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A Great Place to Work: What Makes Some Employers So Good--And Most So Bad Paperback – August, 1990


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Product Details

  • Paperback: 312 pages
  • Publisher: Avon Books (P) (August 1990)
  • Language: English
  • ISBN-10: 0380711036
  • ISBN-13: 978-0380711031
  • Product Dimensions: 1 x 5.2 x 8 inches
  • Shipping Weight: 9.6 ounces
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (2 customer reviews)
  • Amazon Best Sellers Rank: #998,849 in Books (See Top 100 in Books)

Editorial Reviews

From Publishers Weekly

"Levering revisited 20 of the best and worst companies he featured in The 100 Best Companies to Work for in America to identify essential characteristics and dynamics that motivate employees, stimulate productivity and a sense of personal fulfillment," reported PW.
Copyright 1990 Reed Business Information, Inc.

From the Author

From the preface to the 2000 edition:

A Great Place to Work is one of those rare books that is actually timelier today than when it first hit the bookstores a dozen years ago.

Since its original publication, I’ve had an unparalleled opportunity to view changes in the workplace. With Milton Moskowitz, I have continued writing about some truly remarkable workplaces by updating our list of the "100 Best Companies to Work for in America" in a revised edition of our book in 1993 and, since 1998, as an annual article for Fortune magazine. During the past half-dozen years, I’ve also looked at the phenomenon of great places to work from a consultant’s perspective through my work with the Great Place to Work® Institute. This work has been especially fascinating as it’s enabled me to explore the dynamics of workplaces outside the United States, in companies located in such countries as Brazil, Canada, Korea, Mexico, and the United Kingdom.

While much has changed, everything I’ve seen has reinforced the basic concepts outlined in this book. This especially applies to A Great Place to Work’s major finding — that trust between managers and employees is the primary defining characteristic of the very best workplaces. Because this message remains as relevant today as it was in 1988, I am delighted that this book is being republished. I believe this message will continue to be relevant long into this century.


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8 of 8 people found the following review helpful By Vernon L. Bliss on March 5, 2000
Format: Paperback
Although some of the examples used are a bit dated, the insights and conclusions about what makes a good or bad employers are still valid. This is a well-written book that shows how some employers actively strive to generate trust between the company and employees. If you don't like the company for which you work, this book will illustrate some of the practices of companies that truly value employees as their most important resource instead of just paying lip service.
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2 of 2 people found the following review helpful By A Customer on July 26, 2008
Format: Paperback
This book was published 20 years ago which makes it very special. The perspective is from the point view of the workers on their leaders; that is from the workplace.
From the workplace point of view the author describes three types of management: scientific management, manipulative management and management in the 100 companies that are "Great Places to Work".
According to the author Scientific Management is represented by Frederick Winslow Taylor, Lillian Gilbreth and Harold.B. Maynard. They believed that work should be studied by engineers such that workers could be told exactly how they should work in great detail and how long every task should take. In that way output could be defined precisely. Henry Ford was an early enthusiast andalso GE. The only motivation necessary was paying more for more output-"piecework". Apart from the incentive workers were considered like robots, like material resources.. The demarcation between management and workers was very strict. Management decides everything and workers obey. Having worked for Harald.B. Maynard this description is partially correct. It is true on the motivation side. One of the key points in the book is that a worker knows more about his job than anybody else. That is true. But that is also true of engineers looking at the job from another perspective. They know much more about new tooling, new systems, feasible changes in product design, and innovation. The different types of knowledge have to be combined in a collaborative effort as is done in modern industrial engineering.
Manipulative styles are represented by Elton Mayo, Peter Drucker and Tom Peters.
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