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Enthusiastic Employee, The: How Companies Profit by Giving Workers What They Want
- By David Sirota, Louis A. Mischkind, Michael Irwin Meltzer
- Published Jan 20, 2005 by FT Press.
Book
- Sorry, this book is no longer in print.
About
Features
Improve Productivity by Improving Employee Attitude!
- Based on research with more than 4,000,000 employees in 250+ companies across 30 years.
- The research points to fairplay, achievement, and camraderie as the most important factors in a healthy workplace.
- With an enthusiastic workforce, employee turnover can be reduced by as much as 80% and stock performance can increase by 25%.
Description
- Copyright 2005
- Edition: 1st
- Book
- ISBN-10: 0-13-142330-4
- ISBN-13: 978-0-13-142330-5
Enthusiastic employees far out-produce and outperform the average workforce:they step up to do the hard, even 'impossible' jobs. Most people are enthusiastic when they're hired: hopeful, ready to work hard, eager to contribute. What happens? Management, that's what. The authors tell you what managers do wrong, and what they need to do instead. It's about giving workers what they want most, summarized in the Three-Factor Theory: to be treated fairly; to feel proud of their work and organizations; and to experience camaraderie. Sounds simple, but every manager knows how tough it can be. Nostrums, fads, and quick and easy solutions have abounded in the management literature, but swiftly go out of style when they fail to meet the test in the workplace. The authors provide research-grounded answers to crucial questions such as: Which leadership and management practices can have the greatest positive performance impact? What does employee satisfaction really mean? What's the relationship between employee satisfaction, customer loyalty, and profit? Sirota and his colleagues detail exactly how to create an environment where enthusiasm flourishes and businesses grow.
Sample Content
Online Sample Chapter
What Workers Want--The Big Picture
Downloadable Sample Chapter
Sample Chapter - 67 KB -- Appendix E: The Readiness Questionnaire
Table of Contents
Acknowledgments.
About the Authors.
Introduction.
I. WORKER MOTIVATION, MORALE, AND PERFORMANCE.
1. What Workers Want–The Big Picture.
Blame It on the Young
What People Actually Say About Work
Three Factors
The Evidence
How the Three Factors Work in Combination
Individual Differences
2. Employee Enthusiasm and Business Success.
Making the Connection
Tell Us in Your Own Words
A Few Leading Organizations
Enthusiasm and Business Performance
Building the People Performance Model
II. ENTHUSIASTIC WORKFORCES, MOTIVATED BY FAIR TREATMENT.
3. Job Security.
Justice and Job Security
Best Policies and Practices
4. Compensation.
Money as Seen by Workers
Money as Seen by Employers
The Level of Pay
Pay for Performance
Strategies for Effective Compensation
5. Respect.
The Heart of Respect
Humiliating Treatment
Indifferent Treatment
The Specifics of Respectful Treatment
Physical Working Conditions
Status Distinctions
Job Autonomy
Constrained Communication
Day-to-Day Courtesies
III. ENTHUSIASTIC WORKFORCES, MOTIVATED BY ACHIEVEMENT.
6. Organization Purpose and Principles.
Elements of Company Pride
Company Ethics and Business Results
Ethics in the Treatment of Employees
Getting Practical: Translating Words into Deeds
7. Job Enablement.
Ah, Bureaucracy! The Evil That Just Won’t Go Away
A Management Style That Works
Layers of Management
The Benefits of Self-Managed Teams
8. Job Challenge.
Is This an Aberration, Are Workers Delusional, or Are They Lying?
Given a Choice, Few People Volunteer to Fail
Push and Pull Forces
9. Feedback, Recognition, and Reward.
Do Workers Get the Feedback They Need?
Guidance: Cognitive Feedback
A Short Course on Giving Guidance
Evaluation, Recognition, and Reward
Promoting From Within
Dealing with Unsatisfactory Performance
Feedback Sets Priorities
IV. ENTHUSIASTIC WORKFORCES, MOTIVATED BY CAMARADERIE.
10. Teamwork.
A Look Back
Are We Doing Better Now?
Socializing While Working
The Negative Effect of Uncooperative Co-Workers
Contentious Workgroups Are a Drag
Building Partnership
A Short Course on Effective Partnership Workshops
V. BRINGING IT ALL TOGETHER: THE TOTAL ORGANIZATION CULTURE–AND HOW TO CHANGE IT.
11. The Chapternership Organization.
Partnership and Its Alternatives
Application to Other Constituencies
12. Translating Chapternership Theory into Chapternership Practice.
It Starts at the Top
The Action Process
VI. APPENDICES.
Appendix A. Survey Administration and Population Composition.
Appendix B. Reliability and Validity of the Data.
Appendix C. Job Satisfaction: Demographic, Occupational, and Regional Breaks.
Appendix D. Comparisons with Other Norms.
Appendix E. The Readiness Questionnaire.
Endnotes.
Index.