You are previewing The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want.
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The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want

Book Description

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.

Table of Contents

  1. Copyright
    1. Dedication
  2. Acknowledgments
  3. About the Authors
  4. 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
  5. I. Worker Motivation, Morale, and Performance
    1. 1. What Workers Want—The Big Picture
      1. Blame It on the Young
        1. The Lordstown Strike and Job Enrichment “Solution”
      2. What People Actually Say About Work
        1. Let's Ask
      3. Three Factors
      4. The Evidence
        1. How the Three Factors Work in Combination
      5. Individual Differences
    2. 2. Employee Enthusiasm and Business Success
      1. Making the Connection
      2. Tell Us in Your Own Words
      3. A Few Leading Organizations
      4. Enthusiasm and Business Performance
      5. Building the People Performance Model
  6. II. Enthusiastic Workforces, Motivated by Fair Treatment
    1. 3. Job Security
      1. Justice and Job Security
      2. Best Policies and Practices
    2. 4. Compensation
      1. Money as Seen by Workers
      2. Money as Seen by Employers
      3. The Level of Pay
      4. Pay for Performance
        1. Piecework
        2. Merit Pay
      5. Strategies for Effective Compensation
        1. Employee Stock Ownership
        2. Profit Sharing
        3. Gainsharing
    3. 5. Respect
      1. The Heart of Respect
        1. Humiliating Treatment
        2. Indifferent Treatment
        3. The Specifics of Respectful Treatment
      2. Physical Working Conditions
        1. Status Distinctions
      3. Job Autonomy
      4. Constrained Communication
        1. Day-to-Day Courtesies
  7. III. Enthusiastic Workforces, Motivated by Achievement
    1. 6. Organization Purpose and Principles
      1. Elements of Company Pride
      2. Company Ethics and Business Results
        1. More About Purpose
        2. More About Principles
      3. Ethics in the Treatment of Employees
      4. Getting Practical: Translating Words into Deeds
        1. 1. Lack of Senior Management Commitment
        2. 2. Poor Statement Phrasing
        3. 3. Lack of a Methodology
    2. 7. 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
    3. 8. 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 Forces
    4. 9. Feedback, Recognition, and Reward
      1. Do Workers Get the Feedback They Need?
      2. Guidance: Cognitive Feedback
      3. A Short Course on Giving Guidance
      4. Evaluation, Recognition, and Reward
      5. Promoting From Within
      6. Dealing with Unsatisfactory Performance
      7. Feedback Sets Priorities
  8. IV. Enthusiastic Workforces, Motivated by Camaraderie
    1. 10. Teamwork
      1. A Look Back
      2. Are We Doing Better Now?
      3. Socializing While Working
      4. The Negative Effect of Uncooperative Co-Workers
      5. Contentious Workgroups Are a Drag
      6. Building Partnership
        1. How Can the Misperceptions Be Uncovered, Confronted, and Corrected?
      7. A Short Course on Effective Partnership Workshops
      8. Establish Workshop Ground Rules
      9. A Typical Workshop Agenda
      10. Action Example: IT and Its Users
  9. V. Bringing It All Together: The Total Organization Culture—and How to Change It
    1. 11. The Partnership Organization
      1. Partnership and Its Alternatives
      2. Application to Other Constituencies
    2. 12. Translating Partnership Theory into Partnership Practice
      1. It Starts at the Top
      2. The Action Process
  10. VI. Appendices
    1. A. Survey Administration and Population Composition
      1. Administration
      2. Population Composition
    2. B. Reliability and Validity of the Data
      1. Reliability
      2. Validity
    3. C. Job Satisfaction: Demographic, Occupational, and Regional Breaks
    4. D. Comparisons with Other Norms
    5. E. The Readiness Questionnaire
      1. The Readiness Questionnaire
      2. Instructions for the Scorer of the Questionnaire
      3. Scoring Sheet
  11. 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. Part III
    10. Chapter 6
    11. Chapter 7
    12. Chapter 8
    13. Chapter 9
    14. Part IV
    15. Chapter 10
    16. Part V
    17. Chapter 11
    18. Chapter 12