The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want

Chapter 7. Job Enablement

	“Most of what we call management consists of making it difficult for people to get their work done.”
	--Peter F. Drucker

People have a strong need to do something that matters and to do it well. Chapter 6, “Organization Purpose and Principles,” discusses the purpose of work (doing something that matters). This chapter focuses on the business practices that enable people to get their jobs done well. Chapter 8, “Job Challenge,” deals with the more inclusive concept of job satisfaction: what people feel about the nature of work itself.

At the end of a day's work, people want to feel that something was accomplished by virtue of their efforts. A factory employee becomes disheartened when he produces little during the day because ...