Enthusiastic Employee, The: What Employees Want and Why Employers Should Give it to Them: How Companies Profit by Giving Workers What They Want - Hardcover

A. Mischkind, Louis

Hardcover

ISBN 10: 0131423304 ISBN 13: 9780131423305

Verlag: Financial Times Prentice Hall, 2005

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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 extensive research looking into what motivates employees in the workplace. ... this is a valuable book containing practical advice for both managers and workers. Highly recommended." -Richard Drezen, Washington Post/New York City Bureau From Kirkus Reports, February 10, 2005 Vol.2 Issue 1 The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want By: David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer Publisher: Wharton School Publishing Pub Date: January 2005 Employee enthusiasm can be an invaluable asset to a business, but 90% percent of employees become indifferent to their workplace over time, says this trio of management experts. How do they know? They've surveyed over four million workers in 89 countries over the past 30 years to find out (although conclusions in the book are drawn from research conducted between 1993 and 2003). So, what are the lucky ten percent of companies doing right? They're meeting the three goals that the vast majority of employees desire at work: equity, achievement and camaraderie. And those goals go for all workers, whether they're baby boomers, Gen X, Gen Y, or Gen D (digital). While explaining just what those terms mean, the authors provide plenty of examples of management doing things right: Former Alcoa CEO Paul O'Neill (later became the U.S. Secretary of the Treasury) met with hourly workers in the plant and gave them his home number so that they could call him if there were safety problems. Nordstrom's employee handbook has one rule: "Use your good judgment in all situations." Now there's an organization that respects its workers. Numerous quotations from employees surveyed keep things brisk and absorbing. Bottom line: pure good sense on how to keep employees happy and productive

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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.

Über diese Auflage

• Verlag: Financial Times Prentice Hall
• Erscheinungsdatum: 2005
• ISBN 10: 0131423304
• ISBN 13: 9780131423305
• Einband: Tapa dura
• Anzahl der Seiten: 400