激情员工THE ENTHUSIASTIC EMPLOYEE

书籍目录

AcknowledgmentsAbout the AuthorsIntroductionPart I: Worker Motivation, Morale, and Performance　Chapter 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　Chapter 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 ModelPart II：Enthusiastic Workforces，Motivated by Fair TreatmPnt  Chapter 3：Job Security    Justice and Job Security    Best Policies and Practices　Chapter 4：Compensation    Money as Seen bv W10rkers    Money as Seen by Employers    The Level ofPay    Pay forPerformance    Strategies for Efiective Compensation　Chapter 5：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 CourtesiesPart III：Enthusiastic Workforces，Motivated by Achievement  Chapter 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  Chapter 7：Job Enablement    Ah，Bureaucracy!The Evil That Just Won’t Go Away    A Management Style That Works    Layers of Management        The Benefits ofSelf-ManagedTeams　　……Part IV Enthusiastic Workforces,Motivated by CamaraderiePart V Bringing It All Together:The Total Organization Culture-and How to Change ItPart VI Appendices

作者简介

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.

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