David Sirota
Meer over de auteurs
De kosten van demotivatie
Pierre Pieterse
24 mei 2006
Wie wil er geen gemotiveerde en enthousiaste werknemers? Het management! Dat zeg ik niet, maar David Sirota in zijn boek The Enthusiastic Employee. Hoewel bijna elke medewerker vol overgave aan zijn nieuwe baan begint, is de motivatie na de (gangbare) zes wittebroodsmaanden meestal wel zoek. Sirota geeft de volgende verklaring voor deze erosie: ‘Het komt niet omdat het nieuwe eraf is. De neergang, en het funeste effect daarvan op de prestaties, is het gevolg van de manier waarop management in de praktijk gebracht wordt. Je zou kunnen zeggen dat het management het enthousiasme doodt.’ Vooral bureaucratie is een probaat middel om elke aanwezige motivatie om zeep te brengen. Volgens Sirota is ‘red tape’ ontaardt in een onneembare vesting die het werk onmogelijk maakt. Papierwerk, functionele specialisaties die samenwerking onmogelijk maakt, het parafencircuit en nog vele andere pietluttige gedragsregeltjes. Regeltjes die niet alleen uiterst inefficiënt zijn maar vooral getuigen van wel heel weinig respect voor de medewerkers. In de woorden van Sirota: ‘Deze regels hebben betrekking op een breed scala posities: van de plantmanager die jaarlijks goederen produceert ter waarde van miljoenen dollars, maar zelf nog geen aankoop mag doen van meer dan 10.000 dollar, tot de kantoormedewerker die een formulier van 15 regels moet invullen om een vel postzegels te kunnen kopen.’
Lees het volledige artikel
David Sirota,
Louis Mischkind,
Michael Meltzer
Wharton School Publishing
1e druk, 2005
9780131423305
The Enthusiastic Employee
How companies profit by giving workers what they want
Specificaties
Gebonden, 363 blz.
|
Engels
Wharton School Publishing |
1e druk, 2005
ISBN13: 9780131423305
Rubricering
Dit product is niet leverbaar
Samenvatting
'The Enthusiastic Employee' geeft aan de hand van 30 jaar onderzoek en ervaring aan wat managers fout doen en wat zij eigenlijk zouden moeten doen.
Specificaties
ISBN13:9780131423305
Trefwoorden:personeel, motivatie, personeelsmanagement
Taal:Engels
Bindwijze:gebonden
Aantal pagina's:363
Uitgever:Wharton School Publishing
Druk:1
Hoofdrubriek:Personeelsmanagement
Inhoudsopgave
Acknowledgments xiii
About the Authors xvii
Introduction xxi
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
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
About the Authors xvii
Introduction xxi
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
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
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