Increased motivation and job satisfaction. Improved overall productivity and efficiency. Enhanced employee loyalty and reduced turnover rates. Boosted morale and stronger team dynamics. N 82 82 82 82 N Missing 0 0 0 0 Missing Mean 4.12 4.05 4 4.1 Mean Median 4 4 4 4 Median Mode 4 4 4 5 Mode Sum 338 333 328 336 Sum Standard Deviation 0.72 0.68 0.7 0.65 Standard Deviation Minimum 2 2 2 3 Minimum Table 2: The impact of recognition and responsibility roles on employee performance at CSDOC in Zimbabwe. Source (SPSS 2024) Table 2 shows that the median and mode values which suggest that most participants responded positively and rated the influence of recognition. Likewise, similar to the 4.05 mean score of improved overall productivity and efficiency indicates that employees will feel more productive if employees' efforts are acknowledged. This is in line with Kahn (1990), who pointed out that employee engagement leads to better performance results as they feel that their contributions matter. The values of standard deviation are low (0.68) which implies that almost all the respondents agree that recognition has a positive effect on productivity. Moreover, the scores regarding improved employee loyalty and decreased turnover rate (mean = 4.00) indicate that satisfactory recognition practices lead towards greater commitment of the employees for the organization, which is a vital point in organizational steadiness. Schaufeli and Salanova (2010). found that when organizations make it a priority to recognize their employees, workers have lower turnover rates and are less likely to look elsewhere for opportunities because they feel their contributions are valued. The consistency of the data, as demonstrated by the median and mode of 4, highlights the strong correlation between recognition with loyalty perceptions. Finally, morale boost & team cohesiveness scored a mean value of 4.10. This finding underscores the essential function of recognition in creating a positive workplace atmosphere. Types of social media content that most strongly affect self-compassion Frequency Percent Valid Percent Cumulative Percent Introduction of 360-degree feedback. 30 36.60% 36.60% 36.60% Use of goal-setting frameworks like SMART objectives. 25 30.50% 30.50% 67.10% Regular one-on-one review sessions with supervisors. 20 24.40% 24.40% 91.50% Adoption of digital tools for performance tracking. 7 8.50% 8.50% 100% Total 82 100% 100% 100% Table 3: The new performance review systems that have been implemented by CSDOC for its employees. The data in Table 3 informs the reader about some of the new performance review systems CSDOC has implemented for its staff, reflecting a deep consideration of employee motivation and performance practices. These systems demonstrate CSDOC's pledge to build a workplace culture that values feedback and continuous improvement. Descriptive Clear definition of roles and responsibilities. Provision of training for skill development. Establishment of mentorship and support programs. Delegation of tasks based on individual strengths. N 82 82 82 82 Missing 0 0 0 0 Mean 4.45 4.25 4.2 4.35 Median 4 4 4 4 Sum 364 349 344 356 Standard deviation 0.65 0.7 0.73 0.68 Minimum 1 1 1 1 Maximum 5 5 5 5 Table 4: Responsibility planning measures that have been taken by CSDOC for its employees. The data in Table 4 shines attention to the responsibility planning measures carried out by CSDOC for its employees. Clear roles and responsibilities scored a mean of 4.45, highlighting employee understanding of their roles. Training for skill enhancement scored a mean of 4.25, signaling investment in employee growth. Mentorship and support programs with a mean score of 4.20 underline the focus on development. Delegation of tasks based on strengths scored 4.35, showing value in utilizing employee strengths. Types of social media content that most strongly affect self-compassion Frequency Percent Valid Percent Cumulative Percent Encourages employees to exceed expectations. 30 36.60% 36.60% 36.60% Build trust and positive workplace relationships. 25 30.50% 30.50% 67.10% Fosters a sense of belonging and loyalty. 20 24.40% 24.40% 91.50% Creating a culture of appreciation and mutual respect 7 8.50% 8.50% 100 Total 82 100% 100% 100% Table 5: How recognition influence employee engagement at CSDOC The data in Table 5 underscores the importance of social media and its impact on employee engagement. A sense of belonging and commitment to exceed expectations is fostered. Ultimately trust is built and workplace relationships are reinforced and all this is shown by the 91.5% cumulative percentage in Table 5. N Minimum Maximum Sum Mean Std. Deviation Variance Frequency of Social Media Use 82 1 5 138 2.88 1.12 Valid 82 Table 6 demonstrates that recognition and responsibility are statistically significant predictors of employee performance. The data presented in Table 6 indicate that employee performance levels at CSDOC are notably influenced by recognition and responsibility measures, as shown by high average scores for these variables. Furthermore, a correlation analysis was conducted using the Pearson Correlation model to evaluate the strength and direction of the relationships between recognition, responsibility, and employee performance. The correlation between recognition, responsibility, and employee performance at CSDOC was analyzed to determine how these variables interact and influence overall performance outcomes. The analysis highlights the strength and direction of the relationships between recognition, responsibility, and employee performance. Recognition Responsibility Employee Performance Pearson Correlation Recognition 1 0.645 Responsibility 0.645 1 Employee Performance 0.732 0.687 Sig. (1-tailed) Recognition - 0.001 Responsibility 0.001 - Employee Performance 0 0.002 N Recognition 82 82 Responsibility 82 82 Employee Performance 82 82 Table 7: Correlations Between Recognition, Responsibility, and Employee Performance Table 7 insights: - Recognition and Responsibility: Strong correlation (r = 0.645, p < 0.01). - Recognition and Performance: Strong positive relationship (r = 0.732, p < 0.01). - Responsibility and Performance: High significance (r = 0.687, p < 0.01). The findings underline how recognition and responsibility enhance productivity, underscoring management's role in fostering a more engaged workforce. 4.6 Discussion of Results Results showed a clear positive relationship between both recognition and responsibility roles and the performance of employees at CSDOC. This boosted employees' sense of motivation and helped them feel more content with their respective jobs. There was consistency between this discovery and many other studies: if people feel valued, they’re much more likely to throw themselves into their work. However, it was clear that building a culture of appreciation was vital to maintaining employee motivation and enhancing their performance. CSDOC made strides in overhauling its approach to employee reviews, demonstrating an investment in how to develop its employees. When 360-degree feedback, SMART goal-setting, and regular one-on-ones were introduced, it demonstrated that the organization cared and was there to support its people. The feedback at work, particularly around performance reviews, resonated well with employees as they felt that it gave them something to strive towards and provided them with a clearer understanding of goals. Generally speaking, these new systems likely improved the work environment and facilitated personal growth. The CSDOC responsibility planning measures had a practical impact on how employees understood and expanded their roles in the organization. The high scores for clearly defined roles and opportunities for training showed CSDOC was dedicated to helping the people who work in its halls thrive. The organization built a workplace where employees were empowered and engaged by being clear on what was expected and providing support through training and mentorship. The result: a clearer, more developed, and content workforce. At CSDOC, recognition became one of the key drivers behind how engaged employees felt. Many respondents said receiving recognition for their contributions compelled them to reach higher at work. Recognition not only built trust but also contributed to a sense of belonging among team members, which was vital for talent retention. This illustrated that when employees felt valued, they would be predisposed to loyalty towards the organization and stay committed to their respective duties. Clearly, recognition was a need-to-have, not a nice-to-have idea, they needed to own it to get there. The relationship was found to be strong between recognition, responsibility, and employee performance at CSDOC, as determined by correlation analysis. It was reported that the link between employee recognition and performance was positive. This meant that recognition had to go along with responsibility to ensure an engaged and empowered workforce. It showed that by giving employees executive roles with recognition and having well-defined jobs, organizations could create an environment of mutual support that led to employee success. 5.0 Conclusion The study concluded that recognition and responsibility roles have a strong positive association with employees' performance at CSDOC. Employees stated that they were more inspired and happier with their jobs when their efforts were recognized. Not only did this make them feel recognized, but it also prompted them to be more willing to take ownership of their responsibilities. They also demonstrated that a culture of recognition is key to building a successfully engaged workforce, which in turn leads to productivity and better organizational performance. The results highlighted the importance of recognition in driving employee engagement at CSDOC. Numerous respondents stated that recognition for their work inspired them to exceed expectations in their jobs. That sense of appreciation also built trust between the team and fostered a real feeling of belonging to an organization. This had led people to stay more committed to their work and organization, emphasizing the importance of proper recognition strategies to ensure a satisfied and committed employee base with minimum turnover rates. 