1001 Ways to Reward Employees

商家名称	信用等级	购买信息	订购本书
		1001 Ways to Reward Employees
		1001 Ways to Reward Employees

基本信息·出版社：Workman Publishing Company
·页码：352 页
·出版日期：2005年06月
·ISBN：0761136819
·International Standard Book Number：0761136819
·条形码：9780761136811
·EAN：9780761136811
·版本：2nd
·装帧：平装
·正文语种：英语
·外文书名：1001种奖励员工的方法

内容简介 在线阅读本书

很少有管理理念能像积极鼓励那样有效。事实上，在今天的商业气候条件下，奖励和认同已经变得比以往任何时候都更为重要，因为： ·管理者用以影响员工并造就他们行为的方法很少。强迫命令不再那么有效，管理者必须越来越像教练那样来间接施加影响，而不是下命令。
·员工被要求做更多的工作，并且要更加主动地去做。为了不对员工管得太死，管理者需要创造积极的、能鼓舞人们进取的工作环境。
·人口学预言在后生育高峰时期，员工的数量将会减少，并且他们掌握的技能将比他们的前辈们少得多。这些人有不同的价值观，他们期望工作有明确的目的性，并且能激励他们奋进。
·在财政紧张的时期，奖励和认同成了鼓励员工做出更出色 表现的一种有效的、低成本的方法。
研究表明，员工认为对他们个人工作的认同，比金钱奖励有更大的推动力。然而，很少有管理者能够做出系统的努力，对员工出色完成工作表示过感谢，更不要说做些更有创造性的事情对员工的成就表示认同。
想到这件怪事，我得出结论——大多数经理没有经常对员工进行奖励和认同的主要原因，是他们没有时间和创造性去想出办法来。所以，用一本书来介绍认同和奖励员工的方法是一件有趣而又有意义的事情。
令我高兴而又吃惊的是，研究表明管理者已经使用、并且正在使用的有数百种奖励方法。于是，本书就变成了向更多的读者传播这些信息的工具。
我希望你能使用本书来进行试验，以便了解被认同的威力；我更希望你的公司和员工会变得更加积极、更富有成果、更加喜欢自己所从事的工作。
鲍勃·纳尔逊 于加利福尼亚圣迭戈 Why is 1001 Ways to Reward Employees, with over 1.4 million copies in print, such an extraordinary bestseller? Because a little over ten years ago Bob Nelson took the seeds of an idea and turned it into something indispensable for business. The idea? That it’s not a raise that motivates an employee, and it’s not a promotion—what really sparks a person to perform are those intangible, unexpected gestures that signify real appreciation for a job well done.

Now, after having worked with thousands of organizations in the years since 11001 Ways to Reward. . . was first published, Bob Nelson presents a second edition packed with hundreds of new ideas and examples of how companies are using rewards and recognitions to boost productivity and keep their valued employees happy. Airplane mechanics are rewarded with balloons and pinwheels. Another manager calls his employees’ mothers and thanks them for raising such industrious children. There are ideas from the offbeat (The Margarita Award) to the company-wide (a quiet room) to the embarrassingly simple (a hand-written thank you note) to the wacky (the Laugh-a-Day challenge) to the formal (a two-week promotion to special assistant to the president). Each section includes no-cost rewards and low-cost rewards, both public and private, making this new edition an indispensable resource for making the person/achievement/reward equation work.
作者简介 鲍勃·纳尔逊，管理专家，纳尔逊激励公司的创始人，是处于领先地位的培训咨询公司布兰查德培训发展公司的副总裁。他写了许多有关管理和业务技能方面的书籍，包括《通过委派对员工授权》、《决策点》、《我们这样开始开会：成功业务会议管理指南》等。他同时还是“奖励员工”栏目的专栏作家。 Bob Nelson, Ph.D., is president of Nelson Motivation, Inc., a founding board member of the National Association for Employee Recognition (NAER), and bestselling author, including the 1001 Ways series and Managing for Dummies. Dr. Nelson lives and works in San Diego, California.
专业书评 From the Back Cover

"You get the best effort from others not by lighting a fire beneath them, but by building a fire within them." So sums up Bob Nelson about the philosophy of motivation that makes 1001 Ways to Reward Employees the million-copy bestseller that is indispensable for business. Now completely revised and updated, with hundreds of new, real-world examples, 1001 Ways to Reward Employees is a chock-full guide to rewards of every conceivable type for every conceivable situation.

