This book is about employee enthusiasm: that special, invigorating, purposeful and emotional state that's always present in the most successful organizations. Most people are enthusiastic when they're hired: hopeful, ready to work hard, eager to contribute. What happens? Management, that's what. The Enthusiastic Employee is an action-oriented book that helps companies obtain more from workers - the basic premise is that under the right kind of leadership, the more one side wins in a collaborative relationship, the more for the other side. The book is heavily evidence-based (using extensive…mehr
This book is about employee enthusiasm: that special, invigorating, purposeful and emotional state that's always present in the most successful organizations. Most people are enthusiastic when they're hired: hopeful, ready to work hard, eager to contribute. What happens? Management, that's what.
The Enthusiastic Employee is an action-oriented book that helps companies obtain more from workers - the basic premise is that under the right kind of leadership, the more one side wins in a collaborative relationship, the more for the other side. The book is heavily evidence-based (using extensive employee survey data) and lays out two basic ideas: the "Three-Factor Theory" of human motivation at work and the "Partnership" company culture that is based on the Three-Factor Theory and that, by far, brings out the best in people as they respond with enthusiasm about what they do and the company they do it for.
Drawing on research with 13,000,000+ employees in 840+ companies, The Enthusiastic Employee, Second Edition tells you what managers (from first-line supervisor to senior leadership) do wrong. Then it tells you something much more important: what to do instead. David Sirota and Douglas Klein detail exactly how to create an environment where enthusiasm flourishes and businesses excel. Extensively updated with new research, case studies, and techniques (they have added over 8.6 million employees and over 400 companies to their analyses ), it now contains a detailed study of Mayo Clinic, one of the world's most effective healthcare organizations and a true representation of the principle of partnership, as well as more in-depth descriptions of private sector exemplars of partnership, such as Costco. Other new chapters include: how the Great Recession really impacted workers' morale (bottom-line, it didn't) and how to build a true Partnership Culture that starts with senior leadership. They now debunk fashionable theories of worker "generations" (Baby Boomers, Gen X, Y, etc.) as mostly nonsense... clarify what they've learned about making business ethics and corporate social responsibility actionable... share what research on merit pay (pay for individual performance) tells us about its likely impact on school teachers and performance (not good)...discuss the utility of teleworking (and the dust-up at Yahoo)...offer compelling, data-informed insights about women and minorities in the workplace, and much more. You can have enthusiastic employees, and it does matter - more than it ever has.
Whether you're a business leader, HR/talent management professional, or strategist, that's the workforce you need - and this is the book that will help you get it.
David Sirota has two abiding professional interests: organization behavior and survey research. Both of these interests took hold at the University of Michigan, where he received his doctorate, and where he worked at that university’s Institute for Social Research, a leading center for applying survey methods to the study of organizations. Upon receiving his doctorate, David was recruited by International Business Machines (IBM) to help initiate behavioral science research there. He stayed at IBM for 12 years in a variety of research and executive positions, leaving in 1972 to set up his own firm, Sirota Consulting, now simply Sirota. The firm specializes in the diagnosis and improvement of the relationships of organizations with all of their key constituencies: employees, customers, suppliers, investors, and communities. In 1996, David became chairman emeritus of the firm, after completing his own succession plan with key employees. He continues to consult with selected clients, primarily on matters of leadership, and collaboration and conflict within and between organizations. Parallel to his career as a consultant, David has had an academic career, having taught at the School of Industrial and Labor Relations of Cornell University, the School of Industrial Administration of Yale University, the Sloan School of the Massachusetts Institute of Technology, and the Wharton School of the University of Pennsylvania. David is married with two children and lives in New York City. Douglas Klein is, likewise, steeped in survey research, with 25 years of experience in the field. Prior to joining Sirota, he worked for AT&T, building leadership assessment centers and conducting employee research, and then at Time Warner, where he conducted employee and customer satisfaction research. Doug brought his insights into employee and customer research to Sirota and helped launch its “linkage” efforts, statistically relating employee attitudes, customer attitudes, and “hard” business metrics. He managed the normative database for the firm for more than a decade (on which so much in the book’s first and second editions is based) and is seen by many as a real historian of employee attitudes. His current role as the firm’s chief leadership advisor allows him to apply his strong analytical skills and decades of client experience to issues of organizational values and culture and to the day-to-day problems faced by senior executives in the management of their companies. Doug is an active advisor, speaker, and writer. (See his blog on www.sirota.com and search for the many articles he has authored or to which he has contributed.) He holds a master’s degree in industrial and organizational psychology from New York University. Doug lives in Merrick, New York, with his wife Ilene and their two children.
