The Enthusiastic Employee: How Companies Profit by Giving Workers What They W

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The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want
By David Sirota, Louis A. Mischkind, Michael Irwin Meltzer,


Publisher:  Wharton School Publishing
Number Of Pages:  400
Publication Date:  2005-01-20
Sales Rank:  60454
ISBN / ASIN:  0131423304
EAN:  9780131423305
Binding:  Hardcover
Manufacturer:  Wharton School Publishing
Studio:  Wharton School Publishing
Average Rating:  4.5
Total Reviews:  33


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\"Enthusiastic employees outproduce and outperform. They step up to do the impossible. They rally each other in tough times. Most people are enthusiastic when they're hired: hopeful, ready to work hard, eager to contribute. What happens to dampen their enthusiasm? Management, that's what.


The Enthusiastic Employee draws on 30 years of research and experience to show you exactly what managers do wrong縜nd what they should do instead.


Drawing on detailed case studies and employee attitude surveys in hundreds of companies, the authors offer research-proven solutions縩ot fads, nostrums, or phony shortcuts. Along the way, you'll identify the dollars-and-cents business case for high employee morale, learn exactly what employee morale means, and discover the specific management practices that offer the greatest positive performance impact.


The definitive guide to encouraging, sustaining, and profiting from employee enthusiasm!



Techniques shown to increase employee performance 30-40%縜nd increase stock performance, too!
Proven solutions, real data, not fads! Based on research with 2,500,000+ employees in 237 companies
Fairness, achievement, camaraderie: delivering the three core elements of a healthy workplace
Stop your organization's managers from demotivating your employees
Build a real partnership culture for the long term
\"





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Date: 2007-01-11  Rating: 5
Review:
A Real Understanding of People

A scholarly but very practical book on how to help the people of a company maximize their performance and contribution. The three writers obviously understand the key motivating elements necessary for superior company results. Following the suggestions will inevitably improve operations.

Many similar concepts to those in the book \"In the Best Companies - People Are Everything.



Date: 2006-11-09  Rating: 5
Review:
The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want

Great book! As a long time manager and executive, I kept saying, yes, yes! Looking at the quantitative research findings validated much of my thinking about people, organizations and leadership.

It helps sort out what is important for leadership of an organization. A great read for anyone in leadership.

I couldn't put it down once I got started.



Date: 2006-07-03  Rating: 4
Review:
What Does it Take to Motivate Employees?

\"The Enthusiastic Employee\" was written to extend the knowledge of what works and what doesn't to managers at all levels. What sets this book apart from most management books is the fact that it is based on official research. The authors do not merely present their own ideas on what sound management is all about. They actually back up everything they recommend using years of official research. Case studies and official employee attitude surveys spanning a period of about thirty years form the basis of the advice given in this book. This adds to the book's overall usefulness because it illustrates, in black and white, exactly what employees want in their jobs and what management needs to do in order to facilitate change and improve working conditions and performance.

I manage a few employees and my own experience at management was one of the key reasons why I wanted to read this book. I never considered myself a superior manager. I always assumed I had plenty to learn and this book, with its optimistic title and statistical nature, seemed like a good place to start. I opened the pages and started to read. Much of what I read was common sense but there are a few facts about employee/management relations that surprised me. For example, everyone knows that employees are more motivated to perform when they feel they are being properly compensated for their work but what many managers do not realize is that there is a limit to the added morale and added productivity that a pay raise will bring. If pay is lower than the industry norm, employees will rightfully feel disrespected and this will be reflected in their work performance. But if pay is raised too high, it can lead to a feeling of suspiciousness among employees and it often will not result in enough increase in productivity to justify the extra expense that comes with higher pay. Most of us don't think about this at all. We assume that higher pay will always lead to a more satisfied and more productive workforce.

