The goal of this experimental study is to examine the influence of performance recognitions that target either the team or the individual on subsequent productivity, entitativity, and team and task satisfaction. Participants worked on an information-generating task with e-confederates and received praise for their performance that was either targeted individually at the participant or at the team as a whole. It was hypothesized that team-targeted performance recognition, as opposed to individual-targeted performance recognition, will decrease productivity, increase entitativity, increase team satisfaction, and decrease task satisfaction. While independent and paired-samples t-tests did not yield significant results, there are some trends in the hypothesized directions. Practical implications include suggestions for managers with how to recognize teams or individuals depending on the outcomes they would like to achieve. Future directions could expand on equity theory by adding risk as a factor in the experiment.