Description
Acknowledgments xi About the Authors xiii About the Second Edition xv Our New Website xx Introduction 1 Asking the Questions 4 Asking the Right Questions 4 Questions Result in Data 6 After the Honeymoon 11 A Quick Look at “Old-Fashioned” Theories 12 Solid Theory, Research, and Management Practice to Which We Are in Debt 15 How This Book Is Organized 15 Part I Worker Motivation, Morale, and Performance 17 Chapter 1 What Workers Want-The Big Picture 19 Blame It on the Young 20 The Lordstown Strike and Job Enrichment “Solution” 22 The Generation Gap Mythology Re-Emerges 24 Myths About the Work Itself 29 The Sirota Three-Factor Theory 32 The Specific Evidence for the Three-Factor Theory 45 How the Three Factors Work in Combination 52 Racial/Ethnic and Gender Differences 55 Individual Differences 62 Chapter 2 Employee Enthusiasm and Business Success 67 Making the Connection 67 Telling Us in Their Own Words 69 A Few Leading Organizations 74 “Enthusiasm” Versus “Engagement” 79 Enthusiasm and Performance: The Research Evidence 81 Building the People Performance Model 86 Part II Enthusiastic Workforces, Motivated by Fair Treatment 93 Chapter 3 Job Security 95 Specific Job Security Policies and Practices 107 Chapter 4 Compensation 117 Money as Seen by Workers 117 Money as Seen by Employers 118 Levels of Pay 122 Paying for Performance 133 Recommendations 143 A Note on Merit Pay for Teachers 157 Chapter 5 The Impact of the Great Recession: Flight to Preservation 161 The Survey Results 165 The Role of Management 176 Chapter 6 Respect 181 The Heart of Respect 184 Humiliating Treatment 186 Indifferent Treatment 188 The Specifics of Respectful Treatment 193 Physical Conditions of Work 195 Status Distinctions 196 Compensation Status Is a Fundamental Distinction 200 Job Autonomy 203 Constrained Communication 206 Part III Enthusiastic Workforces, Motivated by Achievement 213 Chapter 7 Organization Purpose and Principles 215 Elements of Pride in One’s Company 215 The Impact on Performance of “Doing Good” 219 Short- Versus Long-Term Profit Horizon 225 More About Purpose 231 More About Principles 232 Ethics in the Treatment of Employees 233 Getting Practical: Translating Statements of Purposes and Principles into Practice 238 Chapter 8 Job Enablement 255 Ah, Bureaucracy! The Evil That Just Won’t Go Away 262 A Management Style That Works 269 Layers of Management 274 The Benefits of Self-Managed Teams 278 Telecommuting: Yahoo Bans Work-From-Home 283 Chapter 9 Job Challenge 295 Is This an Aberration, Are Workers Delusional, or Are They Lying? 297 Given a Choice, Few People Volunteer to Fail 300 Push and Pull 302 Chapter 10 Feedback, Recognition, and Reward 313 Do Workers Get the Feedback They Need? 313 Guidance 315 A Short Course on Giving Cognitive Feedback 318 Evaluation, Recognition, and Reward 330 What Makes for Effective Recognition of Workers? 333 Advancement 340 The Other Side of the Equation: Dealing with Unsatisfactory Performance 343 Feedback Sets Priorities 347 Part IV Enthusiastic Workforces, Motivated by Camaraderie 349 Chapter 11 Teamwork 351 A Look Back 352 Are We Doing Better Now? 353 Socializing While Working 354 Uncooperative Co-Workers Have an Exponentially Negative Effect 356 Contentious Workgroups Are Drags on the Organization 357 Building Partnership 362 How Can the Misperceptions Be Uncovered, Confronted, and Corrected? 364 Lay the Foundation Prior to the Workshop 367 Establish Workshop Ground Rules 367 A Typical Workshop Agenda 369 Action Example: IT and Its Users 370 Part V Bringing It All Together: The Culture of Partnership 375 Chapter 12 The Culture of Partnership 377 Application to Other Constituencies 395 A Cultural Case Study of Mayo Clinic 396 Partnership in These Times 405 Chapter 13 Leadership and the Partnership Culture 411 The Critical Importance of Effective Leadership 412 Trust 414 Charisma 417 The Nine Key Leadership Attributes 421 Chapter 14 Translating Partnership Theory into Partnership Practice 431 It Starts at the Top 433 The Action Process 436 Endnotes 457 Index 479
