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The Enthusiastic Employee:
There is no such thing as an enthusiastic workforce in an excessively layered organization.
|
277 |
|
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The Enthusiastic Employee:
A powerful company culture built on a belief in in the importance and value of what it does and shared norms as to what is acceptable behavior is in itself a control mechanism that lessens the need for external controls…
|
277 |
|
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The Enthusiastic Employee:
It is critical… that participative mechanisms be at the heart of the business as well as the culture.
|
282 |
|
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The Enthusiastic Employee:
…a major mistake managers often make is to generalize from the few to everybody.
|
288 |
|
|
The Enthusiastic Employee:
…systematic studies of the performance of telecommuters show quite consistently that they are more productive – they produce a larger amount – than their counterparts in the office.
|
288 |
|
|
The Enthusiastic Employee:
The divergence in views supports what is obvious to us all: people differ enormously in what is attractive or unattractive to them about the content of their jobs.
|
299 |
|
|
The Enthusiastic Employee:
…healthy turnover [occurs] because people should not stay in jobs they dislike, and organizations should not want them to stay.
|
302 |
|
|
The Enthusiastic Employee:
When employees are unhappy in their current situation, it’s fortunate when they also feel able to leave it.
|
305 |
|
|
The Enthusiastic Employee:
Price in the job comes from three sources: performing well, using valued skills, and doing something of significance.
|
305 |
|
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The Enthusiastic Employee:
…few workers want a laissez-faire environment – there is no pride in that.
|
306 |
