Introduction Praise or recognition is a form of nonfinancial motivator that plays a crucial role in satisfying the ego needs of the organisation workforce. Robbins (2011) is of the opinion that praise motivates the employees and can be very instrumental in employee motivation than the other incentives. Praising employees make them respond positively. In this case, employees strive to perform to their maximum for the good of the organisation. Praise is also important in the long-term relationships between the employees and managers. The managers who praise and celebrate employees’ success at work tend to have motivated staff than unappreciative managers. Praise on the other has its counterpoints as illustrated by Robbins. Praise may tend to be paradoxical, not genuine, and may just come from people whom the employees try to appease (Robbins, 2011). Praise can greatly influence the organisational behaviour of any organisation. According to Robbins (2011), six dependent variables influence organisational behaviour. These variables include absenteeism, turnover, deviant behaviour at the workplace, productivity, job satisfaction, and organisational citizenship behaviour (Robbins, 2011). Praise motivates There are many theories that support the perspective that praise motivates. In his theory of reinforcement, Skinner argues that a firm can motivate its employees in two ways. According to Skinner, positive reinforcement is a situation whereby organisations motivate employees through both intrinsic and extrinsic rewards. Companies give these incentives as a positive response to individual performance and behaviour. Praise can be a positive reinforcer of motivation if employees are going to be stimulated by it. The aspect of praise sufficiently fits into the reinforcement theory. This is because it influences employee behaviour. However, Skinner also argues that the organisation can also use negative reinforcement to remove undesirable consequences. This could be through demotions, punishments, penalties or transfers (Phillips & Gully, 2012). This perspective is also consistent with the theory X and Y as postulated by Douglas McGregor in exhibit 7.1 (Robbins, 2011). According to McGregor, managers who embrace theory X tend to have demotivated staff because of their perception that employee know what is expected of them and need no be coerced to perform their duties. Praise fits in this exhibit because the managers who practice theory Y believe that satisfying employees’ needs will influence their behaviour at the workplace. This will positively affect the employees’ motivation. Praise of recognition as an esteem factor is important in maximizing employee motivation. Herzberg postulated the third theory of motivation in 1959. Herzberg identified two factors that are crucial in employee satisfaction. He identified hygiene factors as those factors essential for employee motivation in an organisation. According Herzberg, hygiene factors do not lead to long-term employee satisfaction. However, when they are absent in an organisation, it leads to dissatisfaction. Herzberg identified remuneration; job security; physical, working conditions; employee status; work