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3 of 3 people found the following review helpful
5.0 out of 5 stars �This is a book about enthusiastic workers�, 17 Oct. 2005
This review is from: The Enthusiastic Employee: What Employees Want and Why Employers Should Give it to Them (Hardcover)
"This is a book about enthusiastic workers...First, we must understand what workers want. Then, we must give it to them!" D. Sirota, L.A. Mischkind, and M.I. Meltzer write that "this may sound absurd to some, a sure road to insolvency. On the contrary, it is a powerful path to business success. Why do we say this?
1. Many years of research have established that, surprisingly, little real conflict exists between the goals of the overwhelming majority of workers and those of their employers.
2. Workers have basic human needs that management can and should work to address. Creating an environment in which these needs are met results not just in satisfied employees, but enthusiastic employees.
3. Employee enthusiasm - a state of high employee morale that derives from satisfying the three key needs of workers - results in enormous competitive advantages for those companies with the strength of leadership to manage for real long-term results.
Our proof is the numerous cases that we have collected over 30 years of survey research into the effect of employee attitudes on organizational effectiveness. We explore what the data show, illustrating our data with case histories and comments drawn from our extensive research, and we connect the data to business outcomes (from the Introduction)."
In this context, D. Sirota, L.A. Mischkind, and M.I. Meltzer focus on the Three Factor Theory - the three key needs of employees whose satisfaction is the basis for an enthusiastic workforce - through 11 chapters.
According to them, there are three primary sets of goals of people at work: equity, achievement, and camaraderie. They call this their 'Three Factor Theory of Human Motivation in the Workplace':
• Equity: To be treated justly in relation to the basic conditions of employment. A sample for 'Equity' questions: safety, treated with respect and dignity, supervisor's human-relations competence, benefits package, physical working conditions, job security, amount of work expected, company interest in employee well being, company communication on important matters, senior management's actions consistent with words, pay, and favoritism (lack of).
• Achievement: To take pride in one's accomplishments by doing things that matter and doing them well; to receive recognition for one's accomplishments; to take pride in organization's accomplishments. A sample for 'Achievement' questions: clear idea of results expected, high quality products/services for customers, supervisor's technical competence, the work itself, pride in organization, company profitability, corporate citizenship, tools and equipments to do job, information to do job, training, company overall is effectively managed, employees treated as important, feedback on performance etc.
• Camaraderie: To have warm, interesting, and cooperative relations with others in the workplace. A sample for 'Camaraderie' questions: relationship with co-workers, teamwork within work unit, teamwork across departments in location, and teamwork across company as a whole.
I highly recommend this invaluable study to all friends who want to be a leader.
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