The best way to implement a recognition program is with a rational, carefully formulated approach that is based on sound theory and that is well integrated with an organization’s business strategy—one that recognizes behaviors that are likely to positively affect an organization’s value. (See Daniel, 2005.) Most current recognition programs may have been established for good reasons—., improving the “culture of recognition” within an organization. However, current studies find that many organizations do not fully integrate the various aspects of the program with each other or with business strategy and/or desired culture. The result is a failure to capture the full value of worker recognition programs. (See Huff, 2006; WorldatWork, 2008.) A major goal of this report is to show the available evidence for the value of an integrated recognition program and examples of how organizations are achieving this value in practice.