The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want

Sirota, David, Louis A. Mischkind, Michael Irwin Meltzer

ISBN 10: 0131423304 / ISBN 13: 9780131423305

Edité par Wharton School Publishing, Upper Saddle River (NJ), 2005

A propos de cet article

First edition, First Printing.Dark Blue Board Covers with Yellow Lettering to Spine; White Endpapers; Book Edges are Clean; Book Interior is clean and tight and unmarked; 8vo; 363 pages; dustjacket is protected by a mylar wrapper and is clean and bright with no noted defects.

N° de réf. du vendeur 20230164

Détails bibliographiques

• Titre: The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want
• Éditeur: Wharton School Publishing, Upper Saddle River (NJ)
• Date de parution: 2005
• Langue: anglais
• ISBN à 10 chiffres: 0131423304
• ISBN à 13 chiffres: 9780131423305
• Reliure: Hardcover
• Édition: First Edition
• État de l'article: As New
• État de la jaquette: As New

A propos de ce titre

Synopsis

Enthusiastic employees far out-produce and outperform the average workforce:they step up to do the hard, even 'impossible' jobs.  Most people are enthusiastic when they're hired: hopeful, ready to work hard, eager to contribute. What happens? Management, that's what. The authors tell you what managers do wrong, and what they need to do instead. It's about giving workers what they want most, summarized in the Three-Factor Theory: to be treated fairly; to feel proud of their work and organizations; and to experience camaraderie. Sounds simple, but every manager knows how tough it can be. Nostrums, fads, and quick and easy solutions have abounded in the management literature, but swiftly go out of style when they fail to meet the test in the workplace. The authors provide research-grounded answers to crucial questions such as: Which leadership and management practices can have the greatest positive performance impact? What does employee satisfaction really mean? What's the relationship between employee satisfaction, customer loyalty, and profit? Sirota and his colleagues detail exactly how to create an environment where enthusiasm flourishes and businesses grow.

À propos de l?auteur

David Sirota is founder and Chairman Emeritus of Sirota Consulting, a firm with a national reputation for improving performance by systematically measuring and managing employee, customer, and community relationships. He previously served as IBM director of behavioral science research and application. Sirota has taught management at Cornell, Yale, MIT, and Wharton, and was a study director at the University of Michigan's Institute of Social Research. His work has been featured in Fortune and The New York Times. He holds a doctorate in social psychology from the University of Michigan.

Louis A. Mischkind has been involved with organizational effectiveness―research and practical application―for over 35 years. Prior to joining Sirota Consulting, he was Program Director of Executive Development at IBM, Advisor on Human Resources to the President of IBM's General Products Division, and in charge of opinion surveys and management assessment for IBM's technical community. He has taught courses in social and organizational psychology at New York University and holds a master's degree in experimental psychology from Columbia University and a Ph.D. in organizational psychology from New York University.

Michael Irwin Meltzer joined Sirota Consulting full-time in 2001 as Managing Director, after serving as its General Counsel for 20 years. He has advised businesses ranging from financial consultancies and real estate developers to sales, distribution, and construction organizations. He has also served as an Adjunct Assistant Professor at Pace University, teaching business organizations, real-estate law, and trusts and estates. He holds a J.D. from Brooklyn Law School.

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