Why Employees Don't Do What They're Supposed to Do and What to Do About It

Ferdinand F. Fournies









The Top 10 Reasons Employees Don't Do What They're Supposed To Do:

10. They don't know why they should do it;

9. They don't know how to do it

8. They don't know what they are supposed to do

7. They think your way will not work

6. They think their way is better

5. They think something else is more important

5. They think they are doing it

4. They are punished for doing it

3. They are rewarded for not doing it

2. It's beyond their personal limits

1. No one could do it

This book tells you how to avoid or handle each situation

and the 6 other reasons that comprise the total list of reasons employees don't do their jobs. Universally praised and a perennial best seller, this book made The New York Times business bestseller list in early 1998—10 years after it came out!

Why? Competition to attract and keep good employees is fiercer than ever. Today's employers need the no-nonsense people-management skills this book teaches.

Based on real experiences of 25,000 managers surveyed by a Columbia Graduate School of Business professor, this results-oriented guide—newly updated for today's changing workplace--provides proven, straightforward methods that work on real jobs, in real businesses, in the real world. This updated edition also gives you new input from 5000 additional managers, plus more help with temp workers, service industries, flex time, computers, telecommuting, stress, and safety!

Fournies outlines the many reasons why employees fail to do what is expected of them and describes specific actions that every manager can take to improve employee productivity. Supervisors will also learn how to maintain good work performance and avert potential problems.




"In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance ... [This book] should be on the desk of anyone who manages others.

—Entrepreneur Magazine





Ferdinand F. Fournies was an internationally acclaimed business consultant and author of bestselling business books that have been translated into multiple languages. An expert in management and sales techniques, Fournies consulted to companies around the world, including Kodak, Merck, Hewlett Packard, and 3M.


Table of Contents
Introduction
Part I The Hidden Reasons for Employee Nonperformance 1
1 They Don't Know Why They Should Do It 3
2 They Don't Know How To Do It 9
3 They Don't Know What They Are Supposed To Do 13
4 They Think Your Way Will Not Work 20
5 They Think Their Way Is Better 23
6 They Think Something Else Is More Important 28
7 There Is No Positive Consequence to Them for Doing It 32
8 They Think They Are Doing It 38
9 They Are Rewarded for Not Doing It 44
10 They Are Punished for Doing What They Are Supposed To Do 48
11 They Anticipate a Negative Consequence for Doing It 54
12 There Is No Negative Consequence to Them for Poor Performance 58
13 Obstacles Beyond Their Control 63
14 Their Personal Limits Prevent Them from Performing 69
15 Personal Problems 75
16 No One Could Do It 82
Part II A New Management Approach That Gets You the Best Results 85
17 Use Preventive Management To Maintain Good Performance 87
18 Questions and Answers 97
Endnotes 104
Index 105


The Fred Factor: Every Person's Guide to Making the Ordinary Extraordinary!
Please Don't Just Do What I Tell You, Do What Needs to Be Done:

Every Employee's Guide to Making Work More Rewarding




more

ISO 9001 says document their RESPONSIBILITY and AUTHORITY

and the COMPETENCY required for the POST

see sample