Customer Reviews

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

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You get more flies with honey then vinegar, this simple concept just about sums up this book. The truly motivated employee is one that wants to be at work and perform, what environmental factors that make a person what to be at work is in large part the responsibility of management This is the claim of this book by the authors. How many of us spend most of our people time working on the disgruntled under performer. We then find that the rest of the staff are ignored because the "real work" needs to get done, so full steam ahead and get out of the way or get run over. The authors claim this is exactly what kills morale, managers focusing on black and white issues and just assuming the staff will follow, even managers who themselves are disenchanted with the work place they are in.

The authors detail out how they have come up with the advice they are dispensing in the book and then they sit you down for a class on improving the work place in relation to employee relations and morale. It all came off as so basic yet when the everyday pressures of the work place get too much the common sense of fair and equitable treatment tends to go out the window. The authors give the reader a number of techniques to help with employee morale and thus performance. These items alone make this book a must read. Overall I found the book to be very interesting and easy to read. The authors give you valuable information that will make you a better manager. This book should be given to every new manager in any company.

David Sirota is founder and Chairman Emeritus, Louis A. Mischkind is Senior Vice-President, and Michael Meltzer is Managing Director and General Counsel at Sirota Consulting. All authors have impressive credentials to their names, ranging from doctorates through to directorships at IBM. This review is slightly longer than my usual ones.

This 2005-hardcover version is split up in 5 parts, consisting of 1-to-4 chapters each. There are also 5 proper appendices, which contain the statistical evidence for the claims made in the book by the authors. In the extensive introduction the authors discuss the background, research and set up of the book.

The first part of the book - Worker Motivation, Morale, and Performance - consists of 2 chapters. In the first chapter the authors assert that there are three primary sets of goals at work: Equity, achievement, and camaraderie. They term these "our Three Factor Theory of Human Motivation in the Workplace" and maintain that "these three sets of goals characterize what the overwhelming majority of workers want." In the second chapter the authors ask the question: "what does employee enthusiasm have to do with business success?" The authors believe that higher morale of their workers is one of the key characteristics of companies that have experienced long-term success. The term `enthusiastic' is introduced in order to elevate superior overall satisfaction scores, since they are just more than moderately satisfied, and organizations with enthusiastic employees are much higher performing organizations than the rest.

The second part of the book - Enthusiastic Workforces, Motivated by Fair Treatment - consists of 3 chapters and discusses the first of the Three Factor Theory, the concept of equity. In the first chapter of this part the authors tackle the issue of job security which "is a defining characteristic [of a company] because a decision to lay off people sends a message to the workforce about the way the company views its people: assets or as costs (necessary evils)." In the second chapter the authors discuss compensation, which is also extraordinarily important for worker morale and performance. There is a short piece on money as seen from a worker's and an employer's perspective. The final chapter of this part discusses respect, which is the major non-financial component of equity. The kind of respect the authors have in mind is "from a sense of the intrinsic worth of human beings - all human beings." Equality through the treatment of each individual is at the heart of respect, but the core issue is how higher income and power level individuals treat individuals at lower levels.

Part III - Enthusiastic Workforces, Motivated by Achievement consists of 4 chapters and discusses the second of the Three Factor Theory, the concept of achievement. The authors discuss a critical condition for employee enthusiasm, which is a clear, credible, and inspiring organizational purpose, or a "reason for being there". There is an important piece on translating words into deeds, whereby discuss 3 reasons for not implementing formal purpose/mission/vision/values statements. The second chapter discusses the business practices that enable people to get their jobs done well. "A high degree of perceived effectiveness is a condition for worker enthusiasm. The third chapter deals with the concept of job satisfaction, or what people feel about the nature of work itself. Surveys surprisingly indicate that most people like their jobs, while only a minority is dissatisfied with their jobs. This is based on the fact that people will continue doing jobs that they do well, or, as the author explain, "few people volunteer to fail." However, a large number of employees still end up in jobs they dislike. One reason for this is job choice, especially in initial choices. Another reason is that people get stuck in a job, often for financial reasons. The final chapter on the concept of achievement focuses on the external sources of satisfaction, the sense of achievement and accomplishment that comes from the opinions of others. The data from the authors suggests that many managers have trouble giving good, constructive feedback. The authors believe that performance feedback is a vehicle for guidance, evaluation, recognition, reward, and direction. Each of these five aspects and outcomes of feedback are discussed in detail, including giving some good advice on giving guidance and dealing with unsatisfactory performance.

