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Enthusiastic Employee, The: How Companies Profit by Giving Workers What They Want

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Enthusiastic Employee, The: How Companies Profit by Giving Workers What They Want

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Description

  • Copyright 2005
  • Pages: 400
  • Edition: 1st
  • eBook (Adobe DRM)
  • ISBN-10: 0-13-195208-0
  • ISBN-13: 978-0-13-195208-9

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

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.

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