Other surprises abound in this book and they help to keep it interesting. One thing I did not realize is that the majority of employees like their jobs. Based on official survey data, the majority of employees responded that they either love their job or they at least have good feelings about it. Dissatisfied workers are in the minority and this is probably due to the fact that an unhappy employee usually doesn't last in a particular organization for very long. Those who answered that they don't like their jobs are also the most likely to leave voluntarily or be forced out of an organization, helping to keep the numbers who don't like their occupation at a low level. I was surprised by these findings because I always assumed that the majority of workers do not like what they do for a living. The negative reports you read in newspapers and listen to on television about low employee morale are the primary reason I felt the way I did. The official research presented in this book, however, proves that this is false- the majority of workers have at least an average or better level of job satisfaction.

This book is intended for it to be used as an official blueprint for change and it even includes a management questionnaire at the end of the book that asks some of the key questions regarding employee relations. The answers to these questions are then evaluated so that a management team will then know whether or not the time is right to proceed to the next step and revamp its existing approach to management. Including employees in important decisions, making them feel like they are part of the team, and other changes need to be made in order to bring an organization into the twenty- first century. This book provides the guidance necessary to make these crucial changes. The old, authoritarian approach to management is a thing of the past and managers need to realize that it is time to change and move toward a more employee- centered work environment where everyone is treated like a partner in the success of the company.

The statistical emphasis of this book might make it seem more mechanical in nature and less personal but I think it adds an important component of credibility. So many management books are written each year and most of them are based solely on one person's theories or opinions. The Enthusiastic Employee relies on concrete facts to back its claims, allowing management to see the actual concerns stated directly by employees along with the remedies to the problems employees experience each day. Many pages in this book drive home important points by including the actual complaints or praise that employees stated when asked different questions on official surveys. These examples serve to prove the importance of the key components to sound management and what needs to be done at the management level to make employees more responsive, more enthused, and more satisfied.

To sum up this book, employee enthusiasm and the greater productivity that comes with it can be accomplished by doing one thing: giving employees what they want. Employees are very specific in what they feel are important components in their workplace and while it is unrealistic to think that every desire of every individual employee can be implemented, the bulk of employee needs and wants can be satisfied. The results of moving an organization in an `employee satisfaction' direction are almost always positive, with employees showing up to work motivated and ready to achieve. The necessary steps to reach this goal aren't always easy but it is important to get started quickly and The Enthusiastic Employee is a very helpful guide for achieving these goals. It offers a fresh perspective on management that doesn't rely solely on opinions to back its claims but instead provides official research that shows what employees want in their place of employment and what needs to be done to get there. It is a very useful book for management at all levels.





Date: 2006-05-27  Rating: 5
Review:
Why is this great book at ranked at 21,463 in today's Amazon Sales Rank?

When I scan through the impressive comments here, I am amazed that this book isn't purchased by everyone who wants to motivate employee performance to the highest levels. The authors refer to it as The Three Factor Theory, but it hasn't been a theory for me since I first learned how to give employees what they want over thirty years ago in the J.C. Penney Company.

In addition to the equity, achievement, and camaraderie factors, I also enjoyed their explanation of why participatory management is far superior to autocratic or laisez faire management styles when it comes to motivating top performance.

With the current focus on the many benefits of employee engagement, I would think this book would a primary source of information for learning how to involve employees in the success of a business or a business team. Does anyone doubt that equity, achievement, and camaraderie should be primary goals for organizational excellence?

It may be a little more academic for some readers, but that's what research is all about. A little dry, but they nailed what will motivate people to perform with energy, excitement, and enthusiasm.



Date: 2006-04-05  Rating: 4
Review:
Well-researched insights on improving workplace morale

Just about anyone who supervises other people would benefit from reading this book, which reports the findings of three decades of research involving some 2.5 million employees in 237 companies. The book's research-based motivational strategies are immediately applicable to your company's morale and productivity. Authors David Sirota, Louis A. Mischkind and Michael Irwin Meltzer deliver revealing statistics, useful definitions and illuminating case histories in pretty accessible prose, given the book's survey-driven foundation. The one lack is that they do not set guidelines for distinguishing legitimately dissatisfied employees from the few workers who will never have a good attitude - no matter what you do. And, as the authors make clear, some managers are set in their ways, habitually act superior to their workers and will not tend to employee motivation. For such managers, this book - and most others - will prove useless. However, if you have an open mind and genuinely want to improve morale and productivity, we recommend this thorough work on motivation.