5.1 Recommendations We recommend having a structured recognition program to increase employee performance and engagement at CSDOC. Regularly recognize both people and teams through a program that reaches out and includes all via monthly awards, shout-outs in meetings, recognition boards, etc. With the implementation of this type of culture, CSDOC would increase employee morale, instill a feeling of belonging, and encourage staff members to do their best at their respective jobs. More than recognition is a robust performance review system that CSDOC needs to ship. Regular feedback sessions, in addition to annual review processes, inform employees of their ongoing performance trajectory and skill development opportunities. Regular check-ins will promote ongoing, open communication, allowing managers the opportunity to adjust their coaching and support to suit their employees’ individual needs. Not only does this method foster personal growth, but it also fortifies the bond between workers and their managers. CSDOC should also invest in training and development programs. These programs should correlate with employees’ roles and career goals to provide upskilling and scaling into leadership programs. With appropriate training, CSDOC can help employees feel that it is owned by them, resulting in better satisfaction and, last but not least, an efficient way of working. Furthermore, mentoring programs might provide additional support for employee growth through pairing less-experienced workers with directors in the organization. Encouraging collaboration in the workplace is a great way to improve employee engagement. CSDOC needs to promote teamwork by engaging in team-building activities and cross-department projects. Collaboration enhances employees' ability to share knowledge, create stronger relationships, and learn from each other. This not only increases satisfaction among employees but also encourages innovation and problem-solving within the organization. Fostering an environment in which diverse voices and perspectives are recognized will lead to a more engaged and productive workforce in the end. Ultimately, exploring how technology might improve recognition and performance management systems would make it an interesting topic for future exploration. Declarations 6.1 Ethical Approval This study was approved by the University of Zambia Biomedical Research Ethics Committee (UNZABREC), under approval number 6037- 2024. UNZABREC adheres to the principles of the Helsinki Declaration. All procedures involving human participants were conducted in accordance with the ethical standards of the University of Zambia. The approval was obtained from UNZABREC on the 9 th of December 2024. The scope of this approval includes university dissertation and publication in journal articles. The duration of ethical approval is one calendar year from the date of approval. Informed consent was obtained from all participants involved in the study, and consent to publish was also secured. Informed consent was obtained from all participants after they were provided with detailed information regarding the study's purpose, procedures, potential risks, and benefits. Participants were assured of their right to withdraw from the study at any time without any consequences. Confidentiality was maintained throughout the study, and data was anonymized to protect participant identity. Additionally, consent to publish was obtained from all participants. Informed consent was obtained from participants at Sun Valley Farm Chegutu from the 11 th to the 18 th of December 2024. Employees of Charles Steward Day Old Chicks provided this informed consent. The consent was provided verbally due to low English language proficiency among the majority farm workers. The contents of the UNZABREC informed consent form were read out and participants verbally confirmed agreement to participate as well as have results obtained published. 6.2 Funding The authors declare that no financial support was received for the conduct of this research. 6.3 Availability of data and materials The datasets generated and/or analyzed during the current study are available from the corresponding author upon reasonable request. References Akanbi, P.A (2002) Influence Intrinsic and Extrinsic Motivation on Employee Performance. Ajayi Crowther University, OYO, OYO state, 1-14 www.yumpu.com/en/document/view/11671361/motivation-on-workers-performance by-akanbi-p-pdf-international [Retrieved 2024-11-05] Ali, R & Ahmed, S.M (2010) The Impact of Reward and Recognition Programs On Employees Motivation and Satisfaction A Co Relational Study . Available at: http://www.academia.edu/309095 [Retrieved 2024-11-05] Aworemi, J.R., Abdual-Azeez, I.A & Durowoju, S.T (2011) An Empirical Study of the Motivational Factors of Employees in Nigeria. International Journal of Economics and Finance, 3 (3) 227-233 Berl, R.L & Williamson, N.C. (1987). A review of the content theories of motivation as they apply to sales and sales management. American Business Review, 5 (1), 53 Bloisi.W., Cook, C.W. & Hunwaker, P.L. (2003) “ Management and Organization Behavior” McGraw Hill Education, UK. 169-196 Chalofsky, N. 2010. Meaningful workplaces . San Francisco, CA: Jossey-Bass. Credit Union Checking Survey, 2013 Employee Engagement Continues to Improve, Teller Vision Aspen Publishers Inc, 1-2 Dalal, R.S., Baysinger, M., Brummel, B.J., & LeBreton, J.M. (2012). The Relative Importance of Employee Engagement, other jobs attitudes, and traits affect as predictors of job Performance . Journal of applied Social Psychology, 42 (1), 295-32. Fagley.S.N. & Adler.G.M.(2012). Appreciation: a spiritual path to finding value and meaning in the workplace. Journal of management, 9 (2), 167-187. Herzberg, F. (1959). The Motivation to Work . John Wiley & Sons, New York House, R.J & Wigdor, L.A (2002) Herzberg's dual-factor theory of job Satisfaction and motivation: a review of the evidence and a criticism. Personnel Psychology 369-389 Iguisi, O (2009) Motivation-related values across cultures, African Journal of Business Management.3 (4), pp. 141-150 Kahn, W. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33 : 692–724. Khalid A. & Khalid, S. (2015). Relationship between organizational commitments, employee engagement and career satisfaction. A case of University of Gujrat Pakistan. Journal of South Asian Studies 03 (03), 323-326 Locke, E. A. (1969). What is job satisfaction? Organizational Behavior & Human Performance, 4 (4), 309–336. https://doi.org/10.1016/0030-5073(69)90013-0 O’Leary, Z. (2010) The Essential Guide to Doing Your Research Project . Sage, London. Saks.M.A. (2006). Antecedents and consequences of employee engagement. Journal of managerial psychology. 21 (7), 600-618. Saks, M.A. (2011). Workplace spirituality and employee engagement . Journal of management, spirituality, and religion. 8 (4), 317-340 Saunders, M., Lewis, P & Thornhill, A (2012). Research Methods for Business Students . Sixth edition. London. Pearson education limited. Saunders, M., Lewis, P., & Thornhill (2016). Research Methods for Business Students (7 th ed.) . Edinburg Gate: Pearson Education Limited. Schaufeli, W. B. and Bakker, A. B. (2004), „Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study‟, Journal of Organizational Behavior, 25 , pp. 293-315. Schaufeli, W. B., & Salanova, M. (2010). Work engagement: On how to better catch a slippery concept. European Journal of Work and Organizational Psychology, 20 (1), 39- 46. Shuck, B., Reio, T.G., & Rocco, T.S. (2011). Employee engagement: an examination of antecedent and outcome variables. Human resource Development International, 14 (4), 427-445 Tahir, A.J., Yusoff, R.B.Md., Khan, A., Azam, K., Ahmad, M.S & Sahoo, M.Z (2011) “A Comparison of Intrinsic and Extrinsic Compensation Instruments: The case of National Farm of Pakistan () NBP, District Attock, Pakistan” World Journal of Social Sciences, 1 (4),195-206. Tahir, A.J., Ahmad, M.S., Sahoo, M.Z., Ullah, S., Azam, K & Marwat, A. K (2010) “A Comparison of Intrinsic and Extrinsic Compensation Instruments: The case of National Farm of Pakistan (NBP), District Attock, Pakistan” Human Resource Management . Turnock, B. J. (1997). Good News and Bad News for Public Health. Journal of Public Health Management and Practice 3 (3), 11 Xanthopoulou., D., Bakkar., A.B., Demerouti., E., & Schaufeli., W.B. (2009). Work engagement and financial returns: A diary study on the role of job and personal resources. Journal of Occupational and Organizational Psychology, 82 , 942-950 Additional Declarations No competing interests reported. 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1","display":"","copyAsset":false,"role":"figure","size":326641,"visible":true,"origin":"","legend":"\u003cp\u003eHerzberg's Dual-Factor Theory of Motivation Source: Bloisi et al., 2007, p. 203\u003c/p\u003e","description":"","filename":"1.png","url":"https://assets-eu.researchsquare.com/files/rs-6888187/v1/af0a2765049e2c7c672cca70.png"},{"id":94397138,"identity":"488eff36-e4c9-4034-9085-e9078fae1014","added_by":"auto","created_at":"2025-10-27 13:56:29","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":758402,"visible":true,"origin":"","legend":"\u003cp\u003eAn employee engagement timeline\u003c/p\u003e","description":"","filename":"2.png","url":"https://assets-eu.researchsquare.com/files/rs-6888187/v1/028cdd11521aded52158221a.png"},{"id":94397932,"identity":"44406df2-f800-4928-b968-5171dc5d5e20","added_by":"auto","created_at":"2025-10-27 13:56:55","extension":"png","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":153865,"visible":true,"origin":"","legend":"\u003cp\u003eAcademy to innovate Human Resources, seven reasons why recognition matters\u003c/p\u003e","description":"","filename":"3.png","url":"https://assets-eu.researchsquare.com/files/rs-6888187/v1/2c26ad93a33ff0d0b78c1a78.png"},{"id":94398304,"identity":"bee1380c-b659-44c3-bcce-34bdbf92e132","added_by":"auto","created_at":"2025-10-27 13:57:02","extension":"png","order_by":4,"title":"Figure 4","display":"","copyAsset":false,"role":"figure","size":17238,"visible":true,"origin":"","legend":"\u003cp\u003eConceptual Framework – impact of recognition on employee performance\u003c/p\u003e","description":"","filename":"4.png","url":"https://assets-eu.researchsquare.com/files/rs-6888187/v1/1f08168b6cadcb5c2559e283.png"},{"id":94399697,"identity":"57ae120e-7641-4687-b108-0420bce02ad3","added_by":"auto","created_at":"2025-10-27 13:57:41","extension":"png","order_by":5,"title":"Figure 5","display":"","copyAsset":false,"role":"figure","size":23920,"visible":true,"origin":"","legend":"\u003cp\u003eConceptual Framework – impact of responsibility on employee performance\u003c/p\u003e","description":"","filename":"5.png","url":"https://assets-eu.researchsquare.com/files/rs-6888187/v1/fe78aa058783ed13a9c3617c.png"},{"id":94398886,"identity":"76045ebc-3285-4fa0-9e0a-b6b25ff01ffe","added_by":"auto","created_at":"2025-10-27 13:57:14","extension":"png","order_by":6,"title":"Figure 6","display":"","copyAsset":false,"role":"figure","size":55198,"visible":true,"origin":"","legend":"\u003cp\u003eNumber of Years in Current Role at CSDOC\u003c/p\u003e","description":"","filename":"6.png","url":"https://assets-eu.researchsquare.com/files/rs-6888187/v1/634a8a9cf9e5b0279c4df8d0.png"},{"id":94398460,"identity":"a5461e1f-a89a-495c-919c-42e83109f8be","added_by":"auto","created_at":"2025-10-27 13:57:06","extension":"png","order_by":7,"title":"Figure 7","display":"","copyAsset":false,"role":"figure","size":58066,"visible":true,"origin":"","legend":"\u003cp\u003eEducation Level\u003c/p\u003e","description":"","filename":"7.png","url":"https://assets-eu.researchsquare.com/files/rs-6888187/v1/d72512cc798456bf0a539e0e.png"},{"id":94491242,"identity":"d6772b3d-0168-4ab1-9d50-abe155764ec6","added_by":"auto","created_at":"2025-10-27 17:24:04","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":2429593,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-6888187/v1/8e382ab1-2f61-407d-be9d-b6dd1de3fe54.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"\u003cp\u003eDetermining the Effectiveness of Responsibility and Recognition Roles on Employee Engagement and Performance\u003c/p\u003e","fulltext":[{"header":"1.0 INTRODUCTION","content":"\u003cp\u003eMotivation plays an indispensable role in employee performance, and people need great motives to make valuable contributions that add value to the organizational goals. Employee engagement and performance are critical to support organizational goals and the productivity of a business. A motivated workforce that is engaged and committed to its work is a key driver of business growth, innovation, and sustainability.\u003c/p\u003e\u003cp\u003eStudies show that employees could be more productive, dedicated, effective, engaged, happy, and not leave the job. However, fostering such engagement is often a complex process that involves various factors, including recognition and responsibility, both of which play a crucial role in shaping employee attitudes and behavior.\u003c/p\u003e\u003cp\u003eAwards and acknowledgments of accomplishments are a fundamental motivator in the workplace. When employees feel recognized for their contributions, they are more likely to exert high levels of motivation and productivity.\u003c/p\u003e\u003cp\u003eRewarding is not only a good servant but also serves as an affirmation of the employee\u0026rsquo;s value to the organization, thereby boosting morale and reinforcing loyalty. However, the effectiveness of recognition may vary depending on its form, timing, and alignment with employee expectations. This classifies as critical for organizations to target recognition practices to cater to diverse needs for their workforce.