 IntroductionDavid B. Zenoff Chapter Chapter 1 in The Soul of the Organization, 2013, pp 1-7 from Springer Abstract: Abstract How can it be that vast numbers of employees across industries are demoralized, disengaged, dissatisfied, disrespected, and worn out, while concurrently organization executives are trying to figure out how to motivate their employees to give more of themselves and assume greater responsibility and accountability, control turnover, build greater cooperation and teamwork, while, cutting expenses for the umpteenth time? Why is it that only a relatively small number of successful businesses and not-for-profit organizations have employees who are happy, engaged, committed, proud of their employers and their own work-related contributions, and highly productive year after year? Very few organizations have cracked the code on how to ignite and sustain employee engagement while boosting individual and overall organization productivity. So the question must be asked: What “something special” do high-performing organizations possess that fosters not just admirable and positive work environments but also sustains high levels of overall organizational performance? Keywords: Employee Engagement; Discretionary Effort; Organization Executive; Positive Work Environment; Total Shareholder Return (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-1-4302-4966-5_1 Ordering information: This item can be ordered from DOI: 10.1007/978-1-4302-4966-5_1 Access Statistics for this chapter More chapters in Springer Books from Springer |
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