{"id":1,"date":"2011-09-07T17:40:54","date_gmt":"2011-09-07T17:40:54","guid":{"rendered":"http:\/\/www.workplaceinteractors.com\/theinteraction\/?p=1"},"modified":"2011-10-28T16:53:25","modified_gmt":"2011-10-28T16:53:25","slug":"hello-world","status":"publish","type":"post","link":"http:\/\/www.workplaceinteractors.com\/theinteraction\/2011\/09\/07\/hello-world\/","title":{"rendered":"What really makes employees productive?"},"content":{"rendered":"

\"\"<\/a>Powerful\u00a0article<\/a>\u00a0in the New York Times over the weekend about employee satisfaction and productivity. \u00a0The authors,\u00a0Teresa Amabile<\/a>\u00a0of Harvard Business School and\u00a0Steven Kramer<\/a>, point out a connection that should be obvious but isn’t: dissatisfaction on the job connects directly to a lower bottom line.<\/p>\n

Employee engagement may seem like a frill in a downturn economy. But it can make a big difference in a company\u2019s survival….\u00a0Conventional wisdom suggests that pressure enhances performance; our real-time data, however, shows that workers perform better when they are happily engaged in what they do.<\/span><\/p><\/blockquote>\n

What do employees find most engaging? \u00a0Amabile and Kramer’s study showed a clear result: \u00a0“of all the events that engage people at work, the single most important \u2014 by far \u2014 is simply making progress in meaningful work.”<\/p>\n

Managers can facilitate this progress. \u00a0But Amabile and Kramer found that they’re missing the boat:<\/p>\n

Unfortunately, many companies now keep head count and resources to a minimum and this makes progress a struggle for employees. Most managers don\u2019t understand the negative consequences of this struggle. When we asked 669 managers from companies around the world to rank five employee motivators in terms of importance, they ranked \u201csupporting progress\u201d dead last. Fully 95 percent of these managers failed to recognize that progress in meaningful work is the primary motivator, well ahead of traditional incentives like raises and bonuses.<\/span><\/p><\/blockquote>\n

Here’s a clear call to action: \u00a0let’s humanize the workplace, encourage creativity and meaning, and help people feel that their presence makes a difference. \u00a0It’s not just good-heartedness; it’s good business sense.<\/p>\n

 <\/p>\n

Photo: \u00a0Creative Commons<\/p>\n


\n<\/span><\/span><\/div>\n","protected":false},"excerpt":{"rendered":"

Powerful\u00a0article\u00a0in the New York Times over the weekend about employee satisfaction and productivity. \u00a0The authors,\u00a0Teresa Amabile\u00a0of Harvard Business School and\u00a0Steven Kramer, point out a connection that should be obvious but isn’t: dissatisfaction on the job connects directly to a lower bottom line. Employee engagement may seem like a frill in a downturn economy. But it …<\/p>\n

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