Passionate Employees: Profit by meeting employees' key needs

Author: Silota et al. (Auth.), Fu Yan (Translator)
Publisher:
Publish Date: 2007-01-01
Features: Do you often hear employees in your company talking about fairness, achievement, and workplace friendships? This is not surprising at all, as these three aspects are key needs of employees and are the most important factors in maintaining employee passion. This is not our subjective speculation but rather a conclusion drawn by the authors of this book based on surveys and research involving 2.5 million employees from 237 companies. These three key needs may seem simple and easy to meet, but in practice, they are often intentionally or unintentionally overlooked by managers due to various reasons. The direct consequence is that the vast majority of people start a new job with passion, but after a typical "honeymoon period" of six months, the enthusiasm of 90% of new employees in companies declines significantly, and they become indifferent to the company.
.. This book compares the top 10% of companies that excel in employee satisfaction and provides answers or solutions to the following critical questions: What is the true meaning of employee satisfaction? What is the relationship between employee satisfaction, customer loyalty, and profit? How to maintain and inspire employees' positive performance?
.. Do you often hear employees in your company talking about fairness, achievement, and workplace friendships? This is not surprising at all, as these three aspects are key needs of employees and are the most important factors in maintaining employee passion. This is not our subjective speculation but rather a conclusion drawn by the authors of this book based on surveys and research involving 2.5 million employees from 237 companies. They have summarized this conclusion as the Three-Factor Theory of Employee Needs. These three key needs may seem simple and easy to meet, but in practice, they are often intentionally or unintentionally overlooked by managers due to various reasons. The direct consequence is that the vast majority of people start a new job with passion, but after a typical "honeymoon period" of six months, the enthusiasm of 90% of new employees in companies declines significantly, and they become indifferent to the company. These "livingly indifferent people" gradually learn not to expect too much and not to give too much. They become the company's "silent killers." Based on extensive research, this book compares the top 10% of companies that excel in employee satisfaction and provides answers or solutions to the following crucial questions: What is the true meaning of employee satisfaction? What is the relationship between employee satisfaction, customer loyalty, and profit? How to maximize the maintenance and inspiration of employees' positive performance?