Much has been written about the issue of recognition in the workplace in the management literature. Though universally recognized as a lever that enhances well-being and performance, is it possible that there are differences in the manner in which managers “decode” information on recognition management depending on their geographic location? Beyond geographical cultural differences, does corporate culture also play a significant role in the management of recognition on a day-to-day basis? This article summarizes the results of a survey on recognition in the workplace that was conducted among managers in organizations in France, the United States, English-speaking Canada and Quebec. We examine how the perceptions of managers involved in various aspects of recognition management (types of recognition, recognition practices, obstacles to recognition, etc.) vary depending on the geographic location and culture of their employer. The article concludes with a series of key recommendations to help leaders and managers improve the effectiveness of employee recognition within their organizations. Key words: recognition, compensation, remuneration, corporate culture, management culture, management abroad, international management, international comparison, international survey