Home > Store

Enthusiastic Employee, The: How Companies Profit by Giving Workers What They Want, 2nd Edition

Register your product to gain access to bonus material or receive a coupon.

Enthusiastic Employee, The: How Companies Profit by Giving Workers What They Want, 2nd Edition

Book

  • Your Price: $31.99
  • List Price: $39.99
  • Usually ships in 24 hours.

About

Features

The #1 guide to improving productivity by improving employee attitude - now extensively revised with new insights, cases, and research. 

  • Stop demotivating employees and start bringing out their best: specific, practical, evidence-based techniques for line managers and senior leaders
  • The “dollars-and-cents” business case: you can have enthusiastic employees, and it does matter – enormously
  • Now addresses long-term impacts of the Great Recession, and presents a new guide to building Partnership Cultures
  • Important new research on pay-for-performance
  • New full-length case study from one of the world’s best employers, The Mayo Clinic
  • Reflects research with 4,000,000+ employees in 250+ companies

Description

  • Copyright 2014
  • Dimensions: 6" x 9"
  • Pages: 512
  • Edition: 2nd
  • Book
  • ISBN-10: 0-13-405759-7
  • ISBN-13: 978-0-13-405759-0

This book is about employee enthusiasm: that special, invigorating, purposeful and emotional state that’s always present in the most successful organizations. Most people are enthusiastic when they’re hired: hopeful, ready to work hard, eager to contribute. What happens? Management, that’s what. The Enthusiastic Employee is an action-oriented book that helps companies obtain more from workers - the basic premise is that under the right kind of leadership, the more one side wins in a collaborative relationship, the more for the other side.   The book is heavily evidence-based (using extensive employee survey data) and lays out two basic ideas:  the “Three-Factor Theory” of human motivation at work and the “Partnership” company culture that is based on the Three-Factor Theory and that, by far, brings out the best in people as they respond with enthusiasm about what they do and the company they do it for.   Drawing on research with 13,000,000+ employees in 840+  companies, The Enthusiastic Employee, Second Edition tells you what managers (from first-line supervisor to senior leadership) do wrong. Then it tells you something much more important: what to do instead.   David Sirota and Douglas Klein detail exactly how to create an environment where enthusiasm flourishes and businesses excel. Extensively updated with new research, case studies, and techniques (they have added over 8.6 million employees and over 400 companies to their analyses ), it now contains a detailed  study of Mayo Clinic, one of the world’s most effective healthcare organizations and a true representation of the principle of partnership, as well as more in-depth descriptions of private sector exemplars of partnership, such as Costco.  Other new chapters include: how the Great Recession really impacted workers’ morale (bottom-line, it didn’t) and how to build a true Partnership Culture that starts with senior leadership.   They now debunk fashionable theories of worker “generations” (Baby Boomers, Gen X, Y, etc.) as mostly nonsense… clarify what they’ve learned about making business ethics and corporate social responsibility actionable… share what research on merit pay (pay for individual performance) tells us about its likely impact on school teachers and performance  (not good)…discuss the utility of teleworking (and the dust-up at Yahoo)…offer compelling, data-informed insights about women and minorities in the workplace, and much more. You can have enthusiastic employees, and it does matter – more than it ever has. Whether you’re a business leader, HR/talent management professional, or strategist, that’s the workforce you need – and this is the book that will help you get it.

Sample Content

Table of Contents

Acknowledgments    xi

About the Authors    xiii

About the Second Edition    xv

Our New Website    xx

Introduction    1

Asking the Questions    4

Asking the Right Questions    4

Questions Result in Data    6

After the Honeymoon    11

A Quick Look at “Old-Fashioned” Theories    12

Solid Theory, Research, and Management Practice to Which We Are in Debt    15

How This Book Is Organized    15

Part I  Worker Motivation, Morale, and Performance    17

Chapter 1  What Workers Want—The Big Picture    19

Blame It on the Young    20

The Lordstown Strike and Job Enrichment “Solution”    22

The Generation Gap Mythology Re-Emerges    24

Myths About the Work Itself    29

The Sirota Three-Factor Theory    32

The Specific Evidence for the Three-Factor Theory    45

How the Three Factors Work in Combination    52

Racial/Ethnic and Gender Differences    55

Individual Differences    62

Chapter 2  Employee Enthusiasm and Business Success    67

Making the Connection    67

Telling Us in Their Own Words    69

A Few Leading Organizations    74

“Enthusiasm” Versus “Engagement”    79

Enthusiasm and Performance: The Research Evidence    81

Building the People Performance Model    86

Part II  Enthusiastic Workforces, Motivated by Fair Treatment    93

Chapter 3  Job Security    95

Specific Job Security Policies and Practices    107

Chapter 4  Compensation    117

Money as Seen by Workers    117

Money as Seen by Employers    118

Levels of Pay    122

Paying for Performance    133

Recommendations    143

A Note on Merit Pay for Teachers    157

Chapter 5  The Impact of the Great Recession: Flight to Preservation    161

The Survey Results    165

The Role of Management    176

Chapter 6  Respect    181

The Heart of Respect    184

Humiliating Treatment    186

Indifferent Treatment    188

The Specifics of Respectful Treatment    193

Physical Conditions of Work    195

Status Distinctions    196

Compensation Status Is a Fundamental Distinction    200

Job Autonomy    203

Constrained Communication    206

Part III  Enthusiastic Workforces, Motivated by Achievement    213

Chapter 7  Organization Purpose and Principles    215

Elements of Pride in One’s Company    215

The Impact on Performance of “Doing Good”    219

Short- Versus Long-Term Profit Horizon    225

More About Purpose    231

More About Principles    232

Ethics in the Treatment of Employees    233

Getting Practical: Translating Statements of Purposes and Principles into Practice    238