The fourth part of the book - Enthusiastic Workforces, Motivated by Camaraderie - which consists of only 1 chapter and discusses the third and final of the Three Factory Theory, the concept of camaraderie. "The quality of social relationships in the workplace - its `social capital' - ... are critical for effective performance and, therefore, for a sense of achievement in one's work." There is a short look back to the human relations school, first introduced by Elton Mayo during the 1930s-1940s, followed by a discussion whether we are doing any better now. They turn to socializing at work. "Although employees derive pleasure from associating with others ... their greatest satisfaction comes from interacting as a team on the job in the service of common performance goals. That is a tremendous source of morale for employees." And they eventually conclude that "cooperation - not job descriptions, not organization charts, not formal procedures - is the glue that binds the parts of the organization." There is also good guidance on building partnerships between work units, which are typically not as good as partnerships within work units.

The fifth and final part of this book - Bringing It All Together - consists of 2 chapters. In the first chapter the authors aim to provide guidance on how to think of the components of an organization as a system, which is governed by an organization culture. The authors identify the 12 hallmarks of a successful partnership. In addition, they also describe the three major organization types - transactional, paternalistic, and adversarial. "The partnership concept is powerful. It can be applied to the relationships of an organization with all its key constituencies." The title of the final chapter of this book is self-explanatory - Translating Partnership Theory into Partnership Practice. It aims for "a more comprehensive statement of a process for advancing an organization toward a partnership culture." Before the authors outline a very useful 9-step action process, they accentuate "that action must begin with, and be sustained by, senior management." Last, but not least, the authors introduce 9 questions that each addresses a recommended step for introducing partnership.

Yes, I do like this book. It introduces a Three Factor Theory of Human Motivation in the Workplace, which needs to be translated into The Partnership Organization. The theory is well translated into a practical process. In accordance with conclusions of recent research by others, the partnership organization is also built on three `softer factors'. I particularly like the last chapter, which really combines the book well and translates it into 9 useful steps which should be used as a checklist by managers. I believe that this book is a useful addition to other research into high-performance organizations, such as Tom Peters & Robert Waterman (In Search of Excellence, 1982), Jim Collins & Jerry Porras (Built to Last, 1994), Jim Collins (Good to Great, 2001). I must admit that the amount of research, data and surveys by the authors is mindblowing and is well covered in the appendices. Recommended to all people interested in management and successful organizations.

One of the problems common to all businesses is how to build employee loyalty, productivity, and satisfaction. The Enthusiastic Employee examines how you can make a company profitable by creating enthusiastic employees. One of the most interesting parts of the book examines how employees change their attitudes over time from one of excitement and eagerness to please to a lackluster one. They propose that over time managers often kill the enthusiasm of employees and then describe what to do about it.

The authors provide a close examination of motivational factors in the workplace including job security, compensation, respect, a sense of achievement, challenge, feedback, recognition, and feeling you are part of a team. They also examine the problem of changing the corporate culture to implement change. The analysis presented in the book is based on real world knowledge obtained through years of research on millions of employees. For those interested in employee relations The Enthusiastic Employee is highly recommended.

From time to time, as a book reviewer, I come across a book that could easily slide under the radar-but should not. This is one of those books.

The book's subtitle is "How Companies Profit by Giving Workers What They Want." For savvy leaders, this is a no-brainer. However, as a Certified Management Consultant with 25 years of practice under my belt, I can tell you that an uncomfortably large proportion of managers don't get it. And those who may suspect that they can do more to build their productive relationships with employees often question whether these ideas are just a lot of fluff and woo-woo.

This book presents 30 years of research with the results of surveys given to over 4 million employees. This is a huge contribution to the field, particularly when the book contains a significant amount of material in the appendix about research methodology.

The real meat of the book will be found in the sections on how enthusiastic workers are motivated by fair treatment (job security, compensation, respect), achievement (purpose and principles, job enablement, job challenge, feedback/recognition/reward), and camaraderie (teamwork). Even as you cruise through the table of contents, your mind will shout "duh!" But as you read the pages, you'll find a meld of academia and real-world that presents a serious handbook into how to gain greater commitment and results. This is a deep business book, not conversational light reading.

The final section of the text explores organizational culture and what the authors-consultants and professors-call the partnership organization. Naturally, consultants-internal and external-will gain quite a bit from this book. Corporate leaders-and particularly those charged with organizational change and positive cultural reinforcement-will find the book a treasure. Even a relatively quick read (a scanning for insights and ideas) will stimulate thinking for busy executives.

This is a book that will be scanned, re-read, and referenced by people dedicated to taking our workplaces back to the foundations that made them strong in days past...when people really cared about their jobs-when they were genuinely enthusiastic employees.

If you are in management or HR or have employees of any sort, including by independent contract, get this book and follow its advice. It is worth its weight in gold, but fortunately you don't have to pay that much for it.

This is the bible of common sense management of human motivation and performance. It is also the bible of scientific study of common sense management of human motivation and performance. It contains the relevant results of 30 years worth of meticulously researched materials produced by members of Sirota Consulting where the authors are senior staff. (David Sirota is the founder.)

