The Truth About Managing People...And Nothing But the Truth by Stephen P. Robbins
By Stephen P. Robbins
Within the fact approximately handling humans, one of many world's best administration specialists distills cutting-edge most crucial administration examine into sixty four rules you should use without delay! Stephen P. Robbins rips away the hype, fads, and cliches that continue managers from seeing fact, supplying no-holds barred recommendation for hiring, motivation, management, conversation, team-building, switch and clash administration, functionality assessment, and lots more and plenty extra. Robbins makes a speciality of what we actually learn about administration, distilled from over 30 years of administration learn and consulting. you are going to examine what works -- and you can study what traditional knowledge has confirmed to be totally valueless. Robbins deals actual perception and particular options for overcoming the true hindrances to teamwork; bettering your hiring and worker reviews; therapeutic "layoff survivor sickness"; even "learning charisma." alongside the best way, you will discover why an excessive amount of verbal exchange will be as harmful as too little, why participatory administration does not continuously paintings; why skilled leaders will not be constantly greater leaders, and why satisfied staff are not constantly higher staff. From begin to end, this e-book bargains knowledge and strategies you are going to make the most of lengthy after ultra-modern administration fads are forgotten.
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But intuition can often lead you astray and this is one of those cases. A lot of companies spend serious money in efforts to increase employee job satisfaction. They introduce flexible work hours, provide onsite child care facilities, support generous retirement plans, create architecturally attractive work places, and the like in the hope of increasing employee satisfaction. Then management is disappointed when employee turnover continues to be high and productivity fails to improve. The truth is that while there may be a positive correlation between satisfaction and productivity, it tends to be quite small; in fact, it’s more likely that productivity causes satisfaction than the other way around.
This means that no more than two percent of the variance in output can be accounted for by employee satisfaction. Moreover, the 39 The Truth About Managing People . . and Nothing but the Truth evidence suggests that productive workers are more likely to be happy workers rather than the reverse. That is, productivity leads to satisfaction. If you do a good job, you intrinsically feel positive about it. In addition, if you assume that the organization rewards productivity (which I concede is a big assumption), your higher productivity should increase verbal recognition, your pay level, and probabilities for other rewards.
So a realistic person in an investigative job is more congruent—and should be more content—than if he or she were in a social job. 30 TRUTH 11 MANAGE THE SOCIALIZATION OF NEW EMPLOYEES A ll Marines must go through a multi-week boot camp, where they “prove” their commitment. ” In a similar, but less elaborate manner, Starbucks puts all new employees through 24 hours of training to teach them the Starbucks philosophy, the company jargon, and the ins and outs of Starbucks’ coffee business. The Marines and Starbucks use their formal training programs to socialize new members.