You are previewing How to Have the Best Employees (Collection).
O'Reilly logo
How to Have the Best Employees (Collection)

Book Description

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¿the other side wins too. 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.

¿

17 Rules Successful Companies Use to Attract and Keep Top Talent: Why Engaged Employees Are Your Greatest Sustainable Advantage, first edition, ¿is about building an outstanding workforce, one that sets your company apart from competitors and is a true competitive advantage. It's about building a workforce that's truly engaged, committed, aligned with strategy, and capable of incredible performance. Simply put, it's about optimizing the #1 factor associated with outsmarting, outhustling, and out-executing your competition: your people. Through more than a dozen case studies, top workforce optimization consultant David Russo identifies exactly what great organizations do differently when it comes to managing their people. He distills these differences into 17 rules, covering everything from resourcing and compensation to leadership development, risk-taking to change management. You'll learn exactly how to apply these rules in your organization, whether you're large or small, high-tech or low-tech, profit-making or non-profit. Using Russo's techniques, companies can build genuine esprit de corps, virtually guaranteeing that the efforts, minds, and hearts of their employees are focused on the corporate mission, and challenged with producing outstanding results and competitive advantage. What's more, this book's techniques help companies attract and retain the kinds of talent best suited to their unique work environments, promoting long-term success, not just short-term "quick fixes."

