The Enthusiastic Employee

Acknowledgments xiii
About the Authors xvii
Introduction xxi

Part I: Worker Motivation, Morale, and Performance 1

Chapter 1: What Workers Want—The Big Picture 3
Blame It on the Young 4
What People Actually Say About Work 7
Three Factors 9
The Evidence 20
How the Three Factors Work in Combination 26
Individual Differences 28

Chapter 2: Employee Enthusiasm and Business Success 33
Making the Connection 33
Tell Us in Your Own Words 35
A Few Leading Organizations 39
Enthusiasm and Business Performance 44
Building the People Performance Model 47

Part II: Enthusiastic Workforces, Motivated by Fair Treatment 55

Chapter 3: Job Security 57
Justice and Job Security 58
Best Policies and Practices 68

Chapter 4: Compensation 77
Money as Seen by Workers 77
Money as Seen by Employers 78
The Level of Pay 81
Pay for Performance 88
Strategies for Effective Compensation 96

Chapter 5: Respect 109
The Heart of Respect 112
Humiliating Treatment 113
Indifferent Treatment 115
Respectful Treatment 120
Physical Working Conditions 121
Status Distinction 125
Job Autonomy 127
Constrained Communication 131
Day-to-Day Courtesies 134

Part III: Enthusiastic Workforces, Motivated by Achievement 137

Chapter 6: Organization Purpose and Principles 139
Elements of Company Pride 140
Company Ethics and Business Results 143
Ethics in the Treatment of Employees 150
Getting Practical: Translating Words into Deeds 154

Chapter 7: Job Enablement 167
Ah, Bureaucracy! The Evil That Just Won't Go Away 173
A Management Style That Works 179
Layers of Management 183
The Benefits of Self-Managed Teams 186

Chapter 8: Job Challenge 191
Is This an Aberration, Are Workers Delusional, or Are They Lying 193
Given a Choice, Few People Volunteer to Fail 195
Push and Pull Forces 198