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.
Pity the American worker, who is reputed to outproduce and outperform any other worker in the world. Unfortunately, he or she is also stressed out, underpaid, underappreciated, and facing a layoff or job outsourcing. What to do? The authors, all consultants, have written a book based on extensive research looking into what motivates employees in the workplace. Since the roles of management and labor are still frequently adversarial, well-intentioned efforts to motivate often have the opposite effect. Therefore, the authors advocate what they call a Three Factor Theory, which states that employees desire equity (fair pay and fair play), achievement (recognition), and camaraderie (teamwork) from their workplace. Each of these factors is thoroughly analyzed to show how it can help motivate employees. (One topic, often overlooked by managers, is the importance of giving feedback-positive or negative-to employees.) More examples of notable companies that foster conditions for their "enthusiastic" employees would have been welcome, but this is still a valuable book containing practical advice for both managers and workers. Highly recommended for all business management collections.-Richard Drezen, Washington Post/New York City Bureau Copyright 2004 Reed Business Information.