Recognition

Recognition measures how your manager makes your personal contribution visible when a result to which you contributed strongly is achieved: focus on the result without distinguishing who did what, or identify and name what you brought. The effort-reward imbalance model places esteem among the returns that balance the effort invested, alongside pay and prospects [2]; a review of cohorts followed over time links a lasting imbalance between effort and recognition to a higher risk of depressive disorders [3]. The axis does not measure whether your manager recognises work in general; it measures in which form, collective or by name, that recognition arrives.

The axis shows up after a delivery, a success, a particular effort or a result to which several people contributed. It can be read on one episode, but it is repetition that counts: the effort-reward model describes an imbalance that settles in over time, and it is the accumulation that weighs on health [2][3]. One result left undistinguished says nothing; a year of them says something. The gap with your own preference is felt most clearly when the effort was high or barely visible from the outside, because recognition by name is then the only kind that attests to what was given. Scientific scope: the cited studies examine workplace behaviours, conditions or outcomes. They do not directly validate this preference scale or an individual PIMPmyBOSS compatibility score.

The score describes a situated preference or a perceived behaviour. It is neither a personality diagnosis, a norm nor a verdict on professional quality.