Chapter 8  Job Enablement    255

Ah, Bureaucracy! The Evil That Just Won’t Go Away    262

A Management Style That Works    269

Layers of Management    274

The Benefits of Self-Managed Teams    278

Telecommuting: Yahoo Bans Work-From-Home    283

Chapter 9  Job Challenge    295

Is This an Aberration, Are Workers Delusional, or Are They Lying?    297

Given a Choice, Few People Volunteer to Fail    300

Push and Pull    302

Chapter 10  Feedback, Recognition, and Reward    313

Do Workers Get the Feedback They Need?    313

Guidance    315

A Short Course on Giving Cognitive Feedback    318

Evaluation, Recognition, and Reward    330

What Makes for Effective Recognition of Workers?    333

Advancement    340

The Other Side of the Equation: Dealing with Unsatisfactory Performance    343

Feedback Sets Priorities    347

Part IV  Enthusiastic Workforces, Motivated by Camaraderie    349

Chapter 11  Teamwork    351

A Look Back    352

Are We Doing Better Now?    353

Socializing While Working    354

Uncooperative Co-Workers Have an Exponentially Negative Effect    356

Contentious Workgroups Are Drags on the Organization    357

Building Partnership    362

How Can the Misperceptions Be Uncovered, Confronted, and Corrected?    364

Lay the Foundation Prior to the Workshop    367

Establish Workshop Ground Rules    367

A Typical Workshop Agenda    369

Action Example: IT and Its Users    370

Part V  Bringing It All Together: The Culture of Partnership    375

Chapter 12  The Culture of Partnership    377

Application to Other Constituencies    395

A Cultural Case Study of Mayo Clinic    396

Partnership in These Times    405

Chapter 13  Leadership and the Partnership Culture    411

The Critical Importance of Effective Leadership    412

Trust    414

Charisma    417

The Nine Key Leadership Attributes    421

Chapter 14  Translating Partnership Theory into Partnership Practice    431

It Starts at the Top    433

The Action Process    436

Endnotes    457

Index    479

Updates

Submit Errata

More Information

InformIT Promotional Mailings & Special Offers

I would like to receive exclusive offers and hear about products from InformIT and its family of brands. I can unsubscribe at any time.

Overview


Pearson Education, Inc., 221 River Street, Hoboken, New Jersey 07030, (Pearson) presents this site to provide information about products and services that can be purchased through this site.

This privacy notice provides an overview of our commitment to privacy and describes how we collect, protect, use and share personal information collected through this site. Please note that other Pearson websites and online products and services have their own separate privacy policies.

Collection and Use of Information


To conduct business and deliver products and services, Pearson collects and uses personal information in several ways in connection with this site, including:

Questions and Inquiries

For inquiries and questions, we collect the inquiry or question, together with name, contact details (email address, phone number and mailing address) and any other additional information voluntarily submitted to us through a Contact Us form or an email. We use this information to address the inquiry and respond to the question.

Online Store

For orders and purchases placed through our online store on this site, we collect order details, name, institution name and address (if applicable), email address, phone number, shipping and billing addresses, credit/debit card information, shipping options and any instructions. We use this information to complete transactions, fulfill orders, communicate with individuals placing orders or visiting the online store, and for related purposes.

Surveys

Pearson may offer opportunities to provide feedback or participate in surveys, including surveys evaluating Pearson products, services or sites. Participation is voluntary. Pearson collects information requested in the survey questions and uses the information to evaluate, support, maintain and improve products, services or sites, develop new products and services, conduct educational research and for other purposes specified in the survey.

Contests and Drawings

Occasionally, we may sponsor a contest or drawing. Participation is optional. Pearson collects name, contact information and other information specified on the entry form for the contest or drawing to conduct the contest or drawing. Pearson may collect additional personal information from the winners of a contest or drawing in order to award the prize and for tax reporting purposes, as required by law.

Newsletters

If you have elected to receive email newsletters or promotional mailings and special offers but want to unsubscribe, simply email information@informit.com.

Service Announcements

On rare occasions it is necessary to send out a strictly service related announcement. For instance, if our service is temporarily suspended for maintenance we might send users an email. Generally, users may not opt-out of these communications, though they can deactivate their account information. However, these communications are not promotional in nature.

