The Haves and Have Nots introduces a unique framework for understanding how employees' efforts depend on their identification with the organization, how employee/employer ties are built and broken, and how enterprises can achieve powerful competitive advantage by overcoming their tendencies to create "haves" and "have nots." Drawing on extensive case studies, it identifies the real psychological reasons why executives demand unfair special privilege, shows how this undermines the organization, and offers proven, practical solutions.
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1. Messages from Bosses to Employees: Arrogance and Alienation in Organizations.
Above and Beyond Job Descriptions. Identification's Future. Managing Us versus Managing Them. Mistaking What for How. Moving Toward We: The Three Rs of Work Life.
More Than Money. Compensating Privilege. Privileges, Profits, and Shareholder Interest. Bonuses for Bungling. Recruitment and Retention. What's Fair? Rewarding We.
We Rules. Micromanaging. The Boss Club. It-Is-All-Business. The Issue Is Displacement, Not Unemployment, Stupid! Sacrificing Them. With All Due Respect. Communication. Organization Support—Plans for Training and Education. Exploration of Alternatives.
Voice and Productivity. Voice and Work Relationships. Voice and Employee Well Being. Voice Recognition. Not Voice Alone. Charisma and Voice.
Managing the Three Rs: Rewards. Managing the Three Rs: Respect. Managing the Three Rs: Recognition.
Promotive Tension. We Are Better. Employee Theft. We-Boosting: Elevating Our Status by Diminishing Theirs.
Affirm Employees as Contributors. Affirm Employees as Workers. Affirm Employees as Members of Outside Groups. Affirm Employees as Individuals with Physical and Psychological Needs. Paternalism: Making Them into Our Burden. What We Guarantees.
Citizens everywhere are concerned about how powerful, privilegedmembers of some companies are providing themselves with preferentialtreatment to the detriment of other employees, their own firms, andsociety at-large. This book explains why these people engage in suchobviously destructive behavior (because their organizations encouragethe expression of a natural human impulse called we-boosting), howwe-boosting produces misuse of the three Rs of organizational life(Rewards, Respect, and Recognition), and what the adverse consequencesof these events are on productivity, profits, and community support forbusiness organizations.
Real illustrations, rich with the names of familiar organizations andbusiness leaders, are plentiful. Every chapter also contains examples ofindividuals and organizations that are doing it right, and two chapters,entirely devoted to remedy, summarize the practical steps that someorganizations are already taking to curtail this costly misbehavior.
Critics might complain that this book's concern with bosses' we-boostingtendencies and their management of the three Rs places toomuch emphasis on the role of human forces in business organizations.They might even point out that from time to time, the book's sevenchapters contain examples that seemingly contradict its call for improvedmanagement of the three Rs by praising some business leaders andorganizations that eventually failed, and by criticizing others that eventuallysucceeded.
These critics are shortsighted. It's true that the healthy profits that astrong economy produces often overcome the adverse financial effects ofinternal organizational disease. Special, well-protected marketplace niches,a company's unique competencies, technological advances, and productinnovations are all capable of producing profits for internally troubledorganizations. But the rest of the story, missed by these critics, is thatexcellence is not forever. Competitors are on the prowl. Imitation andinvention are steadily shortening the half-life of any business advantage.
No one can guarantee that companies ensure their financial successby suppressing we-boosting and properly managing the three Rs of organizationlife. All other things being equal, however, companies that learnhow to suppress we-boosting and manage the three Rs build employees'organizational identity, and they can expect to expand their successbecause of the competitive advantage that comes from having a workforcethat is engaged.
Curtailing bosses' we-boosting and improving their management ofthe three Rs is a business necessity, not a politically correct social nicety.Happily, the fact is that organizations possess the power required to makethese changes and build crucial ties of organizational identification.Sadly, it is also true thatdespite all the cheery business-section head-linesto the contrarybosses have frequently pursued a path leading toemployees' alienation rather than affiliation.
As costly as such misconduct is now, it will only become more so.The changing attitudes and values of the workforce, increasing dependencyof businesses on information processing, shortening cycle times for intro-ducingnew products and work processes, and rapid obsolescence of productsand processes because of competitors' progress are just the beginning ofa long list of trends in business and society that place a premium onemployee innovation and initiative, drastically increasing the price thatcompanies will pay for hindering the organizational identification of theirworkforce.
Remedies exist, but not in the form of magic formulas containing 10rules that must be followed by business leaders who want to be successful.This book contains many examples of organizations that are both successfullycurtailing bosses' we-boosting and managing the three Rs oforganizational life. Some of these examples are a part of today's businessheadlines; others were a part of yesterday's. In selecting examples toshare, my priority was to provide you with a wide array of correct applicableillustrations rather than a more limited number of contemporaryones. Find examples that are right for you and tailor them to suit yourcompany's current needs.