|
|
The Enthusiastic Employee:
…management that encourages teamwork achieves higher performance because… teamwork elevates the ‘spirit’ – the motivation, the enthusiasm – of employees.
|
88 |
|
|
The Enthusiastic Employee:
Little of lasting significance changes in an organization without the concurrence and involvement of the leadership.
|
89 |
|
|
The Enthusiastic Employee:
…numerous studies have been performed that link the satisfaction of purchasing behavior of customers to the attitudes and performance of employees.
|
90 |
|
|
The Enthusiastic Employee:
Customer satisfaction with a company has quite consistently been found to relate to a company’s profitability.
|
91 |
|
|
The Enthusiastic Employee:
The treatment employees give customers… largely depends on how an organization treats and manages its employees.
|
91 |
|
|
The Enthusiastic Employee:
…as any true leader knows, having the correct strategy is just part of the story. To be fully realized… the workforce at all levels needs to be mobilized in its execution.
|
92 |
|
|
The Enthusiastic Employee:
…if an organization seeks to have enthusiastic workers, it must understand that those employees cannot be treated as fungible objects.
|
95 |
|
|
The Enthusiastic Employee:
The fact is that workers often experience layoffs not as prudent business stewardship but as base inequitable treatment.
|
96 |
|
|
The Enthusiastic Employee:
…the need for people to feel that they are being treated fairly is basic, and nothing is more basic for most employees that job security.
|
97 |
|
|
The Enthusiastic Employee:
…a decision to lay off people sends a message of the fundamental importance to the workforce about the way the company views its people: not as assets but merely costs (necessary evils).
|
100 |