\u003c/p\u003e\u003cp\u003eResponsibility, on the other hand, is the empowerment of employees with both the authority and accountability to make decisions and add value to the organization\u0026rsquo;s goals. When employees are trusted with greater responsibility, they tend to invest more into their work and perform at a higher level. Responsibility can lead to personal growth and development, which can enhance job satisfaction and engagement.\u003c/p\u003e\u003cp\u003eHowever, it is important to manage a balance, as too much responsibility without adequate support or resources can lead to stress and burnout. Although there is a growing body of research linking motivation to employee engagement and performance, there remains a gap in understanding the specific effects of recognition and responsibility roles on these outcomes. The few studies that have examined these relationships have usually done so in a broad or indirect fashion, leaving room for an in-depth investigation into how these variables interact to affect employee behavior.\u003c/p\u003e\u003cp\u003eThis research aims to fill that gap by investigating the direct relationship between recognition and responsibility for employee engagement and performance. The study will explore the potential ranging from formal recognition to informal recognition and physical performance. The goal of this research is therefore to offer actionable insights that can be used by organizations to understand how to design effective strategies. These findings are meant to inform the design of recognition programs, responsibility frameworks, and performance management systems that not only foster employee engagement but provide broader benefits to overall organizational performance. The study may also contribute to academic literature on employee motivation and provide valuable guidance for policymakers and educators involved in workforce development.\u003c/p\u003e\u003cp\u003eThis research aims to fill this gap by exploring the specific relationship between different kinds of intrinsic rewards and diverse aspects of employee engagement. The study will span across key parameters such as recognition, responsibility, and personal growth opportunities that contribute to the factor of employees' emotional commitment to their work in learning motivation, high-level performance, and long-term satisfaction with the organization. Moreover, the test will reveal how intrinsic rewards interact with employee performance, which would enable a historical understanding of motivational dynamics emerging in modern organizations.\u003c/p\u003e\u003cp\u003eThese findings and the results of this research can be expected to provide organizations looking to improve their employee engagement strategies with valuable insights. By identifying the most effective intrinsic rewards for enhancing engagement, businesses are able to formulate targeted interventions that further boost employee satisfaction and improve overall organizational outcomes such as retention, productivity, and performance.\u003c/p\u003e\u003cp\u003eThis article studies how different aspects of responsibility and recognition influence employee engagement and performance. It explores the impact of both intrinsic and extrinsic motivation factors on employee attitudes, behaviors, and productivity. Through a combination of quantitative surveys, qualitative interviews, and analysis of user-generated content, the research will provide a comprehensive understanding of how performance, recognition, and responsibility drive motivation. The findings will inform the development of effective reward and recognition programs that enhance employee performance and organizational success and provide insights for policymakers, educators, and leaders on fostering sustained employee engagement.\u003c/p\u003e"},{"header":"2.0 Literature review","content":"\u003cp\u003eIn an effort to provide a conceptual model of the impact of recognition and responsibility on workforce outcomes, this discourse will deliberate on several theoretical frameworks, empirical studies, and conceptual models pertaining to the influence of recognition and responsibility on workforce outcomes. Additionally, it will compile the foundational principles that should guide the deployment of the roles within organizational contexts, evaluate their possible advantages, and critically evaluate the difficulties associated with reflective thinking.\u003c/p\u003e\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\u003ch2\u003e2.1 Theoretical Framework\u003c/h2\u003e\u003cdiv id=\"Sec4\" class=\"Section3\"\u003e\u003ch2\u003e2.1.2 Employee engagement\u003c/h2\u003e\u003cp\u003eThe concept of employee engagement has evolved significantly since its inception, with the earliest ideas being founded by Kahn in 1990. Kahn's exploration was based on his exploration of theory and how individuals emotionally and cognitively invest in their work. He noticed that his scuba instructor, who spoke with enthusiasm and passion about the sport based on personal experience, inspired Kahn to theorize that people who are allowed to bring their authentic selves to work are more likely to be engaged in the tasks at hand (Kahn, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e1990\u003c/span\u003e)\u003c/p\u003e\u003cp\u003eKahn\u0026rsquo;s work, however, did not come in a vacuum. The origins of this theory can be traced back to earlier motivational theories, particularly the work of Herzberg. Kahn's understanding of engagement was also influenced by Herzberg (\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e1959\u003c/span\u003e), providing a two-factor theory which distinguished between motivators and hygiene factors. Herzberg proposed that job satisfaction and motivation are not just driven by extrinsic rewards such as salary or benefits, but also by intrinsic factors such as meaningful work, recognition, and personal growth. Kahn developed a concept of engagement most closely related to the triple-c phenomenon, specifying that criticism of engagement that counter circumnavigated speculating what motivation or job satisfaction played from the onset throughout the work process (Turnock, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e1997\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eIn the years following Kahn\u0026rsquo;s initial work, the concept of employee engagement garnered significant traction in both academic literature and business practice. Organizations had started to realize the importance of employee engagement as a driver of performance, job satisfaction, and organizational commitment. As such, employee engagement started to be seen not only as a psychological phenomenon but as a pressing factor affecting business outcomes such as productivity, profitability, customer satisfaction, and retention rates.\u003c/p\u003e\u003cp\u003eScholars and practitioners expanded Kahn\u0026rsquo;s earliest theories, creating models that emphasized the many antecedents of engagement, such as leadership style, work environment, job design, and organizational culture. Engagement has been further conceptualized as a dynamic and multi-dimensional construct, involving emotional, cognitive, and physical involvement in work. For example, in one of the later works by Saks (\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2006\u003c/span\u003e), he highlighted the difference between job engagement and organizational engagement, suggesting that employees could be highly engaged in their job roles but disengaged toward the organization as a whole. This underlined the risk not only of creating engagement within specific job families but also of developing a more general commitment to one's employer.\u003c/p\u003e\u003cp\u003eHerzberg\u0026rsquo;s Two-Factor Theory\u003c/p\u003e\u003cp\u003eHerzberg's two-fold factor theory is established based on analysis conducted on 203 interviews (accountants and engineers). Participants were asked to recall a time at work when they felt good or bad (Berl \u0026amp; Williamson, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e1987\u003c/span\u003e, p.55; Iguisi, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2009\u003c/span\u003e, p.142). He analyzed the responses and found two distinct dimensions (House and Wigdor, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2002\u003c/span\u003e, p.369; Bloisi, Cook and Hunwaker, 2007, p.202) viz. 1) \u0026ldquo;Job satisfaction and job dissatisfaction come from different sources. 2) Just eliminating the sources of unhappiness does not mean a person will feel motivated to achieve better outcomes.\u0026rdquo;\u003c/p\u003e\u003cp\u003eAs highlighted in Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e, Herzberg combined these two assumptions into two factors: 1) Hygiene factors; and 2) Motivational factors. Hygiene factors: these factors are of contextual nature; they are all those things surrounding the job, i.e., job security, working conditions, quality of supervision, interpersonal relations, status, salary, etc. However, these would not inspire a person to put in extra effort, but lack of these factors may lead to dissatisfaction and a negative work atmosphere. These components should be used as job features since they are extrinsic or external to the nature of the job. This does not imply hygiene factors will act as a motivator; however, it will just trigger a neutral feeling that sufficient basic needs are met.\u003c/p\u003e\u003cp\u003eHygiene factors relate to Maslow\u0026rsquo;s psychological needs, safety needs, security needs, and belonging needs (Berl \u0026amp; Williamson, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e1987\u003c/span\u003e, p.56; Iguisi, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2009\u003c/span\u003e, p.143; Bloisi et al., 2007, pp.202\u0026ndash;203). Motivator factors: Factors related to the content of the job like, job challenge, responsibility, achievement, recognition, promotion, and growth, etc. These things are intrinsic or personal to each individual in his or her own sense. So, the lack of these aspects will not produce negativity, but the individual would not be able to enjoy the positive. Herzberg\u0026rsquo;s motivation factors relate to Maslow\u0026rsquo;s esteem and self-actualization needs. These factors can act as a motivational factor in an organization. The effect of hygiene and motivator factors based on the theory are shown in Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e below.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eOrthodoxy has led managers to offer employees connective job context in hopes of motivating them. These improvements are motivated by what are called hygiene factors at a low level; if not to the bottom-line level, the result will be dissatisfaction. The interest in raising work managers is needed to enhance the job contents. It will be a motivator, but if not, then current employees will no longer have satisfaction (Bloisi et al., 2007, pp. 203\u0026ndash;204). Both these factors are necessary for the proper functioning of any organization, according to Herzberg. The lack of hygiene factors is also not motivating, but conversely, it may result in a poor job attitude. Proper attention to motivation, being the job contents, can motivate workers to apply greater effort and be more productive (Iguisi, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2009\u003c/span\u003e, p. 143).\u003c/p\u003e\u003cp\u003eThis theory has a big implication for our study, since we are exploring the relationship between work motivation and employee engagement. The hygiene factors\u0026mdash;job security, working conditions, quality of supervision, interpersonal relationships, and good wage\u0026mdash;lead to the fulfillment of basic needs in the organization, like a farm. If the organization, after fulfilling hygiene factors (as company policy and administration, supervision, salary, interpersonal relations, working environment), provides motivator factors (as job challenge, responsibility achievement, recognition, promotion, and growth), it would allow employees to feel satisfaction and engage in their work. Hygiene factors will act as extrinsic motivational factors, while motivators will act as intrinsic motivational factors. We believe if such factors can be made the contents and attributes of a job in Allied Farm of Pakistan, it may increase the overall motivation and engagement of employees.