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The enthusiastic employee : how companies profit by giving workers what they want

Author: David Sirota; Louis A Mischkind; Michael Irwin Meltzer
Publisher: [Pennsylvanie] : Wharton School Pub., ©2005.
Edition/Format:   Print book : EnglishView all editions and formats

Features proven ways of increasing company performance while building employee loyalty, productivity, and satisfaction.


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Document Type: Book
All Authors / Contributors: David Sirota; Louis A Mischkind; Michael Irwin Meltzer
ISBN: 0131423304 9780131423305
OCLC Number: 300766411
Notes: Publ. en collab. avec les Éditions Pearson Education.
Description: xxxiii, 363 p. : ill. ; 24 cm
Contents: Acknowledgments.About the Authors.Introduction.I. WORKER MOTIVATION, MORALE, AND PERFORMANCE.1. 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 2. 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 II. ENTHUSIASTIC WORKFORCES, MOTIVATED BY FAIR TREATMENT.3. Job Security. Justice and Job Security Best Policies and Practices 4. Compensation. Money as Seen by Workers Money as Seen by Employers The Level of Pay Pay for Performance Strategies for Effective Compensation5. 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 CourtesiesIII. ENTHUSIASTIC WORKFORCES, MOTIVATED BY ACHIEVEMENT.6. 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 7. 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 8. Job Challenge. Is This an Aberration, Are Workers Delusional, or Are They Lying? Given a Choice, Few People Volunteer to Fail Push and Pull Forces9. 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 PrioritiesIV. ENTHUSIASTIC WORKFORCES, MOTIVATED BY CAMARADERIE.10. 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 WorkshopsV. BRINGING IT ALL TOGETHER: THE TOTAL ORGANIZATION CULTURE-AND HOW TO CHANGE IT.11. The Chapternership Organization. Partnership and Its Alternatives Application to Other Constituencies 12. Translating Chapternership Theory into Chapternership Practice. It Starts at the Top The Action Process VI. APPENDICES.Appendix A. Survey Administration and Population Composition.Appendix B. Reliability and Validity of the Data.Appendix C. Job Satisfaction: Demographic, Occupational, and Regional Breaks.Appendix D. Comparisons with Other Norms.Appendix E. The Readiness Questionnaire.Endnotes.Index.
Responsibility: David Sirota, Louis A. Mischkind, Michael Irwin Meltzer.


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From Library Journal: One of the best business books of 2005 "The authors, all consultants, have written a book based on extensiveresearch looking into what motivates employees in the workplace. ... Read more...

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