Motivating Employees (Google eBook)

Front Cover
McGraw Hill Professional, Oct 1, 1998 - Business & Economics - 192 pages
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In a fast-paced, engaging style, Motivating Employees reveals how Southwest, Disney, and other legendary companies have turned themselves into "motivating organizations, workplaces that inspire employees to do excellent work because they want to! Entertaining case histories and examples show how you can create an environment in which employees feel passionate about their jobs and put the best of themselves into everything they do. Tips, tools, and techniques in Motivating Employees will show you how to reawaken the pioneer spirit in your organization, and teach your employees to tap their own motivational energy for extraordinary creativity, desire, and work output.

  

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Keep employee spirits and morale alive with a makeover of employee loyalty. Business and the public sector are into a phase of creative disassembly where reinvention and adjustments are constant. Hundreds of thousands of jobs are being shed by United Technologies, GE, Chevron, Sam’s Club, Wells Fargo Bank, HP, Starbucks etc. and the state, counties and cities. Even solid world class institutions like the University of California Berkeley under the leadership of Chancellor Birgeneau & Provost Breslauer are firing staff, faculty and part-time lecturers through “Operational Excellence”. Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee.
Until recently, loyalty was the cornerstone of that relationship. Employers promised job security and a steady progress up the hierarchy in return for employees fitting in, performing in prescribed ways and sticking around. Longevity was a sign of employer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee employment and lifetime careers, even if they want to.
Organizations that paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ are now forced to break the implied contract with employees – a contract nurtured by management that the future can be controlled.
Jettisoned employees are finding that the hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place.
What kind of a contract can employers and employees make with each other? The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability.
The partnership can be dissolved without either party considering the other a traitor
 

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good for recomendations

Contents

Motivation Is an Inside Job
1
Working with Human Nature
11
Encouraging Entrepreneurial Thinking
23
Linking Motivation to Performance
38
Helping Employees Accept Responsibility
59
A Matter of Hope and Trust
74
Fun and Motivation
89
Managers Checklist for Chapter 7
97
Clear the Path to Employee Performance
118
Inspiring Motivated Teamwork
132
Unleashing the Potential of Synergy
145
Getting It All Together
159
Index
171
Copyright

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Popular passages

Page 65 - But of a good leader, who talks little, When his work is done, his aim fulfilled, They will all say, "We did this ourselves.
Page 113 - Pretend that every single person you meet has a sign around his or her neck that says, "Make me feel important.
Page 133 - People don't care how much you know, until they know how much you care.
Page 51 - What the manager believes about himself subtly influences what he believes about his subordinates, what he expects of them, and how he treats them. If he has confidence in his ability to develop and stimulate them to high levels of performance, he will expect much of them and will treat them with confidence that his expectations will be met. But if he has doubts about his ability to stimulate them, he will expect less of them and will treat them with less confidence.
Page 11 - The deepest principle in human nature is the craving to be appreciated.
Page 137 - Work can provide the opportunity for spiritual and personal, as well as financial, growth. If it doesn't, then we're wasting far too much of our lives on it.
Page 66 - Rule #1 — Use your good judgment in all situations. There will be no additional rules.
Page 107 - There are two things people want more than sex and money - recognition and praise.
Page 79 - He who has learned to disagree without being disagreeable has discovered the most valuable secret of a diplomat.

References to this book

About the author (1998)

About the Author
Anne Bruce is a nationally recognized speaker, workshop leader, and author. Her books with MHP include "Motivating Employees" (Briefcase), "Be Your Own Mentor" (Briefcase), "Building A High Morale Workplace" (Briefcase), "How to Motivate Every Employee" (Mighty Manager), "Perfect Phrases for Documenting Employee Performance Problems", and "Discover True North".

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