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Other Added - Don't Try to Make Your Workers Happy
Most Fridays, my husband and I patronize several restaurants established by small business owners. We use this time to enjoy a good meal and have the opportunity to talk away from the home. Over the course of the last few years, the number of available dining establishments has diminished by one a year. The reason is due to that both of us have seen wait staff using the bathroom facilities without properly washing their hands.Last night, we lost another favorite restaurant. This restaurant was one of my favorites due to its
"Ok," you're thinking, "If top performing groups are filled with workers who are both happy and producti
Apparently we are seeing a little bit more change management at HP, as the CEO Dunn resigns amid FBI investigation over the use of unauthorized spying on phone records. Why are they getting rid of the CEO who had nothing to do with it at all? Well, it seems in an interview Dunn, had answered that; YES, she would resign if the board asked her too. Of course the politically correct liberal board of directors was looking for someone to hang and blame and therefore saw that as a perfect opportunity to ax the CEO.Unfortunately, it m
For years, soft-headed types have looked at highly productive work groups and noticed something. Workers in the top performing groups also had higher morale than workers in other groups.
"Aha!" thought the soft-heads, "happiness causes productivity." Never mind that there's no good research to support that. Never mind that the fields of business are littered with the dead bones of companies that believed it.
Take the example of a small, regional air carrier from some time ago. Company management believed that if they made their workers happy, productivity and profitability would follow. They set about doing the things they thought would make their people happy.
They paid their people very well, much more than other airlines. They gave them lots of perks on the job. And they gave employees lots and lots and lots of paid time off.
Workers got paid time off for just about every holiday on anyone's calendar. They got paid time off for their birthday, unless they worked. Then they got triple time. There was lots of paid family leave. You get the idea.
Productivity didn't go up. The airline was no more productive than the competition. But it was a lot less profitable because it was paying a whole lot more than competitors for the same amount of work. Eventually the airline went out of business. Then the employees were very sad.
"Ok," you're thinking, "If top performing groups are filled with workers who are both happy and productiv
Anyone in the business of manufacturing electronic or computer products can attest to the fact that making the actual product is really the easy part when it comes to supplying electronics to end users. Preparing the product for shipping and making sure it arrives at its destination undamaged can be a much trickier undertaking.In the past, electronics manufacturers had to rely on standard corrugated paper packaging materials to house their products during shipment. But paper corrugated is fundamentally inappropriate in applicat
Take the example of a small, regional air carrier from some time ago. Company management believed that if they made their workers happy, productivity and profitability would follow. They set about doing the things they thought would make their people happy.
They paid their people very well, much more than other airlines. They gave them lots of perks on the job. And they gave employees lots and lots and lots of paid time off.
Workers got paid time off for just about every holiday on anyone's calendar. They got paid time off for their birthday, unless they worked. Then they got triple time. There was lots of paid family leave. You get the idea.
Productivity didn't go up. The airline was no more productive than the competition. But it was a lot less profitable because it was paying a whole lot more than competitors for the same amount of work. Eventually the airline went out of business. Then the employees were very sad.
"Ok," you're thinking, "If top performing groups are filled with workers who are both happy and producti
The three most important motivators identified in the works of Maslow, McClelland and Herzberg are: basic hygiene factors (Herzberg); esteem (Maslow); and the need for achievement (McClelland).The basic hygiene factors form an important base to build upon. Today these basic needs are met through the package that a company offers their employees, including; the base pay, insurance, health coverage, vacation days, pensions, etc… These have strong influence over employees in their decision on taking a job or leaving a company f
They paid their people very well, much more than other airlines. They gave them lots of perks on the job. And they gave employees lots and lots and lots of paid time off.
Workers got paid time off for just about every holiday on anyone's calendar. They got paid time off for their birthday, unless they worked. Then they got triple time. There was lots of paid family leave. You get the idea.
Productivity didn't go up. The airline was no more productive than the competition. But it was a lot less profitable because it was paying a whole lot more than competitors for the same amount of work. Eventually the airline went out of business. Then the employees were very sad.
"Ok," you're thinking, "If top performing groups are filled with workers who are both happy and producti
For many years I managed a computer training centre. During those years I handled the financials, sales and marketing, human resources and anything else that required input. During this time I also on rare occasions and as an emergency, took over in reception answering the phones. This was not difficult and I did a fair job of it. Certainly never had any complaints! I abided by the easy principle of being friendly to people. I would hazard a guess that I would not be able to find employment as a receptionist as I would not have suffic
Workers got paid time off for just about every holiday on anyone's calendar. They got paid time off for their birthday, unless they worked. Then they got triple time. There was lots of paid family leave. You get the idea.
Productivity didn't go up. The airline was no more productive than the competition. But it was a lot less profitable because it was paying a whole lot more than competitors for the same amount of work. Eventually the airline went out of business. Then the employees were very sad.
"Ok," you're thinking, "If top performing groups are filled with workers who are both happy and producti
When you buy a franchise business and employ family to help you run it, the business operation can be a lot smoother. Notice how I said can! When you buy a franchise opportunity, in the initial stages business cash flow can be tight. This is where sometimes family members can help out. In the initial stages some family members might be prepared to help you out at either zero or minimal wages.Longer term their demands could grow to the point that they ask for more money than regular employees or worse still ask for a share in th
"Ok," you're thinking, "If top performing groups are filled with workers who are both happy and productive, and if happiness doesn't cause productivity, it must be the other way around." Nope. It turns out that some slave ships make pretty good time.
Consider the early years of the Ford Motor Company. Henry Ford's vaunted assembly line set the pace of work and it was a brisk pace indeed. Workers and their families were scrutinized by Ford security and those of "poor moral character" were let go.
The Ford assembly line wasn't a happy place to work then. But it was very productive. It was so productive, in fact, that Ford was able to buy vast holdings all over the world without borrowing a penny. The profits from the Model T were enough.
If you're starting to despair, don't. Stay with me. Because we know what it takes to grow work groups that are both productive and happy.
To be productive and happy, people need to feel like they're being treated fairly. They want to make enough money. They want their salary and benefit package to be comparable to other people doing similar work within the company and in other companies.
After that, though, monetary rewards don't make a lot of difference. If people are being treated fairly and paid enough by the company, it's their boss that makes the big difference.
Jeff Immelt is now the
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