January 2005
Intermediate to advanced
400 pages
9h 30m
English
book
The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want
by David Sirota, Louis A. Mischkind, Michael Irwin Meltzer
Content preview from The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want
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Chapter 9. Feedback, Recognition, and Reward
“I can live for two months on a good compliment!” | ||
| --Mark Twain | ||
The previous chapters have focused on the satisfaction (or dissatisfaction) that's intrinsic to the work itself. Now, we turn to the external sources of satisfaction. Here, we refer to that sense of achievement and accomplishment that comes from the opinions of others, especially the opinions of those whose views we respect or can influence our careers and earnings. Feedback from others enables us to improve how we do our work, and so we obtain an even greater sense of achievement.
Do Workers Get the Feedback They Need?
When asked to rate their own organizations with regard to feedback, the survey data are, at best, lukewarm. Remember that ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.