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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 1 1001 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.

Tabla de contenidos provista por Syndetics

• Part I Day-to-Day Recognition(p. 1)
• Personal Praise & Recognition(p. 5)
• Written Praise & Recognition(p. 13)
• Electronic Praise & Recognition(p. 26)
• Public Praise & Recognition(p. 31)
• Part II Informal Intangible Recognition(p. 43)
• Information, Support & Involvement(p. 45)
• Autonomy & Authority(p. 55)
• Flexible Work Hours & Time Off(p. 64)
• Learning & Career Development(p. 75)
• Manager Availability & Time(p. 86)
• Part III Tangible Recognition & Rewards(p. 95)
• Outstanding Employee & Achievement Awards(p. 97)
• Cash, Cash Substitutes & Gift Certificates(p. 115)
• Nominal Gifts, Merchandise & Food(p. 128)
• Special Privileges, Perks & Employee Services(p. 141)
• Part IV Group Recognition, Rewards & Activities(p. 153)
• Group Recognition & Rewards(p. 156)
• Fun, Games & Contests(p. 170)
• Celebrations, Parties & Special Events(p. 191)
• Field Trips & Travel(p. 202)
• Part V Rewards For Specific Achievements(p. 210)
• Sales Revenue(p. 212)
• Customer Service(p. 229)
• Employee Suggestions(p. 244)
• Productivity & Quality(p. 255)
• Attendance & Safety(p. 263)
• Part VI Formal Organizational Reward Programs(p. 270)
• Multilevel Reward Programs & Point Systems(p. 271)
• Company Benefits & Perks(p. 284)
• Employee & Company Anniversaries(p. 303)
• Charity & Community Service(p. 314)
• Company Stock & Ownership(p. 324)
• Appendixes(p. 330)
• I Where to Get Specialty Reward Items(p. 330)
• II Companies That Arrange Unusual Reward Activities(p. 339)
• III Incentive Travel Coordinators(p. 344)
• IV Motivational and Incentive Companies and Associations(p. 350)
• V Featured Companies(p. 353)

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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 found that employees preferred personalized, instant recognition from their direct supervisors more than any other kind of motivation. In fact, in another survey of American workers, 63 percent of the respondents ranked "a pat on the back" as a meaningful incentive. In Graham's studies, employees perceived that manager-initiated rewards for performance were done least often, and that company-initiated rewards for presence (that is, rewards based simply on being in the organization) occurred most often. Dr. Graham concluded, "It appears that the techniques that have the greatest motivational impact are practiced the least, even though they are easier and less expensive to use." Graham's study determined the top five motivating techniques reported by employees to be: 1. The manager personally congratulates employees who do a good job. 2. The manager writes personal notes about good performance. 3. The organization uses performance as the basis for promotion. 4. The manager publicly recognizes employees for good performance. 5. The manager holds morale-building meetings to celebrate success. Ideally, you should vary the ways you recognize your staff while still trying to do things on a day-to-day basis. For example, Robin Horder-Koop, manager of programs and services at Amway Corporation, the distributor of house and personal-care products and other goods in Ada, MI, uses these inexpensive ways to recognize the 200 people who work for her on a day-to-day basis: On days when some workloads are light, the department's employees help out workers in other departments. After accumulating eight hours of such work, employees get a thank-you note from Horder-Koop. Additional time earns a luncheon with company officials in the executive dining room. All workers are recognized on a rotating basis. Each month, photos of different employees are displayed on a bulletin board along with comments from their coworkers about why they are good colleagues. Horder-Koop sends thank-you notes to employees' homes when they do outstanding work. When someone works a lot of overtime or travels extensively, she sends a note to the family thanking them for their support. At corporate meetings, employees play games such as Win, Lose, or Draw and The Price Is Right, using questions about the company's products. Winners get prizes such as tote bags and T-shirts. Other inexpensive ideas Horder-Koop uses to recognize employees include giving flowers to employees who are commended in customers' letters, having supervisors park employees' cars one day a month, and designating days when workers can come in late or wear casual clothes to the office. According to author and management consultant Rosabeth Moss Kanter, "Recognition--saying thank you in public and perhaps giving a tangible gift along with the words--has multiple functions beyond simple human courtesy. To the employee, recognition signifies that someone noticed and someone cares. To the rest of the organization, recognition creates role models--heroes--and communicates the standards, saying: 'These are the kinds of things that constitute great performance around here.'" Following are some guidelines Kanter offers for successfully recognizing employees: Principle 1: Emphasize success rather than failure. You tend to miss the positives if you are busily searching for the negatives. Principle 2: Deliver recognition and reward in an open and publicized way. If not made public, recognition loses much of its impact and much of the purpose for which it is provided. Principle 3: Deliver recognition in a personal and honest manner. Avoid providing recognition that is too "slick" or overproduced. Principle 4: Tailor your recognition and reward to the unique needs of the people involved. Having many recognition and reward options will enable management to acknowledge accomplishment in ways appropriate to the particulars of a given situation. Principle 5: Timing is crucial. Recognize contribution throughout a project. Reward contribution close to the time an achievement is realized. Time delays weaken the impact of most rewards. Principle 6: Strive for a clear, unambiguous, and well-communicated connection between accomplishments and rewards. Be sure people understand why they receive awards and the criteria used to determine awards. Principle 7: Recognize recognition. That is, recognize people who recognize others for doing what is best for the company. Excerpted from 1,001 Ways to Reward Employees by Bob Nelson, Ken Blanchard, Stephen Schudlich All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Notas de autor provistas por Syndetics

Kenneth Hartely Blanchard was born May 6, 1939, in Orange, New Jersey. He married Marjorie McKee, a business consultant, in 1962. He founded Blanchard Training and Development in 1977.

Blanchard has cowritten several books on management, including one of the best-selling management books of all time, The One-Minute Manager (1982) with Spencer Johnson. In the book, the authors describe effective and efficient management skills. The basics to good management are setting goals, praising, and reprimanding. Blanchard says that these skills can easily be translated to work in the home as well as the office.

Blanchard lives in San Diego, California.

(Bowker Author Biography)