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The Enthusiastic Employee:
Not dealing with poor performers has morale consequences for their co-workers.
|
344 |
|
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The Enthusiastic Employee:
Employees typically do not want their colleagues fired, but they become… supportive if they believe that management has done whatever is reasonable to help the employee improve and has otherwise treated him fairly.
|
345 |
|
|
The Enthusiastic Employee:
An explicit vision and values statement is beneficial only if the company takes it seriously… bringing the messages conveyed by performance feedback and recognition into line with that statement.
|
347 |
|
|
The Enthusiastic Employee:
It is only through implementation of overarching goals and values that employees learn what the organization really cares about.
|
347 |
|
|
The Enthusiastic Employee:
Having serious gaps between words and deeds is worse than having no words at all because the gaps breed employee cynicism…
|
347 |
|
|
The Enthusiastic Employee:
…the quality of social relationships in the workplace… is of great importance… because cooperative relationships are critical for effective performance…
|
351 |
|
|
The Enthusiastic Employee:
…the importance of social relationships is undeniable for both the satisfaction and the performance of people at work.
|
352 |
|
|
The Enthusiastic Employee:
Pettiness is as prevalent in the executive suite as it is on the shop floor, as any senior manager can tell you.
|
353 |
|
|
The Enthusiastic Employee:
In organizations with good teamwork, the boundary between work and breaks becomes blurred…
|
354 |
|
|
The Enthusiastic Employee:
Work breaks are no more a waste of time than are vacations.
|
354 |