\u003c/p\u003e\u003cp\u003eIn recent years, engagement has become less about an employee bringing their own interests and preferred roles/configurations to work and more about doing \u0026ldquo;more than your job\u0026rdquo; to the organization\u0026rsquo;s advantage. Previously, we held goal congruency as an important tenant of employee engagement, but today, the focus shifts to what the organization will receive in return for engaged employees, an evolution of the term as illustrated in Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e below.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec5\" class=\"Section3\"\u003e\u003ch2\u003e2.1.2 Employee recognition\u003c/h2\u003e\u003cp\u003eThere is a direct correlation between recognition and job engagement. It develops trust among colleagues as they support and help each other, keeping good relations for the benefits of organizational goals. The rise of recognition can lead to successful business operations. On the flip side, employees and the organization can suffer from the negative emotions of employees, and the customer's perception might be tainted by the worker (Fagley \u0026amp; Adler, \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2012\u003c/span\u003e, p.180).\u003c/p\u003e\u003cp\u003eThe awards for employees and job performance are closely associated. It has been seen that motivation increases employee performance when rewards are given to them (Ali et al., 2010). According to research from Academy to Innovate Human Resources as shown in Fig.\u0026nbsp;\u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e3\u003c/span\u003e, to strengthen extraordinary performance, corporations may allocate a portion of retained earnings or profits at year-end. Such a strategy can increase productivity by incentivizing workers to feel as appreciated as they are.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec6\" class=\"Section3\"\u003e\u003ch2\u003e2.1.3 Responsibility roles\u003c/h2\u003e\u003cp\u003eThe importance of Responsibility roles has been considerably increased from previous years. Employees search to work in interesting environment while organizations are searching methods to engage their employees in Responsibility roles in the environment. It is defined as \u0026ldquo;a term that describes the experience of employees who are passionate about and energized by their work, find meaning and purpose in their jobs, feel that they can express their complete selves at job and feel connected to those with whom they work and elaborate it, contains physiological arousal, positive effect, a belief that one\u0026rsquo;s work makes a contribution, a sense of connection to others and a common purpose, a sense of perfection and transcendence\u0026rdquo;. Responsibility roles encourage the group, organization, and individual feelings towards satisfaction through perfection of goals. Responsibility roles make a connection with nonphysical force (Responsibility roles) that provide an employee with a feeling of happiness. Responsibility roles are a source of connection and social relations with coworkers and fulfillment of the organizational task without any conflict. Organizations that are value- based are better able to know their workers\u0026rsquo; mind and know how to build organization and make reach to the aim of mission (Saks, \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2011\u003c/span\u003e, p.318\u0026ndash;323).\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec7\" class=\"Section3\"\u003e\u003ch2\u003e2.1.4 The impact of responsibility roles and recognition on employee\u0026rsquo;s performance\u003c/h2\u003e\u003cp\u003e\u003cem\u003eLink of Intrinsic Motivation \u0026amp; Extrinsic motivation with performance\u003c/em\u003e\u003c/p\u003e\u003cp\u003eAccording to Locke (\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e1969\u003c/span\u003e), intrinsic and extrinsic motivation not only affects employee productivity and performance, but it has massive impact on organization performance (p.310\u0026ndash;311). Aworemi et al., (\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2011\u003c/span\u003e) in their research studied motivational factors of employees in Nigeria. Data was collected from fifteen companies, the results suggested that interesting work, good wages, promotion and growth, job appreciation were considered key factors to higher employee motivation (p.228). Akanbi (\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2002\u003c/span\u003e) conducted research on the influence of intrinsic and extrinsic motivation on employee performance. The findings revealed a positive relationship between intrinsic motivation and employee performance (pp.1\u0026ndash;14). Many studies (i.e., Tahir et al., \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2011\u003c/span\u003e, pp.204\u0026ndash;205; 2010, pp.8\u0026ndash;9) conducted on the motivation of employees in the agricultural sector of Asia. The finding suggests a positive relationship between intrinsic and extrinsic motivation and employee performance.\u003c/p\u003e\u003cp\u003e\u003cem\u003eLink of Employee Engagement with performance\u003c/em\u003e\u003c/p\u003e\u003cp\u003eA study conducted by Dalal et al., (\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2012\u003c/span\u003e) suggests that employee engagement is the best predictors of overall employee performance (p.295). Many studies have examined the antecedent, predictors, and outcome variables of employee engagement. These studies confirm that employee engagement shares an important relation with organization outcomes and overall performance (for example. Shuck, Reio \u0026amp; Rocco, \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2011\u003c/span\u003e; Saks, \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2006\u003c/span\u003e; Schaufeli \u0026amp; Bakker\u0026rsquo;s \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2004\u003c/span\u003e; Menguc et al., 2012). Xanthopoulou et al (\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2009\u003c/span\u003e) linked employee engagement with a firm prominent level of profits, overall revenue and growth (p.184). Credit Union Checking Survey (2103) also shows that organizations having engaged employees reported increased profit (p.1\u0026ndash;2).\u003c/p\u003e\u003cp\u003eKhalid and Khalid (\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2015\u003c/span\u003e) stated that organizational commitment leads to engaging employees, and it is essential to have a rise in employee retention, which plays a role in achieving and pursuing personal career goals, and an important aspect of hiring employees. So, exploring this assertion, Khalid and Khalid (\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2015\u003c/span\u003e) postulate that employee self-evaluation once countered with peers will affect their commitment to an organizational body of work, but with organizations where employees are actively engaged and involved within the culture of work, employee and organization performance will improve. Hence during the line of action, employee engagement acts as a major predictor for the quantum of employee performance in an organization. Employers will take note of whether their employees are satisfied with their duties through heightened employee participation; if the employees are further engaged, then they will be content in their occupations.\u003c/p\u003e\u003c/div\u003e\u003c/div\u003e\u003cdiv id=\"Sec8\" class=\"Section2\"\u003e\u003ch2\u003e2.2 Conceptual Frameworks\u003c/h2\u003e\u003cdiv id=\"Sec9\" class=\"Section3\"\u003e\u003ch2\u003e2.2.1 Recognition impact on employee performance\u003c/h2\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eAs illustrated in Fig.\u0026nbsp;\u003cspan refid=\"Fig4\" class=\"InternalRef\"\u003e4\u003c/span\u003e, recognition and employee engagement are two chains that jointly influence employee performance. Appreciation drives positive employee engagement by inspiring and connecting people on an emotional level, and higher engagement means improved performance! Companies that succeed in using recognition will reward their employees and find an increase in engagement and, ultimately, overall performance. This relationship outlines the significance of developing a good working environment in which all staff members are appreciated and involved, leading to greater benefit to the entire organization.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec10\" class=\"Section3\"\u003e\u003ch2\u003e2.2.2 Responsibility impact on employee engagement\u003c/h2\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eFigure \u003cspan refid=\"Fig5\" class=\"InternalRef\"\u003e5\u003c/span\u003e demonstrates that the interplay between responsibility and employee engagement plays a vital role in enhancing employees' performances. Companies that successfully grow both will probably be\u0026mdash;well, better at making money, developing new stuff and so forth. By building a culture where holding people accountable and having that all-important emotional buy in builds businesses where it is an engaged workforce that drives high performance.\u003c/p\u003e\u003c/div\u003e\u003c/div\u003e\u003cdiv id=\"Sec11\" class=\"Section2\"\u003e\u003ch2\u003e2.3 Research Gap\u003c/h2\u003e\u003cp\u003eBased on a comprehensive review of existing literature, it is evident that a substantial amount of research has been conducted on the influence of various motivational factors on employee performance. Motivation, job, employee recognition, interdisciplinary introduction, employee engagement has been studied extensively in various global contexts that include topics such as intrinsic and extrinsic motivation, job satisfaction, and employee recognition. However, a significant gap in literature exists regarding understanding the combined effects of recognition and responsibility roles on employee engagement and employee performance in specific regional contexts like Zambia and Zimbabwe.\u003c/p\u003e\u003cp\u003eIn conclusion, although the existing literature offers valuable insights on employee motivation and performance, there remains a substantial gap in understanding the combined effects of recognition and responsibility roles, especially in the context of Zambia and Zimbabwe. From another point of view, this implies that this work contributes significantly to academic discourse and provides practical solutions for improving participation and performance in organizational settings.\u003c/p\u003e\u003c/div\u003e"},{"header":"3.0 Methodology","content":"\u003cp\u003eAs employees are the focus of this research, the researcher used a case study research approach. According to O'Leary (2010), a case study is a methodology that explores social phenomena through detailed description and analysis of a particular case or situation. According to Saunders and Lewis, this method can create objective data as the outcome of direct observations of the entity in question, which can provide information on input processes and demonstrate the paths that lead to specific results. These provide other investigators in similar positions with an opportunity to reproduce findings (O\u0026rsquo;Leary, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). Therefore, this design enables the gathering of credible evidence from Charles Stewart Day Old Chicks (CSDOC) workers.\u003c/p\u003e\u003cp\u003eThis research was conducted at CSDOC offices in Chegutu, Zimbabwe. CSDOC has been in Zimbabwe since 1958, a year after Irvines established their operations in the same country although in a different town.