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
