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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.
About the Authors.
I. WORKER MOTIVATION, MORALE, AND PERFORMANCE.
1. What Workers Want–The Big Picture.
Blame It on the Young
What People Actually Say About Work
How the Three Factors Work in Combination
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
Money as Seen by Workers
Money as Seen by Employers
The Level of Pay
Pay for Performance
Strategies for Effective Compensation
The Heart of Respect
The Specifics of Respectful Treatment
Physical Working Conditions
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.
A Look Back
Are We Doing Better Now?
Socializing While Working
The Negative Effect of Uncooperative Co-Workers
Contentious Workgroups Are a Drag
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
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.