\u003c/p\u003e\u003cp\u003e CSDOC has a total of 448 (Board report, 2024), the researcher employed the Polit formula to come up with the appropriate sample size for the study:\u003c/p\u003e\u003cp\u003en\u0026thinsp;=\u0026thinsp;82\u003c/p\u003e\u003cp\u003eWhere n\u0026thinsp;=\u0026thinsp;number of respondents, N\u0026thinsp;=\u0026thinsp;total population and e\u0026thinsp;=\u0026thinsp;error margin/margin of error\u003c/p\u003e\u003cp\u003eGiven N\u0026thinsp;=\u0026thinsp;448 and e\u0026thinsp;=\u0026thinsp;10%\u003c/p\u003e\u003cp\u003en\u0026thinsp;=\u0026thinsp;448 / (1\u0026thinsp;+\u0026thinsp;448(0.1)2)\u003c/p\u003e\u003cp\u003e=\u0026thinsp;448 / (1\u0026thinsp;+\u0026thinsp;448(0.01))\u003c/p\u003e\u003cp\u003e=\u0026thinsp;448 / (1\u0026thinsp;+\u0026thinsp;4.48)\u003c/p\u003e\u003cp\u003e=\u0026thinsp;448 / 5.48\u003c/p\u003e\u003cp\u003e=\u0026thinsp;81.75\u003c/p\u003e\u003cp\u003eTherefore, the sample consisted of 82 CSDOC employees. The researcher also conducted\u003c/p\u003e\u003cp\u003einterviews with all the members of the Senior Leadership team of seven as well as with each site leader.\u003c/p\u003e\u003cp\u003eA mixed-methods approach consisting of both quantitative and qualitative methodology was used, as this approach allows the collection of findings that include measurable variables and non-numerical data, including verbatim quotes from participants. This method allows for participant voice amplification while demanding that findings be reflective of their experiences (O\u0026rsquo;Leary, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). According to Saunders, Lewis and Thornhill (\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2016\u003c/span\u003e), mixed methods fit social constructivist paradigms that stress that reality is socially constructed\u0026mdash;seeking ontology that describes and analyses human behaviours while revealing the underlying meanings from experiences. By using both methods, this promotes consistency of collected data and enables an in-depth exploration of how responsibility roles affect the performance of employees involved in CSDOC.\u003c/p\u003e\u003cp\u003eQuantitative questionnaire results were analysed using tools from Microsoft Excel and the Statistical Package for Social Sciences (SPSS); thematic analysis will be performed on qualitative interview responses, with audio recordings initially being transcribed verbatim and accuracy being improved ahead of the pre-analysis stage by using a double listening technique. The researcher followed the ethical principles generally observed in research involving humans.\u003c/p\u003e"},{"header":"4.0 Findings and Discussion","content":"\u003cp\u003eThe researcher distributed 82 questionnaires to the respondents at CSDOC as a representative sample size as shown in Table 1. All 82 questionnaires were filled out and returned, resulting in a response rate of 100%. According to Chalofsky (2010), a response rate greater than 85% is considered highly participatory and engaged among respondents. By increasing the response rate, the data collected will be representative of the population and can make the findings of the study more robust. It also shows that respondents think that the recognition of the study topic and the roles of responsibility and their impact on employee performance are relevant and a concern. This response rate increases the reliability and study quality of the outcome measures.\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 56.0976%;\"\u003e\n \u003cp\u003e.\u003cstrong\u003e\u0026nbsp;Sample Group\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 21.9512%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eFrequency\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 21.9512%;\"\u003e\n \u003cp\u003e\u003cstrong\u003ePercentage\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 56.0976%;\"\u003e\n \u003cp\u003eManagers and supervisors\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 21.9512%;\"\u003e\n \u003cp\u003e22\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 21.9512%;\"\u003e\n \u003cp\u003e27%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 56.0976%;\"\u003e\n \u003cp\u003eGeneral staff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 21.9512%;\"\u003e\n \u003cp\u003e40\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 21.9512%;\"\u003e\n \u003cp\u003e49%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 56.0976%;\"\u003e\n \u003cp\u003eHuman resource professionals\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 21.9512%;\"\u003e\n \u003cp\u003e20\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 21.9512%;\"\u003e\n \u003cp\u003e24%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 56.0976%;\"\u003e\n \u003cp\u003eTotal\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 21.9512%;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 21.9512%;\"\u003e\n \u003cp\u003e100%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp id=\"_Toc188182929\"\u003eTable 1: Response Rate\u003c/p\u003e\n\u003cp\u003eThe data in Figure 6 shows how long respondents have been in their current role at CSDOC. Based on the results, 15% of respondents have held their roles for less than 1 year, 35% for 1\u0026ndash;3 years, 30% for 4\u0026ndash;6 years, and 20% for 7 years or longer. This distribution indicates that the experiences and familiarity of the respondents varied widely, from more relatively new employees to highly experienced personnel. Significantly, 35% of respondents belong to the 1 to 3-year group, indicating that a large part of the workforce has gained a basic understanding of their role and the company processes. The variety of experience facilitates the study of the issues from both ends of the spectrum as some of the participants have been in their roles for several years and others are more recent hires. Involving diverse ranges of experience enhances research data representativeness and reliability (Bell et al., 2019).\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eFigure 7 shows the distribution of educational backgrounds which suggests varying degrees of attainment among the respondents from CSDOC. This means that respondents have the basic knowledge and skills to analyze the recognition and responsibility roles of actors present in their work. Employees with higher education levels tend to possess improved critical thinking and problem-solving skills, which are often essential for contributing to performance and engagement programs. Moreover, diverse educational backgrounds enable a more comprehensive analysis of data, thus allowing researchers the opportunity to explore differences in perspectives, recognition, and responsibilities of roles based on educational levels. Such analysis will help in understanding what role educational level plays in communication, compliance, and implementation of an organization\u0026apos;s strategy to increase engagement and performance. Integrating varying academic paradigms enhances the generalizability and richness of research results (Bell, Bryman \u0026amp; Harley, 2019).\u003c/p\u003e\n\u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"599\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.0267%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eDescriptive Statistics\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 17.8631%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.5275%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 15.3589%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.5275%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.0267%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 17.8631%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.5275%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 15.3589%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.5275%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.0267%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eDescriptive\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.8631%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 15.3589%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.5275%;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.0267%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.8631%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eIncreased motivation and job satisfaction.\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eImproved overall productivity and efficiency.\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 15.3589%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eEnhanced employee loyalty and reduced turnover rates.\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eBoosted morale and stronger team dynamics.\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.0267%;\"\u003e\n \u003cp\u003eN\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.8631%;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15.3589%;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003eN\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.0267%;\"\u003e\n \u003cp\u003eMissing\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.8631%;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15.3589%;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003eMissing\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.0267%;\"\u003e\n \u003cp\u003eMean\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e4.12\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.8631%;\"\u003e\n \u003cp\u003e4.05\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15.3589%;\"\u003e\n \u003cp\u003e4.1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003eMean\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.0267%;\"\u003e\n \u003cp\u003eMedian\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.8631%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15.3589%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003eMedian\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.0267%;\"\u003e\n \u003cp\u003eMode\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.8631%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15.3589%;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003eMode\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.0267%;\"\u003e\n \u003cp\u003eSum\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e338\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.8631%;\"\u003e\n \u003cp\u003e333\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e328\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15.3589%;\"\u003e\n \u003cp\u003e336\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003eSum\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.0267%;\"\u003e\n \u003cp\u003eStandard Deviation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e0.72\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.8631%;\"\u003e\n \u003cp\u003e0.68\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e0.7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15.3589%;\"\u003e\n \u003cp\u003e0.65\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003eStandard Deviation\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.0267%;\"\u003e\n \u003cp\u003eMinimum\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.8631%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15.3589%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003eMinimum\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.0267%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.6962%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.8631%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15.3589%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5275%;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cspan id=\"_Toc188182931\"\u003eTable 2: The impact of recognition and responsibility roles on employee performance at CSDOC in Zimbabwe.