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The Enthusiastic Employee:
…attitudes toward pay and pay increases have major consequences for pay-for-performance systems.
|
123 |
|
|
The Enthusiastic Employee:
When trust is present, the kind of support an organization can receive from its workers is absolutely amazing.
|
124 |
|
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The Enthusiastic Employee:
Organizations need to strive to compensate their workers well – even above the competition to the extent affordable.
|
133 |
|
|
The Enthusiastic Employee:
…the pay-for-performance systems in place are not particularly credible for quite large numbers of workers.
|
140 |
|
|
The Enthusiastic Employee:
The profound power of pay should be used to encourage, not discourage, teamwork…
|
146 |
|
|
The Enthusiastic Employee:
…the impact of money on an employee’s sense of achievement is lost when participation is not accompanied by financial return.
|
150 |
|
|
The Enthusiastic Employee:
The link is clear – do more to get more – and the system encourages, rather than discourages, improvement.
|
155 |
|
|
The Enthusiastic Employee:
Gainsharing ties the bonuses of a group of employees to their ability to improve performance – the performance that they largely control – over the past year.
|
155 |
|
|
The Enthusiastic Employee:
…workers are pleased relative to what they see or have heard happening elsewhere and relative to their fears as to what might have happened to them.
|
171 |
|
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The Enthusiastic Employee:
…security is, for most people, the most basic of needs. Its importance may not be evident when workers feel little insecurity… But when security is threatened… job preservation is of enormous consequence…
|
173 |