Table of Contents

  1. About This eBook
  2. Title Page
  3. Copyright Page
  4. Contents
  5. The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want
    1. Copyright Page
    2. Dedication Page
    3. Acknowledgments
    4. About the Authors
    5. About the Second Edition
    6. Our New Website
    7. Introduction
      1. Asking the Questions
      2. Asking the Right Questions
      3. Questions Result in Data
      4. After the Honeymoon
      5. A Quick Look at “Old-Fashioned” Theories
      6. Solid Theory, Research, and Management Practice to Which We Are in Debt
      7. How This Book Is Organized
    8. Part I: Worker Motivation, Morale, and Performance
      1. 1. What Workers Want—The Big Picture
        1. Blame It on the Young
        2. Myths About the Work Itself
        3. The Sirota Three-Factor Theory
        4. The Specific Evidence for the Three-Factor Theory
        5. Individual Differences
      2. 2. Employee Enthusiasm and Business Success
        1. Making the Connection
        2. Telling Us in Their Own Words
        3. A Few Leading Organizations
        4. “Enthusiasm” Versus “Engagement”
        5. Enthusiasm and Performance: The Research Evidence
        6. Building the People Performance Model
    9. Part II: Enthusiastic Workforces, Motivated by Fair Treatment
      1. 3. Job Security
        1. Specific Job Security Policies and Practices
      2. 4. Compensation
        1. Money as Seen by Workers
        2. Money as Seen by Employers
        3. Levels of Pay
        4. Recommendations
        5. A Note on Merit Pay for Teachers
      3. 5. The Impact of the Great Recession: Flight to Preservation
        1. The Survey Results
      4. 6. Respect
        1. The Heart of Respect
        2. The Specifics of Respectful Treatment
    10. Part III: Enthusiastic Workforces, Motivated by Achievement
      1. 7. Organization Purpose and Principles
        1. Elements of Pride in One’s Company
        2. Ethics in the Treatment of Employees
        3. Getting Practical: Translating Statements of Purposes and Principles into Practice
      2. 8. Job Enablement
        1. Ah, Bureaucracy! The Evil That Just Won’t Go Away
        2. A Management Style That Works
        3. Layers of Management
        4. The Benefits of Self-Managed Teams
        5. Telecommuting: Yahoo Bans Work-From-Home
      3. 9. Job Challenge
        1. Is This an Aberration, Are Workers Delusional, or Are They Lying?
        2. Given a Choice, Few People Volunteer to Fail
        3. Push and Pull
      4. 10. Feedback, Recognition, and Reward
        1. Do Workers Get the Feedback They Need?
        2. Guidance
        3. A Short Course on Giving Cognitive Feedback
        4. Evaluation, Recognition, and Reward
        5. What Makes for Effective Recognition of Workers?
        6. Advancement
        7. The Other Side of the Equation: Dealing with Unsatisfactory Performance
        8. Feedback Sets Priorities
    11. Part IV: Enthusiastic Workforces, Motivated by Camaraderie
      1. 11. Teamwork
        1. A Look Back
        2. Are We Doing Better Now?
        3. Socializing While Working
        4. Uncooperative Co-Workers Have an Exponentially Negative Effect
        5. Contentious Workgroups Are Drags on the Organization
        6. Building Partnership
        7. How Can the Misperceptions Be Uncovered, Confronted, and Corrected?
        8. Lay the Foundation Prior to the Workshop
        9. Establish Workshop Ground Rules
        10. A Typical Workshop Agenda
        11. Action Example: IT and Its Users
    12. Part V: Bringing It All Together: The Culture of Partnership
      1. 12. The Culture of Partnership
        1. Application to Other Constituencies
        2. A Cultural Case Study of Mayo Clinic
        3. Partnership in These Times
      2. 13. Leadership and the Partnership Culture
        1. The Critical Importance of Effective Leadership
        2. Trust
        3. Charisma
        4. The Nine Key Leadership Attributes
      3. 14. Translating Partnership Theory into Partnership Practice
        1. It Starts at the Top
        2. The Action Process
    13. Endnotes
      1. Introduction
      2. Part I
      3. Chapter 1
      4. Chapter 2
      5. Part II
      6. Chapter 3
      7. Chapter 4
      8. Chapter 5
      9. Chapter 6
      10. Part III
      11. Chapter 7
      12. Chapter 8
      13. Chapter 9
      14. Chapter 10
      15. Part IV
      16. Chapter 11
      17. Part V
      18. Chapter 12
      19. Chapter 13
      20. Chapter 14
    14. Index
  6. 17 Rules Successful Companies Use to Attract and Keep Top Talent: Why Engaged Employees Are Your Greatest Sustainable Advantage
    1. Copyright Page
    2. Dedication Page
    3. Praise for 17 Rules Successful Companies Use to Attract and Keep Top Talent
    4. Foreword: Great Teams, Great People, Great Leaders
    5. Acknowledgments
    6. About the Author
    7. Introduction
    8. 1. Understand Why Employees Come and Why They Stay
      1. From Indentured Servants to Labor Unions: A History of Employer-Employee Relations
      2. Why People Work
    9. 2. Play “Win-Win” with Your Employees (and Allow Them to Be All They Can Be—for Self and Company)
    10. 3. Cultivate Leadership, Not Management, and Know the Difference!
    11. 4. Provide Ample and Appropriate Resources
    12. 5. Demand Contribution; Be Worthy of Receiving It
      1. Motivating For and Evaluating Employee Contribution
    13. 6. Applaud Effort; Reward Contribution
      1. Managing Out the Nonperformers
    14. 7. Cheerlead; The “Magic” of M&Ms
    15. 8. Build a Workplace on a Foundation of Respect
    16. 9. Cultivate the Risk-Trust Dynamic
    17. 10. Make Room for Fun in the Workplace (Nurture Lightheartedness/Levity)
      1. What I Learned from Marie Montessori
    18. 11. Create Opportunities for Employee “Alignment” with Vision, Values, and Mission
    19. 12. Understand Human Capital
    20. 13. Treat Employees as “Volunteers”
    21. 14. Know Your Culture
      1. What Makes a Great Work Culture?
      2. How Does Cuture Evolve?
      3. Nurturing Culture
    22. 15. Understand the Nature of Change and Prepare Your Employees to Embrace It
    23. 16. Cultivate Organizational Ethics; Demand and Reward Ethical Behavior
    24. 17. The Last and Overarching Rule: Tell the Truth! (and a Few Action Items to Grow On)
      1. Last Rules
    25. Index