激情员工THE ENTHUSIASTIC EMPLOYEE
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作者： David Sirota等著
出 版 社： 上海科学技术文献出版社
出版时间： 2005-1-1字数：版次： 1页数： 363印刷时间： 2005/01/01开本：印次： 1纸张： 胶版纸I S B N ： 9780131423305包装： 精装内容简介
Employee enthusiasm can be an invaluable asset to a business, but 90% percent of employees become indifferent to their workplace over time, says this trio of management experts. How do they know? They’ve surveyed over four million workers in 89 countries over the past 30 years to find out (although conclusions in the book are drawn from research conducted between 1993 and 2003). So, what are the lucky ten percent of companies doing right? They’re meeting the three goals that the vast majority of employees desire at work: equity, achievement and camaraderie. And those goals go for all workers, whether they’re baby boomers, Gen X, Gen Y, or Gen D (digital). While explaining just what those terms mean, the authors provide plenty of examples of management doing things right: Former Alcoa CEO Paul O’Neill (later became the U.S. Secretary of the Treasury) met with hourly workers in the plant and gave them his home number so that they could call him if there were safety problems. Nordstrom’s employee handbook has one rule: “Use your good judgment in all situations.” Now there’s an organization that respects its workers. Numerous quotations from employees surveyed keep things brisk and absorbing. Bottom line: pure good sense on how to keep employees happy and productive
作者简介：
David Sirota is founder and Chairman Emeritus of Sirota Consulting, a firm with a national reputation for improving performance by systematically measuring and managing employee, customer, and community relationships. He previously served as IBM director of behavioral science research and application. Sirota has taught management at Cornell, Yale, MIT, and Wharton, and was a study director at the University of Michigan's Institute of Social Research. His work has been featured in Fortune and The New York Times. He holds a doctorate in social psychology from the University of Michigan.
目录
Acknowledgments
About the Authors
Introduction
Part 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 Model
Part 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 Courtesies
Part 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 Camaraderie
Part V Bringing It All Together:The Total Organization Culture-and How to Change It
Part VI Appendices