Customer Service

We communicate with users on a regular basis to provide requested services and in regard to issues relating to their account we reply via email or phone in accordance with the users' wishes when a user submits their information through our Contact Us form.

Other Collection and Use of Information


Application and System Logs

Pearson automatically collects log data to help ensure the delivery, availability and security of this site. Log data may include technical information about how a user or visitor connected to this site, such as browser type, type of computer/device, operating system, internet service provider and IP address. We use this information for support purposes and to monitor the health of the site, identify problems, improve service, detect unauthorized access and fraudulent activity, prevent and respond to security incidents and appropriately scale computing resources.

Web Analytics

Pearson may use third party web trend analytical services, including Google Analytics, to collect visitor information, such as IP addresses, browser types, referring pages, pages visited and time spent on a particular site. While these analytical services collect and report information on an anonymous basis, they may use cookies to gather web trend information. The information gathered may enable Pearson (but not the third party web trend services) to link information with application and system log data. Pearson uses this information for system administration and to identify problems, improve service, detect unauthorized access and fraudulent activity, prevent and respond to security incidents, appropriately scale computing resources and otherwise support and deliver this site and its services.

Cookies and Related Technologies

This site uses cookies and similar technologies to personalize content, measure traffic patterns, control security, track use and access of information on this site, and provide interest-based messages and advertising. Users can manage and block the use of cookies through their browser. Disabling or blocking certain cookies may limit the functionality of this site.

Do Not Track

This site currently does not respond to Do Not Track signals.

Security


Pearson uses appropriate physical, administrative and technical security measures to protect personal information from unauthorized access, use and disclosure.

Children


This site is not directed to children under the age of 13.

Marketing


Pearson may send or direct marketing communications to users, provided that

  • Pearson will not use personal information collected or processed as a K-12 school service provider for the purpose of directed or targeted advertising.
  • Such marketing is consistent with applicable law and Pearson's legal obligations.
  • Pearson will not knowingly direct or send marketing communications to an individual who has expressed a preference not to receive marketing.
  • Where required by applicable law, express or implied consent to marketing exists and has not been withdrawn.

Pearson may provide personal information to a third party service provider on a restricted basis to provide marketing solely on behalf of Pearson or an affiliate or customer for whom Pearson is a service provider. Marketing preferences may be changed at any time.

Correcting/Updating Personal Information


If a user's personally identifiable information changes (such as your postal address or email address), we provide a way to correct or update that user's personal data provided to us. This can be done on the Account page. If a user no longer desires our service and desires to delete his or her account, please contact us at customer-service@informit.com and we will process the deletion of a user's account.

Choice/Opt-out


Users can always make an informed choice as to whether they should proceed with certain services offered by InformIT. If you choose to remove yourself from our mailing list(s) simply visit the following page and uncheck any communication you no longer want to receive: www.informit.com/u.aspx.

Sale of Personal Information


Pearson does not rent or sell personal information in exchange for any payment of money.

While Pearson does not sell personal information, as defined in Nevada law, Nevada residents may email a request for no sale of their personal information to NevadaDesignatedRequest@pearson.com.

Supplemental Privacy Statement for California Residents


California residents should read our Supplemental privacy statement for California residents in conjunction with this Privacy Notice. The Supplemental privacy statement for California residents explains Pearson's commitment to comply with California law and applies to personal information of California residents collected in connection with this site and the Services.

Sharing and Disclosure


Pearson may disclose personal information, as follows:

  • As required by law.
  • With the consent of the individual (or their parent, if the individual is a minor)
  • In response to a subpoena, court order or legal process, to the extent permitted or required by law
  • To protect the security and safety of individuals, data, assets and systems, consistent with applicable law
  • In connection the sale, joint venture or other transfer of some or all of its company or assets, subject to the provisions of this Privacy Notice
  • To investigate or address actual or suspected fraud or other illegal activities
  • To exercise its legal rights, including enforcement of the Terms of Use for this site or another contract
  • To affiliated Pearson companies and other companies and organizations who perform work for Pearson and are obligated to protect the privacy of personal information consistent with this Privacy Notice
  • To a school, organization, company or government agency, where Pearson collects or processes the personal information in a school setting or on behalf of such organization, company or government agency.

Links


This web site contains links to other sites. Please be aware that we are not responsible for the privacy practices of such other sites. We encourage our users to be aware when they leave our site and to read the privacy statements of each and every web site that collects Personal Information. This privacy statement applies solely to information collected by this web site.

Requests and Contact


Please contact us about this Privacy Notice or if you have any requests or questions relating to the privacy of your personal information.

Changes to this Privacy Notice


We may revise this Privacy Notice through an updated posting. We will identify the effective date of the revision in the posting. Often, updates are made to provide greater clarity or to comply with changes in regulatory requirements. If the updates involve material changes to the collection, protection, use or disclosure of Personal Information, Pearson will provide notice of the change through a conspicuous notice on this site or other appropriate way. Continued use of the site after the effective date of a posted revision evidences acceptance. Please contact us if you have questions or concerns about the Privacy Notice or any objection to any revisions.

Last Update: November 17, 2020