\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e\u003cem\u003eSource (SPSS 2024)\u003c/em\u003e\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTable 2 shows that the median and mode values which suggest that most participants responded positively and rated the influence of recognition. Likewise, similar to the 4.05 mean score of improved overall productivity and efficiency indicates that employees will feel more productive if employees\u0026apos; efforts are acknowledged. This is in line with Kahn (1990), who pointed out that employee engagement leads to better performance results as they feel that their contributions matter. The values of standard deviation are low (0.68) which implies that almost all the respondents agree that recognition has a positive effect on productivity. Moreover, the scores regarding improved employee loyalty and decreased turnover rate (mean = 4.00) indicate that satisfactory recognition practices lead towards greater commitment of the employees for the organization, which is a vital point in organizational steadiness. Schaufeli and Salanova (2010). found that when organizations make it a priority to recognize their employees, workers have lower turnover rates and are less likely to look elsewhere for opportunities because they feel their contributions are valued. The consistency of the data, as demonstrated by the median and mode of 4, highlights the strong correlation between recognition with loyalty perceptions. Finally, morale boost \u0026amp; team cohesiveness scored a mean value of 4.10. This finding underscores the essential function of recognition in creating a positive workplace atmosphere.\u0026nbsp;\u003c/p\u003e\n\u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"642\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 31.6199%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eTypes of social media content that most strongly affect self-compassion\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.9128%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eFrequency\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18.6916%;\"\u003e\n \u003cp\u003e\u003cstrong\u003ePercent\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.9533%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eValid Percent\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.8224%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eCumulative Percent\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 31.6199%;\"\u003e\n \u003cp\u003eIntroduction of 360-degree feedback.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 17.9128%;\"\u003e\n \u003cp\u003e30\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 18.6916%;\"\u003e\n \u003cp\u003e36.60%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 14.9533%;\"\u003e\n \u003cp\u003e36.60%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.8224%;\"\u003e\n \u003cp\u003e36.60%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 31.6199%;\"\u003e\n \u003cp\u003eUse of goal-setting frameworks like SMART objectives.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 17.9128%;\"\u003e\n \u003cp\u003e25\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 18.6916%;\"\u003e\n \u003cp\u003e30.50%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 14.9533%;\"\u003e\n \u003cp\u003e30.50%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.8224%;\"\u003e\n \u003cp\u003e67.10%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 31.6199%;\"\u003e\n \u003cp\u003eRegular one-on-one review sessions with supervisors.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 17.9128%;\"\u003e\n \u003cp\u003e20\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 18.6916%;\"\u003e\n \u003cp\u003e24.40%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 14.9533%;\"\u003e\n \u003cp\u003e24.40%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.8224%;\"\u003e\n \u003cp\u003e91.50%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 31.6199%;\"\u003e\n \u003cp\u003eAdoption of digital tools for performance tracking.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 17.9128%;\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 18.6916%;\"\u003e\n \u003cp\u003e8.50%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 14.9533%;\"\u003e\n \u003cp\u003e8.50%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 16.8224%;\"\u003e\n \u003cp\u003e100%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 31.6199%;\"\u003e\n \u003cp\u003e\u003cstrong\u003eTotal\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.9128%;\"\u003e\n \u003cp\u003e\u003cstrong\u003e82\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18.6916%;\"\u003e\n \u003cp\u003e\u003cstrong\u003e100%\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.9533%;\"\u003e\n \u003cp\u003e\u003cstrong\u003e100%\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.8224%;\"\u003e\n \u003cp\u003e\u003cstrong\u003e100%\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003eTable 3: The new performance review systems that have been implemented by CSDOC for its employees.\u003c/p\u003e\n\u003cp\u003eThe data in Table 3 informs the reader about some of the new performance review systems CSDOC has implemented for its staff, reflecting a deep consideration of employee motivation and performance practices. These systems demonstrate CSDOC\u0026apos;s pledge to build a workplace culture that values feedback and continuous improvement.\u003c/p\u003e\n\u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"648\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"5\" style=\"width: 648px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eDescriptive\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 201px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 125px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eClear definition of roles and responsibilities.\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 106px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eProvision of training for skill development.\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 112px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eEstablishment of mentorship and support programs.\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 105px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eDelegation of tasks based on individual strengths.\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 201px;\"\u003e\n \u003cp\u003eN\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 125px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 106px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 112px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 105px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 201px;\"\u003e\n \u003cp\u003eMissing\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 125px;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 106px;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 112px;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 105px;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 201px;\"\u003e\n \u003cp\u003eMean\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 125px;\"\u003e\n \u003cp\u003e4.45\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 106px;\"\u003e\n \u003cp\u003e4.25\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 112px;\"\u003e\n \u003cp\u003e4.2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 105px;\"\u003e\n \u003cp\u003e4.35\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 201px;\"\u003e\n \u003cp\u003eMedian\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 125px;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 106px;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 112px;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 105px;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 201px;\"\u003e\n \u003cp\u003eSum\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 125px;\"\u003e\n \u003cp\u003e364\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 106px;\"\u003e\n \u003cp\u003e349\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 112px;\"\u003e\n \u003cp\u003e344\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 105px;\"\u003e\n \u003cp\u003e356\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 201px;\"\u003e\n \u003cp\u003eStandard deviation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 125px;\"\u003e\n \u003cp\u003e0.65\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 106px;\"\u003e\n \u003cp\u003e0.7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 112px;\"\u003e\n \u003cp\u003e0.73\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 105px;\"\u003e\n \u003cp\u003e0.68\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 201px;\"\u003e\n \u003cp\u003eMinimum\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 125px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 106px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 112px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 105px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 201px;\"\u003e\n \u003cp\u003eMaximum\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 125px;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 106px;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 112px;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 105px;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003eTable 4: Responsibility planning measures that have been taken by CSDOC for its employees.\u003c/p\u003e\n\u003cp\u003eThe data in Table 4 shines attention to the responsibility planning measures carried out by CSDOC for its employees. Clear roles and responsibilities scored a mean of 4.45, highlighting employee understanding of their roles. Training for skill enhancement scored a mean of 4.25, signaling investment in employee growth. Mentorship and support programs with a mean score of 4.20 underline the focus on development. Delegation of tasks based on strengths scored 4.35, showing value in utilizing employee strengths.\u003c/p\u003e\n\u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"642\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 203px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eTypes of social media content that most strongly affect self-compassion\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 115px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eFrequency\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 120px;\"\u003e\n \u003cp\u003e\u003cstrong\u003ePercent\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 96px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eValid Percent\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eCumulative Percent\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 203px;\"\u003e\n \u003cp\u003eEncourages employees to exceed expectations.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 115px;\"\u003e\n \u003cp\u003e30\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 120px;\"\u003e\n \u003cp\u003e36.60%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 96px;\"\u003e\n \u003cp\u003e36.60%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108px;\"\u003e\n \u003cp\u003e36.60%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 203px;\"\u003e\n \u003cp\u003eBuild trust and positive workplace relationships.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 115px;\"\u003e\n \u003cp\u003e25\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 120px;\"\u003e\n \u003cp\u003e30.50%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 96px;\"\u003e\n \u003cp\u003e30.50%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108px;\"\u003e\n \u003cp\u003e67.10%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 203px;\"\u003e\n \u003cp\u003eFosters a sense of belonging and loyalty.