Inhaltsangabe
Acknowledgments xi About the Authors xiii About the Second Edition xv Our New Website xx Introduction 1 Asking the Questions 4 Asking the Right Questions 4 Questions Result in Data 6 After the Honeymoon 11 A Quick Look at "Old-Fashioned" Theories 12 Solid Theory, Research, and Management Practice to Which We Are in Debt 15 How This Book Is Organized 15 Part I Worker Motivation, Morale, and Performance 17 Chapter 1 What Workers Want-The Big Picture 19 Blame It on the Young 20 The Lordstown Strike and Job Enrichment "Solution" 22 The Generation Gap Mythology Re-Emerges 24 Myths About the Work Itself 29 The Sirota Three-Factor Theory 32 The Specific Evidence for the Three-Factor Theory 45 How the Three Factors Work in Combination 52 Racial/Ethnic and Gender Differences 55 Individual Differences 62 Chapter 2 Employee Enthusiasm and Business Success 67 Making the Connection 67 Telling Us in Their Own Words 69 A Few Leading Organizations 74 "Enthusiasm" Versus "Engagement" 79 Enthusiasm and Performance: The Research Evidence 81 Building the People Performance Model 86 Part II Enthusiastic Workforces, Motivated by Fair Treatment 93 Chapter 3 Job Security 95 Specific Job Security Policies and Practices 107 Chapter 4 Compensation 117 Money as Seen by Workers 117 Money as Seen by Employers 118 Levels of Pay 122 Paying for Performance 133 Recommendations 143 A Note on Merit Pay for Teachers 157 Chapter 5 The Impact of the Great Recession: Flight to Preservation 161 The Survey Results 165 The Role of Management 176 Chapter 6 Respect 181 The Heart of Respect 184 Humiliating Treatment 186 Indifferent Treatment 188 The Specifics of Respectful Treatment 193 Physical Conditions of Work 195 Status Distinctions 196 Compensation Status Is a Fundamental Distinction 200 Job Autonomy 203 Constrained Communication 206 Part III Enthusiastic Workforces, Motivated by Achievement 213 Chapter 7 Organization Purpose and Principles 215 Elements of Pride in One's Company 215 The Impact on Performance of "Doing Good" 219 Short- Versus Long-Term Profit Horizon 225 More About Purpose 231 More About Principles 232 Ethics in the Treatment of Employees 233 Getting Practical: Translating Statements of Purposes and Principles into Practice 238 Chapter 8 Job Enablement 255 Ah, Bureaucracy! The Evil That Just Won't Go Away 262 A Management Style That Works 269 Layers of Management 274 The Benefits of Self-Managed Teams 278 Telecommuting: Yahoo Bans Work-From-Home 283 Chapter 9 Job Challenge 295 Is This an Aberration, Are Workers Delusional, or Are They Lying? 297 Given a Choice, Few People Volunteer to Fail 300 Push and Pull 302 Chapter 10 Feedback, Recognition, and Reward 313 Do Workers Get the Feedback They Need? 313 Guidance 315 A Short Course on Giving Cognitive Feedback 318 Evaluation, Recognition, and Reward 330 What Makes for Effective Recognition of Workers? 333 Advancement 340 The Other Side of the Equation: Dealing with Unsatisfactory Performance 343 Feedback Sets Priorities 347 Part IV Enthusiastic Workforces, Motivated by Camaraderie 349 Chapter 11 Teamwork 351 A Look Back 352 Are We Doing Better Now? 353 Socializing While Working 354 Uncooperative Co-Workers Have an Exponentially Negative Effect 356 Contentious Workgroups Are Drags on the Organization 357 Building Partnership 362 How Can the Misperceptions Be Uncovered, Confronted, and Corrected? 364 Lay the Foundation Prior to the Workshop 367 Establish Workshop Ground Rules 367 A Typical Workshop Agenda 369 Action Example: IT and Its Users 370 Part V Bringing It All Together: The Culture of Partnership 375 Chapter 12 The Culture of Partnership 377 Application to Other Constituencies 395 A Cultural Case Study of Mayo Clinic 396 Partnership in These Times 405 Chapter 13 Leadership and the Partnership Culture 411 The Critical Importance of Effective Leadership 412 Trust 414 Charisma 417 The Nine Key Leadership Attributes 421 Chapter 14 Translating Partnership Theory into Partnership Practice 431 It Starts at the Top 433 The Action Process 436 Endnotes 457 Index 479
