Why is it more difficult to objectively appreciate the results of a worker or an employee than an executive?

Firms want employees that are highly motivated and feel they have a real stake in the company’s success. Such employees are willing to finish tasks in their own time and see a strong link between the firm’s success and their own career prospects. In short, motivated, empowered employees work hand in hand with employers in an atmosphere of mutual trust.

Companies with engaged workforces have also reported less absenteeism, more engagement with customers, greater employee satisfaction, less mistakes, fewer employees leaving, and naturally higher profits. Such is competitiveness could be enhanced by wider use of employee engagement where work tasks have become increasingly similar, engaged employees could give some companies the edge over their rivals.

But sometimes, there are  significant barriers to engagement such as a lack of appreciation for the concept of employee engagement by some companies and managers. Full participation by line managers is particularly crucial. From the employee point of view, it is easy to view engagement as a management fad, particularly if the company fails to demonstrate the necessary commitment. Some also feel that in a recession, employee engagement becomes less of a priority when in fact it could be the factor that enables a business in trouble to stay afloat. 

Sometimes management see the good results of the worker as the product of their policies,programmes and plans towrds the work. Management may not want to appeciate the good works of the worker because appreciating him may compel them to reward the worker. Some are also of the view that appreciating the worker can cause laxity in the worker.