目录
PART I: DAY-TO-DAY RECOGNITION .. . . . 1
Personal Praise & Recognition . . . . . 5
Written Praise & Recognition . . . . 13
Electronic Praise & Recognition . . 26
Public Praise & Recognition . .. . 31

PART II: INFORMAL INTANGIBLE RECOGNITION . . . . 43
Information, Support & Involvement . . . 45
Autonomy & Authority . . . . . . 55
Flexible Work Hours & Time Off . .. . 64
Learning & Career Development . . . . 75
Manager Availability & Time . .. . 86

PART III: TANGIBLE RECOGNITION & REWARDS . . . 95
Outstanding Employee & Achievement Awards. . .. . 97
Cash, Cash Substitutes & Gift Certificates . . . 115
Nominal Gifts, Merchandise & Food . . . . 128
Special Privileges, Perks & Employee Services . . . 141

PART IV: GROUP RECOGNITION, REWARDS & ACTIVITIES. . . . . . 153
Group Recognition & Rewards . . . . 156
Fun, Games & Contests . . . .. . . 170
Celebrations, Parties & Special Events . .. . 191
Field Trips & Travel . . .. . 202
PART V: REWARDS FOR SPECIFIC ACHIEVEMENTS . . . . 210
Sales Revenue . . . 212
Customer Service . . . . . 229
Employee Suggestions . .. 244
Productivity & Quality . . 255
Attendance & Safety . . . . . 263
PART VI: FORMAL ORGANIZATIONAL REWARD PROGRAMS. . . . 270
Multilevel Reward Programs & Point Systems . . . 271
Company Benefits & Perks . . . . 284
Employee & Company Anniversaries . . .. 303
Charity & Community Service . . . . . . 314
Company Stock & Ownership . . .. . . . 324

APPENDIXES . . . 330
I.Where to Get Specialty Reward Items . . .. 330
II. Companies That Arrange Unusual Reward Activities. . . 339
III. Incentive Travel Coordinators . .. 344
IV. Motivational and Incentive Companies
and Associations . . . . . 350
V. Featured Companies . . . 353
……
文摘 DAY-TO-DAY RECOGNITION
In my doctoral research on why managers use or don’t use recognition with their employees, I found the top variable distinguishing those managers who use recognition was that they felt it was their responsibility—not corporate’s or human resources’—to create the motivational environment for their people. They truly believed that recognizing their deserving employees played an integral part in how those workers felt about their jobs.

This finding coincides with what my research shows are the most important ways that employees prefer to be recognized when they do good work—that is, simple day-to-day behaviors that any manager can express with their employees, the most important of which is praise. The best praise is done soon, specifically, sincerely, personally, positively, and proactively. In a matter of seconds, a simple praise conveys, “I saw what you did, I appreciate it, here’s why it’s important, and here’s how it makes me feel”—a lot of punch in a small package!

Four out of the top ten categories of motivators reported by employees in my research are forms of praise, and these categories make up the four chapters in Part I: personal praise, written praise, electronic praise, and public praise. Now, you might say, “Are these really different types of praise? Don’t they all have the same effect?” This was my initial thought, too, but I learned that these types of praise are in fact distinct from one another. Praising someone in person means something different to that person than writing him or her a note, and these forms of praise are both different from praising the person in public. To get the maximum impact out of this simple behavior, vary the forms you use, and use them all frequently.

Research by Dr. Gerald Graham of Wichita State University supports these observations. In multiple studies, he
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