The Enthusiastic Employee
by Sirota, David; Mischkind, Louis A.; Meltzer, Michael IrwinEdition: 1st
Format: Paperback
Pub. Date: 2005-01-20
Publisher(s): FT Press
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Summary
Enthusiastic employees far out-produce and outperform the average workforce:they step up to do the hard, even 'impossible'jobs.#xA0; 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.
Author Biography
David Sirota is founder and Chairman Emeritus of Sirota Consulting, a firm with a national reputation for improving performance by systematically measuring and managing employee, customer, and community relationships. He previously served as IBM director of behavioral science research and application. Sirota has taught management at Cornell, Yale, MIT, and Wharton, and was a study director at the University of Michigan's Institute of Social Research. His work has been featured in Fortune and The New York Times. He holds a doctorate in social psychology from the University of Michigan.
Louis A. Mischkind has been involved with organizational effectiveness–research and practical application–for over 35 years. Prior to joining Sirota Consulting, he was Program Director of Executive Development at IBM, Advisor on Human Resources to the President of IBM's General Products Division, and in charge of opinion surveys and management assessment for IBM's technical community. He has taught courses in social and organizational psychology at New York University and holds a master's degree in experimental psychology from Columbia University and a Ph.D. in organizational psychology from New York University.
Michael Irwin Meltzer joined Sirota Consulting full-time in 2001 as Managing Director, after serving as its General Counsel for 20 years. He has advised businesses ranging from financial consultancies and real estate developers to sales, distribution, and construction organizations. He has also served as an Adjunct Assistant Professor at Pace University, teaching business organizations, real-estate law, and trusts and estates. He holds a J.D. from Brooklyn Law School.
© Copyright Pearson Education. All rights reserved.
Table of Contents
| Acknowledgments | |
| About the Authors | |
| Introduction | |
| Worker Motivation, Morale, and Performance | |
| 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 | |
| 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 | |
| Enthusiastic Workforces, Motivated By Fair Treatment | |
| Job Security | |
| Justice and Job Security | |
| Best Policies and Practices | |
| Compensation | |
| Money as Seen by Workers | |
| Money as Seen by Employers | |
| The Level of Pay | |
| Pay for Performance | |
| Strategies for Effective Compensation | |
| 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 | |
| Enthusiastic Workforces, Motivated By Achievement | |
| 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 | |
| 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 | |
| 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 | |
| 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 | |
| Enthusiastic Workforces, Motivated By Camaraderie | |
| 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 | |
| Bringing It All Together: The Total Organization Culture-And How To Change It | |
| The Chapternership Organization | |
| Partnership and Its Alternatives | |
| Application to Other Constituencies | |
| Translating Chapternership Theory into Chapternership Practice | |
| It Starts at the Top | |
| The Action Process | |
| Appendices | |
| Survey Administration and Population Composition | |
| Reliability and Validity of the Data | |
| Job Satisfaction: Demographic, Occupational, and Regional Breaks | |
| Comparisons with Other Norms | |
| The Readiness Questionnaire | |
| Endnotes | |
| Index | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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