yees at Lincoln Electric) are motivated by their expected compensation, or the feeling of being involved in the decision making process. More often then not however it employees are looking for a balance of those things as well as others. However regardless of what the motivation is, Jim Harris is trying in this book to show the reader different ideas for creating motivation and loyalty from employees in a time in which those are to things which are very hard to get and even harder to keep.
             As I started the book, I have to admit that I had already passed judgment and had written it off as another Zapp, How-To Become A Seven Minute Manager or similar type of book. Having read those and still tying to get rid of the bad taste they left in my mouth, I was certainly far from exited about reading this one. To the author's credit, I was surprised as to the way that he was able to give his insights into what makes an employee tick. I was further delighted (ok, maybe not delighted) to see the way that he was making the ideas in the book easy to apply to all different types and sizes of companies. 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. For example as we discussed in class North American Tool & Dye already created an atmosphere where their employees felt proud of their work and as if they were a part of something greater. The book shows an example of their, "Si
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