Acknowledgments xi About the Authors xiii About the Second Edition xv Our New Website xx Introduction 1 Asking the Questions 4 Asking the Right Questions 4 Questions Result in Data 6 After the Honeymoon 11 A Quick Look at "Old-Fashioned" Theories 12 Solid Theory, Research, and Management Practice to Which We Are in Debt 15 How This Book Is Organized 15 Part I Worker Motivation, Morale, and Performance 17 Chapter 1 What Workers Want-The Big Picture 19 Blame It on the Young 20 The Lordstown Strike and Job Enrichment "Solution" 22 The Generation Gap Mythology Re-Emerges 24 Myths About the Work Itself 29 The Sirota Three-Factor Theory 32 The Specific Evidence for the Three-Factor Theory 45 How the Three Factors Work in Combination 52 Racial/Ethnic and Gender Differences 55 Individual Differences 62 Chapter 2 Employee Enthusiasm and Business Success 67 Making the Connection 67 Telling Us in Their Own Words 69 A Few Leading Organizations 74 "Enthusiasm" Versus "Engagement" 79 Enthusiasm and Performance: The Research Evidence 81 Building the People Performance Model 86 Part II Enthusiastic Workforces, Motivated by Fair Treatment 93 Chapter 3 Job Security 95 Specific Job Security Policies and Practices 107 Chapter 4 Compensation 117 Money as Seen by Workers 117 Money as Seen by Employers 118 Levels of Pay 122 Paying for Performance 133 Recommendations 143 A Note on Merit Pay for Teachers 157 Chapter 5 The Impact of the Great Recession: Flight to Preservation 161 The Survey Results 165 The Role of Management 176 Chapter 6 Respect 181 The Heart of Respect 184 Humiliating Treatment 186 Indifferent Treatment 188 The Specifics of Respectful Treatment 193 Physical Conditions of Work 195 Status Distinctions 196 Compensation Status Is a Fundamental Distinction 200 Job Autonomy 203 Constrained Communication 206 Part III Enthusiastic Workforces, Motivated by Achievement 213 Chapter 7 Organization Purpose and Principles 215 Elements of Pride in One's Company 215 The Impact on Performance of "Doing Good" 219 Short- Versus Long-Term Profit Horizon 225 More About Purpose 231 More About Principles 232 Ethics in the Treatment of Employees 233 Getting Practical: Translating Statements of Purposes and Principles into Practice 238 Chapter 8 Job Enablement 255 Ah, Bureaucracy! The Evil That Just Won't Go Away 262 A Management Style That Works 269 Layers of Management 274 The Benefits of Self-Managed Teams 278 Telecommuting: Yahoo Bans Work-From-Home 283 Chapter 9 Job Challenge 295 Is This an Aberration, Are Workers Delusional, or Are They Lying? 297 Given a Choice, Few People Volunteer to Fail 300 Push and Pull 302 Chapter 10 Feedback, Recognition, and Reward 313 Do Workers Get the Feedback They Need? 313 Guidance 315 A Short Course on Giving Cognitive Feedback 318 Evaluation, Recognition, and Reward 330 What Makes for Effective Recognition of Workers? 333 Advancement 340 The Other Side of the Equation: Dealing with Unsatisfactory Performance 343 Feedback Sets Priorities 347 Part IV Enthusiastic Workforces, Motivated by Camaraderie 349 Chapter 11 Teamwork 351 A Look Back 352 Are We Doing Better Now? 353 Socializing While Working 354 Uncooperative Co-Workers Have an Exponentially Negative Effect 356 Contentious Workgroups Are Drags on the Organization 357 Building Partnership 362 How Can the Misperceptions Be Uncovered, Confronted, and Corrected? 364 Lay the Foundation Prior to the Workshop 367 Establish Workshop Ground Rules 367 A Typical Workshop Agenda 369 Action Example: IT and Its Users 370 Part V Bringing It All Together: The Culture of Partnership 375 Chapter 12 The Culture of Partnership 377 Application to Other Constituencies 395 A Cultural Case Study of Mayo Clinic 396 Partnership in These Times 405 Chapter 13 Leadership and the Partnership Culture 411 The Critical Importance of Effective Leadership 412 Trust 414 Charisma 417 The Nine Key Leadership Attributes 421 Chapter 14 Translating Partnership Theory into Partnership Practice 431 It Starts at the Top 433 The Action Process 436 Endnotes 457 Index 479
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