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The Enthusiastic Employee:
We need to get to the root of the matter – the source of employee indifference – and we need to address it.
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2 |
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The Enthusiastic Employee:
It is a common, but harmful, misconception that people and their organizations are in a natural state of conflict.
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3 |
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The Enthusiastic Employee:
…one can say that, often, it is management that kills or dampens enthusiasm!
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11 |
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The Enthusiastic Employee:
The gains from a transactional relationship are usually temporary, in part because such organizations receive from most of their workers little beyond what is required and monitored.
|
12 |
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The Enthusiastic Employee:
A transactional relationship is often… a prescription for short-term success (in terms of cost reduction) and long-term mediocrity.
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13 |
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The Enthusiastic Employee:
…partnership is a business relationship plus – the plus being the human dimension…
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13 |
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The Enthusiastic Employee:
The effectiveness of critical business policies depends on the extent to which our assumptions about human motivation are correct.
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19 |
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The Enthusiastic Employee:
People tend to join companies enthusiastically, hopeful that they have found an organization where their work-related goals, interests, and aspirations will be met.
|
28 |
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The Enthusiastic Employee:
Based [on research]… there are three primary sets of goals of people at work: equity, achievement, and camaraderie.
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32 |
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The Enthusiastic Employee:
…people want to be proud of the work they do. They want to be paid a fair wage for their efforts and have job stability. Their co-workers – their cooperation and congeniality – are important to them.
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33 |
