Why Employees Don’t Do What They’re Supposed to Do and What to Do about It PDF
Preview Why Employees Don’t Do What They’re Supposed to Do and What to Do about It
why employees do don't what they're supposed do to BUSINESS BESTSELLER FERDINAND FOURNIES F. Digitized by the Internet Archive in 2011 http://www.archive.org/details/whyemployeesdontOOferd WHY EMPLOYEES DON'T DO WHAT THEY'RE SUmPPOSED TO DO WHAT TO DO ADOUT IT other McGraw-Hill Books by Ferdinand F. Foumies CoachingforImproved Work Performance Why Customers Don't Do What You Want Them to Do— And What to Do About It WHY EMPLOYEES DON'T DO WHAT THEY'RE SUPPOSED TO DO WHAT AND TO t DO ABOUT IT FERDINAND FOURNIES F. Revised and Updated Edition McGraw-HiU NewYork SanFrancisco Washington,D.C. Auckland Bogota Caracas Lisbon London Madrid MexicoCity Milan Montreal NewDelhi SanJuan Singapore Sydney Tokyo Toronto Library ofCongress Cataloging-in-Publication Data Foumies, Ferdinand F. Whyemployeesdon'tdowhatthey're supposedto do andwhattodo aboutit / Ferdinand F. Foumies. p. cm. Includesbibliographical referencesandindex. ISBN 0-07-134255-9 1. Supervisionofemployees. I. Title. HF5549.12.F68 1999 658.3'02-dc21 99-11273 GIF McGraw-Hill ADivisionofTheMcGraw-HillCompanies Copyright® 1999, 1988byFerdinandF. Fournies. All rightsreserved. Printedin the United States of America. Except as permitted under the United States CopyrightActof1976, nopartofthispublicationmaybe reproducedordistrib- utedin anyformorbyanymeans, orstoredin adatabase orretrieval system, withoutthepriorwrittenpermissionofthe publisher. 6 7 8 9 AGM/AGM 4 3 2 10 ISBN0-07-134255-9 PrintedandboundbyQuebecor/Martinsburg. McGraw-Hill books are available at special quality discounts to use as pre- miums and sales promotions, orforuse in corporatetrainingprograms. For more information, please write to the Director of Special Sales, McGraw- Hill, Professional Publishing, Two Penn Plaza, NewYork, NY 10121-2298. O®rcontact yourlocal bookstore. Thisbookisprintedonrecycled, acid-freepaper containingaminimumof50% recycled, de-inkedfiber. Tb Betty My My My Friend, Partner, Wife Contents Introduction xi Part 1 The Hidden Influences That Afl^ect Everyone's Performance 1 They Don't Know Why They Should Do It 3 They Don't Seem Tb Care Because They Don't Know Why They Should-How lb Give Them The Big Picture And Make It Personal 2 They Don't Know How lb Do It 11 Tblling Is Not Tbaching, And Assuming They Know Costs You Money—How Tb Make Sure They Know How Tb Do It 3 They Don't Know What They Are Supposed To Do 17 Strange But True, We Pay Them Td Do A Lot Of Guessing—The Easiest Way lb Improve Performance- Let Them Know 4 They Think Your Way Will Not Work 29 Getting People Tb Change Is A Big Problem-How lb Sell Them, Not Just Tbll Them 5 They Think Their Way Is Better 33 Even Smart People Sometimes Think The Wrong Things— The Good And Bad OfInnovation—How Tb Avoid Reinventing Failure 6 They Think Something Else Is More Important 41 Working On The Wrong Things Is Expensive—How Tb Make Sure They Know What's Important Vll 7 There Is No Positive Consequence lb Them For Doing It 47 People Are Moved By Rewards, But Managers Don't Use Them Enough—Understanding How Rewards Work—How lb Use The Cheapest And The Best Tb Maintain Performance 8 They Think They Are Doing It 57 After They've Done It Wrong, It's Tbo Late Tb Tbll Them- How Tb Use The Three Kinds OfFeedback Tb Get Perfect Performance 9 They Are Rewarded For Not Doing It 65 Managers Often Do It And Don't Know It-How Tb Stop Rewarding What You Don't Want 10 They Are Punished For Doing What They Are Supposed To Do 71 Managers Don't Mean Tb, But They Do—Understanding Your Employees' View ofPunishment—How Tb Stop Killing Good Performance 11 They Anticipate A Negative Consequence For Doing It 79 Fearful Employees Don't Perform Well—How Tb Understand Their Expectations—How Tb Send The Right Message Tb Free Up Performance 12 There Is No Negative Consequence T3 Them For Poor Performance 85 Why Managers Don't T^ke Corrective Actions—What Tb Do Before Progressive Discipline—Helping The Bad Performers Improve Vlll
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