One Foot Out the Door

How to Combat the Psychological Recession That’s Alienating Employees and Hurting American Business

Author: Judith M. Bardwick
Pub Date: 2007
Your Price: $24.95
ISBN: 0814480586
Format: Hardcover

• Overview
• Listen to the podcast
• About the Author
• Sample Chapter
• Employee Commitment
• Customization
• Press Release
• The Psychological Recession
• Statistics
• Request an Evaluation Copy, INSTRUCTOR ONLY!

Employee Commitment

Commitment is what makes people say, “I’m proud to be working here; it’s exactly where I belong.” Engagement is what makes them say, “What we do matters. Let’s go!” Just imagine what your organization could accomplish if all employees had that attitude. Here’s a proven three-part strategy to help you lead your people to that level of passionate involvement:

#1. Ask the Right Questions
Ask your front-line workers, your support staffers, your managers, and yourself these questions:
> What do we do as an organization that is a real source of pride for us?
> What happens to our people and our customers because of what we do?
> In what ways are we improving people’s lives?
> What are our key values?
> Do we make sure that our leaders exemplify what we say we stand for?
> Do we “walk the talk” and act in line with our values and mission?

Then, pay close attention to the answers. Every resounding “yes” must be visible throughout the organization, and every “no” calls for major change.


#2. Hire the Right People
Experts have identified six personal qualities shared by people who are likely to become engaged employees. Take advantage of standard personality tests (most HR departments have them) to determine whether job applicants have the characteristics and outlook to contribute to, and fit in with, a culture of commitment and engagement. Highly engaged employees demonstrate:
•Emotional maturity. •Positive disposition. •Adaptability.
•Self-efficacy. •Passion for work. •Achievement orientation.


#3. Measure the Right Attributes
Discerning what people feel provides much more valuable information about the organization than learning what they think. To gauge their emotional temperatures, regularly ask employees open-ended questions; for instance, “How would you describe your relationship with your boss?” Forget morale and satisfaction surveys. These widely-used assessments of a manager’s performance reveal little of substance and reinforce a sense of entitlement in employees.


Adapted from ONE FOOT OUT THE DOOR: How to Combat the Psychological Recession That’s Alienating Employees and Hurting American Business by Judith M. Bardwick, Ph.D. (Published by AMACOM).

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