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An examination of the phenomenon of "entitlement" mentalities in the American workforce -- people's preoccupation with their rewards rather than their responsibilities. Author Judith M. Bardwick points out that although the "fear" element has undoubtedly grown in the last few years, the entitlement attitude is still firmly entrenched at all levels. Danger in the Comfort Zone describes three basic mindsets and shows the effect of each on individuals and their organizations: Entitlement -- people feel entitled to rewards and lethargic about having to earn them; motivation and job satisfaction are low Fear -- people are paralyzed; the threat of layoffs makes them focus on protecting their jobs rather than doing them well Earning -- people are energized by challenge; they know their accomplishments will be noticed -- and rewarded This landmark work has been updated and expanded -- with five all-new chapters -- to meet today's continuing challenges to the nation's productivity and morale. Bardwick offers additional findings with new, specific techniques for pulling people out of the quagmire of fear and complacency, and igniting them with the energy of true earnings.
The main aim of this book is to develop and implement an innovative tool: exchange-entitlement mapping, or E-mapping for short. This tool enables us to look at the economic and social opportunities to develop human capabilities for different groups of individuals, depending on their group identity such as age, ethnicity or gender.
Will higher pay provide an incentive for better work? Can productivity be increased by changing the way workers are compensated? In response to the urgent need to improve productivity performance in American industry, leading economists examine alternative compensation schemes to assess their efficiency in raising productivity. Over the years a number of suggestions have been made for improving labor productivity by changing the manner in which laborers are compensated for their efforts. The ideas presented and analyzed in this volume have all been put into practice, in modified form or on a small scale, in the United States or elsewhere. Some are new; others quite old. David I. Levine and Laura D'Andrea Tyson consider the effects of employee participation in decisionmaking on firm performance, and Martin L. Weitzman and Douglas L. Kruse discuss the implications of profit sharing and related forms of pay for group performance. Michael A. Conte and Jan Svejnar analyze employee stock ownership plans in the United States and other forms of worker ownership in Europe; Masanore Hashimoto uses a transaction-cost perspective to assess Japanese employment and wage systems. Daniel J. B. Mitchell, David Lewin, and Edward E. Lawler III give an overall analysis of traditional and alternative pay systems, their history, development, and curent use, and recommend further experimentation with alternative compensation plans to ensure more adaptability on the part of U.S. firms. Blinder provides an overview of the findings and conclusions.
It’s an insidious disease that is crippling companies, destroying our economy, and crushing potential. It’s infecting the very roots of business performance, and it’s spreading fast. It isn’t the recession, market volatility, scandal, or greed. It’s entitlement. And it may be killing your business. In myriad ways, entitlement has been cultivated for decades. As a result, too many employees today believe that they are entitled to a paycheck simply because they show up. Brad Hams has proven that we are not doomed to a path of entitlement and dependence. After more than 15 years working with hundreds of companies, he knows that the vast majority of employees addicted to entitlement actually want to engage, want to contribute, and feel much better about themselves when they are in an environment that requires them to do so. Now, with Ownership Thinking, Hams shares his strategy that will increase your company’s productivity, employee retention, and profitability: The Right Education: Teach employees the fundamentals of business and finance, how their company makes money, and how they add—or take away—value. The Right Measures: Identify the organization’s Key Performance Indicators and teach employees to forecast results in an environment of high visibility and accountability. The Right Incentives: Create incentive plans that are self-funding and clearly align employees’ behavior to the organization’s business and financial objectives. Your employees will learn to think and act like owners and will become active participants in the financial performance of the business. They will gain the self-esteem that is only possible through achievement and will reap rewards that are in alignment with the success of their organization. Meanwhile, you will enjoy your role more, sleep better at night, and leave a legacy that is far more inspiring and significant than you dreamed possible. Praise for Ownership Thinking “You would have to read a dozen other books to even come close to Ownership Thinking—a systematic and practical process for getting your employees to give that extra effort and brain power we know they possess.” —Verne Harnish, CEO, Gazelles; author, Mastering the Rockefeller Habits “Brad Hams tells it like it truly is: transparency creates trust; trust creates engagement; engagement creates a healthy enterprise. This thoughtful and practical book shows you how to achieve all of these things and more.” —Chip Conley, founder and executive chair, Joie de Vivre; author, Peak “Comprehensive and marvelously clear, Ownership Thinking’s techniques for creating change are focused, direct, and motivating. This is a wise book, unusually useful, and I recommend it most highly.” —Judith M. Bardwick, Ph.D., author, Danger in the Comfort Zone and The Psychological Recession “Brad Hams is one of the most persuasive and creative thinkers I know. His book is a specific guide you can (and should) implement now.” —Corey Rosen, founder, National Center for Employee Ownership “Hams is masterful at outlining the engagement practices that inspire people to care and to be deeply vested in business results.” —Jim Haudan, CEO, Root Learning; author, The Art of Engagement “Hams’ book is like a candid conversation with a wise friend. . . . A ‘must read’ for any business leader wanting to create a culture of ownership.” —Dean Schroeder, author, Ideas Are Free
Productivity and the Law . . .the only Employment Law Compliance book you'll ever need! Productivity drives profitability and success in any organization . . . for profit, non-profit, large or small. Employment law compliance is the simplest, safest, and most effective way to motivate your employees to wholeheartedly support your mission . . . after all, happy, contented employees are productive employees. Aren't they? Productivity and the Law will help you legally and effectively: Achieve organizational goals with the proactive support of a happy, contented, respected work force Anticipate and prevent embarrassing, morale-killing, costly employment law violations Recruit, interview, and hire the right person for the right position Manage a multi-cultural, multi-generational workforce Appraise, coach, and reward employees to perform to your standards Remain compliant with essential laws so you and your organization can stay out of court today, tomorrow, and forever more Don't give up another dollar in extra profits . . . get Productivity and the Law today and take advantage of the examples, recommendations, tips, and tools provided by Louis Martin, an employment law attorney with more than 40 years of experience helping folks just like you to motivate their employees to achieve new levels of productively."
Serve Up Coach Down is Nathan Jamail's most impactful and contentious book yet. It debunks the myths of servant leadership that other books sell, namely that leaders in the middle must serve down to their people and defend up to their bosses. This is the exact opposite of what they should do: serve up to their bosses and coach down to their people. And it is costing them their power every day. 98% of leaders are leading from the middle, meaning they have a boss or bosses they answer to and employees they lead. From senior vice presidents to front-line managers, they should be the most powerful leaders in any organization. They are responsible for alignment, speed of change, buy-in, belief, accountability, and execution. Yet they often struggle with all of that by getting their teams to step up and winning approval from those above them. Why? Because they are serving down and defending up. Serve Up Coach Down addresses the key issues and obstacles that prevent leaders in the middle from owning the power that should drive their, their team's, and their organization's success and gives organizations the greatest competitive advantage they can have--speed of change--by creating leaders who their bosses can count on and who make their employees better. Want an organization with strong leaders and organizations based on a strong team culture built on strong leaders developing other strong leaders? Serve Up Coach Down is for you!