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 115px;\"\u003e\n \u003cp\u003e20\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 120px;\"\u003e\n \u003cp\u003e24.40%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 96px;\"\u003e\n \u003cp\u003e24.40%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108px;\"\u003e\n \u003cp\u003e91.50%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 203px;\"\u003e\n \u003cp\u003eCreating a culture of appreciation and mutual respect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 115px;\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 120px;\"\u003e\n \u003cp\u003e8.50%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 96px;\"\u003e\n \u003cp\u003e8.50%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108px;\"\u003e\n \u003cp\u003e100\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 203px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eTotal\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 115px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e82\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 120px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e100%\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 96px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e100%\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108px;\"\u003e\n \u003cp\u003e\u003cstrong\u003e100%\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp id=\"_Toc188182934\"\u003eTable 5:\u0026nbsp;How recognition influence employee engagement at CSDOC\u003c/p\u003e\n\u003cp\u003eThe data in Table 5 underscores the importance of social media and its impact on employee engagement. A sense of belonging and commitment to exceed expectations is fostered. Ultimately trust is built and workplace relationships are reinforced and all this is shown by the 91.5% cumulative percentage in Table 5.\u003c/p\u003e\n\u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"448\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003eN\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003eMinimum\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003eMaximum\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003eSum\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003eMean\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003eStd. Deviation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003eVariance\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003eFrequency of Social Media Use\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003e138\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003e2.88\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003e1.12\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003eValid\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 64px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cstrong\u003eTable 6 demonstrates that recognition and responsibility are statistically significant predictors of employee performance.\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe data presented in Table 6 indicate that employee performance levels at CSDOC are notably influenced by recognition and responsibility measures, as shown by high average scores for these variables. Furthermore, a correlation analysis was conducted using the Pearson Correlation model to evaluate the strength and direction of the relationships between recognition, responsibility, and employee performance.\u003c/p\u003e\n\u003cp\u003eThe correlation between recognition, responsibility, and employee performance at CSDOC was analyzed to determine how these variables interact and influence overall performance outcomes. The analysis highlights the strength and direction of the relationships between recognition, responsibility, and employee performance.\u003c/p\u003e\n\u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"624\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 126px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 110px;\"\u003e\n \u003cp\u003eRecognition\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"bottom\" style=\"width: 124px;\"\u003e\n \u003cp\u003eResponsibility\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 120px;\"\u003e\n \u003cp\u003eEmployee Performance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 144px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 126px;\"\u003e\n \u003cp\u003e\u003cstrong\u003ePearson Correlation\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 110px;\"\u003e\n \u003cp\u003eRecognition\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"bottom\" style=\"width: 124px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 120px;\"\u003e\n \u003cp\u003e0.645\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 144px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 126px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 110px;\"\u003e\n \u003cp\u003eResponsibility\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"bottom\" style=\"width: 124px;\"\u003e\n \u003cp\u003e0.645\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 120px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 144px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 126px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 110px;\"\u003e\n \u003cp\u003eEmployee Performance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"bottom\" style=\"width: 124px;\"\u003e\n \u003cp\u003e0.732\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 120px;\"\u003e\n \u003cp\u003e0.687\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 144px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 126px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eSig. (1-tailed)\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 110px;\"\u003e\n \u003cp\u003eRecognition\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"bottom\" style=\"width: 124px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 120px;\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 144px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 126px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 110px;\"\u003e\n \u003cp\u003eResponsibility\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"bottom\" style=\"width: 124px;\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 120px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 144px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 126px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 110px;\"\u003e\n \u003cp\u003eEmployee Performance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"bottom\" style=\"width: 124px;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 120px;\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 144px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 126px;\"\u003e\n \u003cp\u003e\u003cstrong\u003eN\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 110px;\"\u003e\n \u003cp\u003eRecognition\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"bottom\" style=\"width: 124px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 120px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 144px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 126px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 110px;\"\u003e\n \u003cp\u003eResponsibility\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"bottom\" style=\"width: 124px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 120px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 144px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"bottom\" style=\"width: 126px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 110px;\"\u003e\n \u003cp\u003eEmployee Performance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"bottom\" style=\"width: 124px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 120px;\"\u003e\n \u003cp\u003e82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"bottom\" style=\"width: 144px;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp id=\"_Toc188182935\"\u003eTable 7: Correlations Between Recognition, Responsibility, and Employee Performance\u003c/p\u003e\n\u003cp\u003eTable 7 insights:\u003c/p\u003e\n\u003cp\u003e- Recognition and Responsibility: Strong correlation (r = 0.645, p \u0026lt; 0.01).\u003c/p\u003e\n\u003cp\u003e- Recognition and Performance: Strong positive relationship (r = 0.732, p \u0026lt; 0.01).\u003c/p\u003e\n\u003cp\u003e- Responsibility and Performance: High significance (r = 0.687, p \u0026lt; 0.01).\u003c/p\u003e\n\u003cp\u003eThe findings underline how recognition and responsibility enhance productivity, underscoring management\u0026apos;s role in fostering a more engaged workforce.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e4.6 Discussion of Results \u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eResults showed a clear positive relationship between both recognition and responsibility roles and the performance of employees at CSDOC. This boosted employees\u0026apos; sense of motivation and helped them feel more content with their respective jobs. There was consistency between this discovery and many other studies: if people feel valued, they\u0026rsquo;re much more likely to throw themselves into their work. However, it was clear that building a culture of appreciation was vital to maintaining employee motivation and enhancing their performance. \u0026nbsp;\u003c/p\u003e\n\u003cp\u003eCSDOC made strides in overhauling its approach to employee reviews, demonstrating an investment in how to develop its employees. When 360-degree feedback, SMART goal-setting, and regular one-on-ones were introduced, it demonstrated that the organization cared and was there to support its people. The feedback at work, particularly around performance reviews, resonated well with employees as they felt that it gave them something to strive towards and provided them with a clearer understanding of goals. Generally speaking, these new systems likely improved the work environment and facilitated personal growth. \u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe CSDOC responsibility planning measures had a practical impact on how employees understood and expanded their roles in the organization. The high scores for clearly defined roles and opportunities for training showed CSDOC was dedicated to helping the people who work in its halls thrive. The organization built a workplace where employees were empowered and engaged by being clear on what was expected and providing support through training and mentorship. The result: a clearer, more developed, and content workforce. \u0026nbsp;\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eAt CSDOC, recognition became one of the key drivers behind how engaged employees felt. Many respondents said receiving recognition for their contributions compelled them to reach higher at work. Recognition not only built trust but also contributed to a sense of belonging among team members, which was vital for talent retention. This illustrated that when employees felt valued, they would be predisposed to loyalty towards the organization and stay committed to their respective duties. Clearly, recognition was a need-to-have, not a nice-to-have idea, they needed to own it to get there. \u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe relationship was found to be strong between recognition, responsibility, and employee performance at CSDOC, as determined by correlation analysis. It was reported that the link between employee recognition and performance was positive. This meant that recognition had to go along with responsibility to ensure an engaged and empowered workforce. It showed that by giving employees executive roles with recognition and having well-defined jobs, organizations could create an environment of mutual support that led to employee success. \u0026nbsp;\u003c/p\u003e"},{"header":"5.0 Conclusion","content":"\u003cp\u003eThe study concluded that recognition and responsibility roles have a strong positive association with employees' performance at CSDOC. Employees stated that they were more inspired and happier with their jobs when their efforts were recognized. Not only did this make them feel recognized, but it also prompted them to be more willing to take ownership of their responsibilities. They also demonstrated that a culture of recognition is key to building a successfully engaged workforce, which in turn leads to productivity and better organizational performance.\u003c/p\u003e\u003cp\u003eThe results highlighted the importance of recognition in driving employee engagement at CSDOC. Numerous respondents stated that recognition for their work inspired them to exceed expectations in their jobs. That sense of appreciation also built trust between the team and fostered a real feeling of belonging to an organization. This had led people to stay more committed to their work and organization, emphasizing the importance of proper recognition strategies to ensure a satisfied and committed employee base with minimum turnover rates.