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Why Employees Don't Do What They're Supposed to do... and What to do About It

Title: Why Employees Don't Do What They're Supposed to do... and What to do About It
Author: Ferdinand F. Fournies
ISBN: 0071486151 / 9780071486156
Format: Soft Cover
Pages: 208
Publisher: McGraw-Hill
Year: 2007
Availability: 45-60 days

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The New York Times bestselling guide to getting the best out of every employee-updated for the modern workplace

Based on the actual experiences of 25,000 managers, Why Employees Don't Do What They're Supposed to Do… gives you proven, straightforward methods that work on real jobs, in the real world. This results-oriented guidebook helps you handle the top 10 situations in which employees don't perform the way they should, including a detailed analysis of the causes and the plans for preventing the same problems down the road.

Featuring fresh insights on outsourcing, temp workers, flex time, telecommuting, and technology, this no-nonsense resource arms you with the people-management skills you need to consistently elicit the highest levels of performance from your workforce.

“In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance…[This book] should be on the desk of anyone who manages others.”-Entrepreneur

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Foreword

Part I : The Hidden Influences That Affect Everyone's Performance
Chapter 1 : They Don't Know Why They Should Do It
Chapter 2 : They Don't Know How to Do It
Chapter 3 : They Don't Know What They Are Supposed to Do
Chapter 4 : They Think Your Way Will Not Work
Chapter 5 : They Think Their Way Is Better
Chapter 6 : They Think Something Else Is More Important
Chapter 7 : There Is No Positive Consequence to Them for Doing It
Chapter 8 : They Think They Are Doing It
Chapter 9 : They Are Rewarded for Not Doing It
Chapter 10 : They Are Punished for Doing What They Are Supposed to Do
Chapter 11 : They Anticipate a Negative Consequence for Doing It
Chapter 12 : There Is No Negative Consequence to Them for Poor Performance
Chapter 13 : Obstacles Beyond Their Control
Chapter 14 : Their Personal Limits Prevent Them From Performing
Chapter 15 : Personal Problems
Chapter 16 : No One Could Do It

Part II : Preventive Management : A New Management System That Gets You the Best Results
Chapter 17 : How to Use the Power of Preventive Management to Get Perfect Performance
Chapter 18 : The Importance of Friendliness
Chapter 19 : Questions and Answers

Index

 

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