The Enthusiastic Employee · How Companies Profit by Giving Workers What They Want (2nd Edition) by Sirota, David -- Read -- Imperial Library of Trantor

Index

Acknowledgments About the Authors About the Second Edition Our New Website Introduction

Asking the Questions Asking the Right Questions Questions Result in Data After the Honeymoon A Quick Look at “Old-Fashioned” Theories Solid Theory, Research, and Management Practice to Which We Are in Debt How This Book Is Organized

Part I Worker Motivation, Morale, and Performance

Chapter 1 What Workers Want—The Big Picture

Blame It on the Young The Lordstown Strike and Job Enrichment “Solution” The Generation Gap Mythology Re-Emerges Myths About the Work Itself The Sirota Three-Factor Theory The Specific Evidence for the Three-Factor Theory How the Three Factors Work in Combination Racial/Ethnic and Gender Differences Individual Differences

Chapter 2 Employee Enthusiasm and Business Success

Making the Connection Telling Us in Their Own Words A Few Leading Organizations “Enthusiasm” Versus “Engagement” Enthusiasm and Performance: The Research Evidence Building the People Performance Model

Part II Enthusiastic Workforces, Motivated by Fair Treatment

Chapter 3 Job Security

Specific Job Security Policies and Practices

Chapter 4 Compensation

Money as Seen by Workers Money as Seen by Employers Levels of Pay Paying for Performance Recommendations A Note on Merit Pay for Teachers

Chapter 5 The Impact of the Great Recession: Flight to Preservation

The Survey Results The Role of Management

Chapter 6 Respect

The Heart of Respect Humiliating Treatment Indifferent Treatment The Specifics of Respectful Treatment Physical Conditions of Work Status Distinctions Compensation Status Is a Fundamental Distinction Job Autonomy Constrained Communication

Part III Enthusiastic Workforces, Motivated by Achievement

Chapter 7 Organization Purpose and Principles

Elements of Pride in One’s Company The Impact on Performance of “Doing Good” Short- Versus Long-Term Profit Horizon More About Purpose More About Principles Ethics in the Treatment of Employees Getting Practical: Translating Statements of Purposes and Principles into Practice

Chapter 8 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 Telecommuting: Yahoo Bans Work-From-Home

Chapter 9 Job Challenge

Is This an Aberration, Are Workers Delusional, or Are They Lying? Given a Choice, Few People Volunteer to Fail Push and Pull

Chapter 10 Feedback, Recognition, and Reward

Do Workers Get the Feedback They Need? Guidance A Short Course on Giving Cognitive Feedback Evaluation, Recognition, and Reward What Makes for Effective Recognition of Workers? Advancement The Other Side of the Equation: Dealing with Unsatisfactory Performance Feedback Sets Priorities

Part IV Enthusiastic Workforces, Motivated by Camaraderie

Chapter 11 Teamwork

A Look Back Are We Doing Better Now? Socializing While Working Uncooperative Co-Workers Have an Exponentially Negative Effect Contentious Workgroups Are Drags on the Organization Building Partnership How Can the Misperceptions Be Uncovered, Confronted, and Corrected? Lay the Foundation Prior to the Workshop Establish Workshop Ground Rules A Typical Workshop Agenda Action Example: IT and Its Users

Part V Bringing It All Together: The Culture of Partnership

Chapter 12 The Culture of Partnership

Application to Other Constituencies A Cultural Case Study of Mayo Clinic Partnership in These Times

Chapter 13 Leadership and the Partnership Culture

The Critical Importance of Effective Leadership Trust Charisma The Nine Key Leadership Attributes

Chapter 14 Translating Partnership Theory into Partnership Practice

It Starts at the Top The Action Process

Endnotes Index