\u003c/p\u003e\u003cdiv id=\"Sec16\" class=\"Section2\"\u003e\u003ch2\u003e5.1 Recommendations\u003c/h2\u003e\u003cp\u003eWe recommend having a structured recognition program to increase employee performance and engagement at CSDOC. Regularly recognize both people and teams through a program that reaches out and includes all via monthly awards, shout-outs in meetings, recognition boards, etc. With the implementation of this type of culture, CSDOC would increase employee morale, instill a feeling of belonging, and encourage staff members to do their best at their respective jobs. More than recognition is a robust performance review system that CSDOC needs to ship. Regular feedback sessions, in addition to annual review processes, inform employees of their ongoing performance trajectory and skill development opportunities. Regular check-ins will promote ongoing, open communication, allowing managers the opportunity to adjust their coaching and support to suit their employees\u0026rsquo; individual needs. Not only does this method foster personal growth, but it also fortifies the bond between workers and their managers.\u003c/p\u003e\u003cp\u003eCSDOC should also invest in training and development programs. These programs should correlate with employees\u0026rsquo; roles and career goals to provide upskilling and scaling into leadership programs. With appropriate training, CSDOC can help employees feel that it is owned by them, resulting in better satisfaction and, last but not least, an efficient way of working. Furthermore, mentoring programs might provide additional support for employee growth through pairing less-experienced workers with directors in the organization.\u003c/p\u003e\u003cp\u003eEncouraging collaboration in the workplace is a great way to improve employee engagement. CSDOC needs to promote teamwork by engaging in team-building activities and cross-department projects. Collaboration enhances employees' ability to share knowledge, create stronger relationships, and learn from each other. This not only increases satisfaction among employees but also encourages innovation and problem-solving within the organization. Fostering an environment in which diverse voices and perspectives are recognized will lead to a more engaged and productive workforce in the end.\u003c/p\u003e\u003cp\u003eUltimately, exploring how technology might improve recognition and performance management systems would make it an interesting topic for future exploration.\u003c/p\u003e\u003c/div\u003e"},{"header":"Declarations","content":"\u003cp\u003e6.1 Ethical Approval\u003c/p\u003e\n\u003cp\u003eThis study was approved by the University of Zambia Biomedical Research Ethics Committee (UNZABREC), under approval number 6037- 2024. UNZABREC adheres to the principles of the Helsinki Declaration. All procedures involving human participants were conducted in accordance with the ethical standards of the University of Zambia. The approval was obtained from UNZABREC on the 9\u003csup\u003eth\u003c/sup\u003e of December 2024. The scope of this approval includes university dissertation and publication in journal articles. The duration of ethical approval is one calendar year from the date of approval.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;Informed consent was obtained from all participants involved in the study, and consent to publish was also secured. Informed consent was obtained from all participants after they were provided with detailed information regarding the study\u0026apos;s purpose, procedures, potential risks, and benefits. Participants were assured of their right to withdraw from the study at any time without any consequences. Confidentiality was maintained throughout the study, and data was anonymized to protect participant identity. Additionally, consent to publish was obtained from all participants.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eInformed consent was obtained from participants at Sun Valley Farm Chegutu from the 11\u003csup\u003eth\u003c/sup\u003e to the 18\u003csup\u003eth\u003c/sup\u003e of December 2024. Employees of Charles Steward Day Old Chicks provided this informed consent. The consent was provided verbally due to low English language proficiency among the majority farm workers. The contents of the UNZABREC informed consent form were read out and participants verbally confirmed agreement to participate as well as have results obtained published.\u003c/p\u003e\n\u003cp\u003e6.2 Funding\u003c/p\u003e\n\u003cp\u003eThe authors declare that no financial support was received for the conduct of this research.\u003c/p\u003e\n\u003cp\u003e6.3 Availability of data and materials\u003c/p\u003e\n\u003cp\u003eThe datasets generated and/or analyzed during the current study are available from the corresponding author upon reasonable request.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eAkanbi, P.A (2002) \u003cem\u003eInfluence Intrinsic and Extrinsic Motivation on Employee Performance.\u003c/em\u003e Ajayi Crowther University, OYO, OYO state, 1-14 www.yumpu.com/en/document/view/11671361/motivation-on-workers-performance by-akanbi-p-pdf-international [Retrieved 2024-11-05]\u003c/li\u003e\n\u003cli\u003eAli, R \u0026amp; Ahmed, S.M (2010) \u003cem\u003eThe Impact of Reward and Recognition Programs On Employees Motivation and Satisfaction A Co Relational Study\u003c/em\u003e. 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Good News and Bad News for Public Health. \u003cem\u003eJournal of Public Health Management and Practice 3\u003c/em\u003e(3), 11\u003c/li\u003e\n\u003cli\u003eXanthopoulou., D., Bakkar., A.B., Demerouti., E., \u0026amp; Schaufeli., W.B. (2009). Work engagement and financial returns: A diary study on the role of job and personal resources. \u003cem\u003eJournal of Occupational and Organizational Psychology, 82\u003c/em\u003e, 942-950\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"humanities-and-social-sciences-communications","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"palcomms","sideBox":"Learn more about [Humanities \u0026 Social Sciences Communications](http://www.nature.com/palcomms/)","snPcode":"41599","submissionUrl":"https://submission.springernature.com/new-submission/41599/3","title":"Humanities and Social Sciences Communications","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Nature AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":false},"keywords":"Employee Performance, Responsibility, Recognition and Employee Engagement, Charles Stewart Day Old Chicks (CSDOC)","lastPublishedDoi":"10.21203/rs.3.rs-6888187/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-6888187/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThis study seeks to determine the effectiveness of recognition or responsibility roles on employee engagement and performance. The study aims to provide a detailed explanation of how recognition and responsibility can be utilized to boost employee engagement and performance through a combination of qualitative and quantitative research methods. A mixed methods approach was employed whereby quantitative aspects included surveys designed for obtaining data about the perception and among other subjects, while qualitative interviews provided more insights into the motivations and attitudes of the employees. This study targeted a population of agricultural employees of Charles Stewart Day Old Chicks in Chegutu Zimbabwe. 82 respondents were selected using Random Sampling Technique among 448 employees. Two conceptual frameworks were applied to determine the effectiveness of responsibility and recognition on employee engagement and performance. The final sample consisted of 82 questionnaires. Descriptive and inferential statistics were used to analyze data in this study. The data were then analyzed by means of summarizing, classifying, tabulating, and using SPSS and Microsoft office tools. There is a statistically significant positive between recognition, responsibility, and employee performance at CSDOC, as determined by correlation analysis \u0026gt; 0.5 average 0.68. It was reported that the link between employee recognition and performance was positive. The recommendation is having a structured recognition program to increase employee performance and engagement. Collaboration among employees is also encouraged to increase employee engagement. Training and development will provide necessary resources required for effective delegation. Further research is needful, although this survey showed a link between recognition and engagement, exploring in further detail how these translate to defined metrics (productivity, customers, profit) would strengthen the business case of investing in engagement strategies.\u003c/p\u003e","manuscriptTitle":"Determining the Effectiveness of Responsibility and Recognition Roles on Employee Engagement and Performance","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-10-26 00:58:21","doi":"10.21203/rs.3.rs-6888187/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2026-04-24T11:07:35+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-04-02T12:34:52+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"101342716898306278238860350951375752313","date":"2026-03-23T11:35:11+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"112576891135384698316556017675887327939","date":"2026-03-22T18:38:28+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"59692756303569732876182264628343800077","date":"2026-03-21T06:09:27+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"243761424141700575604461354050049943054","date":"2026-02-07T04:04:51+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-01-21T13:08:28+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"190599665891991482505432093356309161755","date":"2026-01-01T20:20:25+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"112576891135384698316556017675887327939","date":"2026-01-01T13:14:44+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"35448865626951001755687865501804751744","date":"2025-12-08T06:38:47+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"101342716898306278238860350951375752313","date":"2025-12-02T10:38:10+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2025-10-11T18:30:40+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2025-10-06T18:07:49+00:00","index":"","fulltext":""},{"type":"editorInvited","content":"","date":"2025-10-06T16:09:06+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2025-09-14T14:18:14+00:00","index":"","fulltext":""},{"type":"submitted","content":"Humanities and Social Sciences Communications","date":"2025-09-14T14:15:16+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"humanities-and-social-sciences-communications","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"palcomms","sideBox":"Learn more about [Humanities \u0026 Social Sciences Communications](http://www.nature.com/palcomms/)","snPcode":"41599","submissionUrl":"https://submission.springernature.com/new-submission/41599/3","title":"Humanities and Social Sciences Communications","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Nature AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":false}}],"origin":"","ownerIdentity":"ccb6a976-39ea-4146-8ced-ba59ab01f163","owner":[],"postedDate":"October 26th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"under-review","subjectAreas":[{"id":56823414,"name":"Business and commerce/Business and management"},{"id":56823415,"name":"Social science/Business and management"}],"tags":[],"updatedAt":"2026-05-22T16:09:16+00:00","versionOfRecord":[],"versionCreatedAt":"2025-10-26 00:58:21","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-6888187","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-6888187","identity":"rs-6888187","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}