Analysis: Getting Employees to Fall in Love With Your Co.
Getting Employees to Fall in Love With Your Company.From the very outset of the book, Jim Harris tells the reader what his book is not, before he even hints at what it's method will be. First he tells us that this book is not a "cookbook" on how-to, step by step create the perfect working environment that would have your employees putting the company first. The fact is that most likely there does not exist one of these perfect working environments and even if such a thing could be made it is doubtful that any of us would see it in our lifetimes, just because of the environment that exists in today's working world. Second the author tells us that the point of the book is not about how to build an employee "clubhouse" where everyone is equal and is allowed carte blanche control over what they do. The reality of the matter is that, employees aside, companies in a capitalistic society exist for the predominant purposes of continually making profit and continued expansion of the company in size and market share. The true purpose of the book is in short is to teach managers how to turn their company in to the type of place which will attract and keep all the best skilled hardest working employees that exist in the market. In today
Those in the position to implement such a change should welcome the opportunity to allow employees to see the company's financial statements, if for the simple fact that it shows them that they are a trusted part of the big picture. That downside comes in the fact that if employees are readily employable if they must leave the company then they are also readily employable if they want to find a better job elsewhere. Under this structure the focus is placed on being promoted rather than on how much you contribute to or produce for the company as the author suggests. So now you have a person who has welded joint 101a for 30 year with their left hand now finds they are missing a left hand and are forced to use the right. I'm sure we've all had to deal with people that we new, would take more energy out of us than the benefit that would come from dealing with them. If not for all the superfluous background, on what we all know exists in the working environment. These are fundamental to the motivation of the employee and as a result fundamental to keeping the good employees. More often then not however it employees are looking for a balance of those things as well as others. If it is not possible to quantify all efforts, then should we then mix performance base pay with traditional standards? I think that this would result in frontline workers who could possible make more than their superiors. Again that's careers, not jobs, can you imagine shifting careers four times in your life. Those prerequisites that must be in place are those that the book mentions earlier specifically "Capturing the Heart" and "Create Partnerships". As much as I do think that this book was well written I can say that at times it seemed to drag out simple ideas in an attempt to satisfy the authors need to sound more wordy. That type of statistic frightens me, after all the only other career I want after this one is that of someone who is independently wealthy (is that even a career?). That doesn't seem right, does it? Now let's look at the other side of the coin in which the marketing executive gets paid on a performance basis. In addition to that, I enjoyed reading about what other companies had done to jump start motivation in their companies and about what they had done to keep it going.
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Acceptance Essays