The book contains very little that anyone familiar with the literature in the field will find new. In fact, most reputable management consultants have told their clients most of the same things for many, many years: (1) Ask your employees what the want. They will tell you the truth and it will be reasonable. (2) Employees want to be treated fairly, including in compensation -- and fair means fair, not extrordinary. (3) Employees want the opportunity to perform well and achieve something meaningful (really!) (4) Employees want to work with others who share their basic values and with whom they can comfortably interact and cooperate -- there is an important social element in the workplace.

Sirota and his co-authors build on those basic concepts. They tell you about those concepts in full, rich detail. You will understand that what they are saying is valid and why it is valid. They tell you the specific practical applications of the information and insights they give you. You know exactly what to do in your job to put their information to work. They show you how applying their methods motivates, improves performance, makes management easier, even fun and makes your company more profitable.

They show you how to make your employees raving fans of your company.

“This is a book about enthusiastic workers…First, we must understand what workers want. Then, we must give it to them!” D. Sirota, L.A. Mischkind, and M.I. Meltzer write that “this may sound absurd to some, a sure road to insolvency. On the contrary, it is a powerful path to business success. Why do we say this?

1. Many years of research have established that, surprisingly, little real conflict exists between the goals of the overwhelming majority of workers and those of their employers.

2. Workers have basic human needs that management can and should work to address. Creating an environment in which these needs are met results not just in satisfied employees, but enthusiastic employees.

3. Employee enthusiasm – a state of high employee morale that derives from satisfying the three key needs of workers – results in enormous competitive advantages for those companies with the strength of leadership to manage for real long-term results.

Our proof is the numerous cases that we have collected over 30 years of survey research into the effect of employee attitudes on organizational effectiveness. We explore what the data show, illustrating our data with case histories and comments drawn from our extensive research, and we connect the data to business outcomes (from the Introduction).”

In this context, D. Sirota, L.A. Mischkind, and M.I. Meltzer focus on the Three Factor Theory - the three key needs of employees whose satisfaction is the basis for an enthusiastic workforce - through 11 chapters.

According to them, there are three primary sets of goals of people at work: equity, achievement, and camaraderie. They call this their ‘Three Factor Theory of Human Motivation in the Workplace’:

• Equity: To be treated justly in relation to the basic conditions of employment. A sample for ‘Equity’ questions: safety, treated with respect and dignity, supervisor’s human-relations competence, benefits package, physical working conditions, job security, amount of work expected, company interest in employee well being, company communication on important matters, senior management’s actions consistent with words, pay, and favoritism (lack of).

• Achievement: To take pride in one’s accomplishments by doing things that matter and doing them well; to receive recognition for one’s accomplishments; to take pride in organization’s accomplishments. A sample for ‘Achievement’ questions: clear idea of results expected, high quality products/services for customers, supervisor’s technical competence, the work itself, pride in organization, company profitability, corporate citizenship, tools and equipments to do job, information to do job, training, company overall is effectively managed, employees treated as important, feedback on performance etc.

• Camaraderie: To have warm, interesting, and cooperative relations with others in the workplace. A sample for ‘Camaraderie’ questions: relationship with co-workers, teamwork within work unit, teamwork across departments in location, and teamwork across company as a whole.

I highly recommend this invaluable study to all friends who want to be a leader.

"The Enthusiastic Employee" is one of those rare non-fiction books you just can't put down. Unequivocally the best "Human Motivation" book I have ever read, "The Enthusiastic Employee" by David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer is a compelling, thorough, well-written, unprecedented look at what it takes to create a high-performance organization through a Three Factor Theory of Human Motivation in the Workplace. The authors differentiate "The Enthusiastic Employee" by using their own twenty-year comprehensive, well-documented research study with over 2 million respondents as the basis for thorough analysis.

What is striking about this book is that though an academic treatise, it is superbly written and an exciting read. You could fall asleep on most thesis but this one kept me turning the pages despite being sleepy from a long day's work.

Reluctant as I am to predict anything, I feel certain that "The Enthusiastic Employee" will become a business book "classic."

The Enthusiastic Employee is a great read for ANYONE in business as it demonstrates (in a well written and enjoyable manner) the importance of employee morale from both an empirical and anectodal perspective. The obvious fit for this book is a reader who is in a position to improve morale in his or her organization---however, I especially recommend it for those just starting their career, as through the data it presents, it provides exactly the kind of information to ask in interviews when trying determine whether the organization offers systems and other elements conducive to generating positive attitudes.

This book is a breath of fresh air. It covers a wide range of practical topics about effectively managing employees.It does it in a context that is easy to understand and apply. After reading it, I felt like I had been through a crystel clear MBA course on human relations.

Irwin Rosenblum, Princeton N.J.

This book offers a no nonsence approach to encouraging employees to be and do their best. It gives a strong argument for the importance of management in producing motivation, enthusiasm and success. The authors have a long and practiced background of experience to back-up their suggestions for improving performance, communication and morale. This book offers good, solid advice for improving productivity.