The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want

• Hardcover: 400 pages
• Publisher: Wharton School Publishing (January 20, 2005)
• Language: English
• ISBN-10: 0131423304

The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want
By: David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer
Publisher: Wharton School Publishing
Pub Date: January 2005

Employee enthusiasm can be an invaluable asset to a business, but 90% percent of employees become indifferent to their workplace over time, says this trio of management experts. How do they know? They’ve surveyed over four million workers in 89 countries over the past 30 years to find out (although conclusions in the book are drawn from research conducted between 1993 and 2003). So, what are the lucky ten percent of companies doing right? They’re meeting the three goals that the vast majority of employees desire at work: equity, achievement and camaraderie. And those goals go for all workers, whether they’re baby boomers, Gen X, Gen Y, or Gen D (digital). While explaining just what those terms mean, the authors provide plenty of examples of management doing things right: Former Alcoa CEO Paul O’Neill (later became the U.S. Secretary of the Treasury) met with hourly workers in the plant and gave them his home number so that they could call him if there were safety problems. Nordstrom’s employee handbook has one rule: “Use your good judgment in all situations.” Now there’s an organization that respects its workers. Numerous quotations from employees surveyed keep things brisk and absorbing. Bottom line: pure good sense on how to keep employees happy and productive

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