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Acknowledgments |
xiii |
| |
About the Authors |
xvii |
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Introduction |
xxi |
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|
|
| 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 |
| |
|
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|
| 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 |
| |
|
|
|
| |
Chapter 9: Feedback, Recognition, and Reward |
207 |
| |
|
Do Workers Get the Feedback They Need? |
207 |
| |
|
Guidance: Cognitive Feedback |
209 |
| |
|
A Short Course on Giving Guidance |
212 |
| |
|
Evaluation, Recognition, and Reward |
223 |
| |
|
Promoting From Within |
231 |
| |
|
Dealing with Unsatisfactory Performance |
233 |
| |
|
Feedback Sets Priorities |
236 |
| |
|
|
|
| Part IV: Enthusiastic Workforces, Motivated by Camaraderie |
239 |
| |
|
|
|
| |
Chapter 10: Teamwork |
241 |
| |
|
A Look Back |
242 |
| |
|
Are We Doing Better Now? |
243 |
| |
|
Socializing While Working |
244 |
| |
|
The Negative Effect of Uncooperative Co-Workers |
245 |
| |
|
Contentious Workgroups Are a Drag |
246 |
| |
|
Building Partnership |
250 |
| |
|
A Short Course on Effective Partnership Workshops |
254 |
| |
|
|
|
| Part V: Bringing It All Together: The Total Organization Culture -- and How to Change It |
263 |
| |
|
|
|
| |
Chapter 11: The Partnership Organization |
265 |
| |
|
Partnership and Its Alternatives |
266 |
| |
|
Application to Other Constituencies |
279 |
| |
|
|
|
| |
Chapter 12: Translating Partnership Theory into Partnership Practice |
281 |
| |
|
It Starts at the Top |
283 |
| |
|
The Action Process |
285 |
| |
|
|
|
| Part VI: Appendices |
303 |
| |
|
|
|
| |
Appendix A: Survey Administration and Population Composition |
305 |
| |
|
|
| |
Appendix B: Reliability and Validity of the Data |
309 |
| |
|
|
| |
Appendix C: Job Satisfaction: Demographic, Occupational, and Regional Breaks |
317 |
| |
|
|
| |
Appendix D: Comparisons with Other Norms |
321 |
| |
|
|
| |
Appendix E: The Readiness Questionnaire |
325 |
| |
|
|
| |
Endnotes |
335 |
| |
Index |
347 |
