Action
Ideas For Improving Employee Motivation by Susan Keane Baker
Herb Baum, Chairman, President &
CEO of Dial Corporation in Scottsdale
Arizona arranged for the 155 lowest earners
in his company to receive $1000 each from
Baum’s annual bonus. “If you
draw the line on your own greed, and your
employees see it, they will be incredibly
loyal and perform much better for you.”
Source: Harvard Business Review
January, 2003
At Mitchell’s, a Connecticut based
clothing retailer, a database of customer
data and preferences is updated continuously.
Profiled reports are prepared daily to
gauge how many customers were profiled.
If the average associate entered profile
information regarding 73.4% of his customers,
everyone below the average is selected
for coaching on their profiling abilities.
The quality of the database enhances an
associate’s ability to anticipate
customer needs.
Source: 1 to 1 November/December,
2002
Alex Hiam, author of Making Horses
Drink: How to Lead and Succeed in Business
says that motivation is lots of little
things combined, such as (1) making a
list of how you can contribute to the
world through your work (2) help someone
(3) celebrate a victory (4) recognize
other’s achievements (5) change
your routine – even playing different
music can result in increased energy and
enthusiasm for work.
Source: Incentive October, 2002
Southwest Airlines has long linked high
productivity to high levels of employee
loyalty and morale. When the federal government
offered cash grants to prop up the industry,
Chief Executive James F. Parker included
this money in the company’s profit
sharing formula for employees, even though
he wasn’t required to.
Source: Business Week February
3, 2003
Jim Goodnight, CEO of SAS, a software
company that regularly ranks in the top
10 of the best places to work: “I
read Jack Welch’s book this year.
I find the idea that you would whack 10%
of your employees every year as preposterous…
Once you offer a benefit, you can’t
take it away. We have three child care
centers on our campus. Parents who have
had kids that go through day care are
some of our most loyal employees.
Source: Business 2.0 January
2003
Ken Howell, President of Dayton Heart
Hospital earmarked $100,000 for bonuses
for non-management employees in 2002.
Full time staff members received $300.
Part timer staff received $150. Staff
who worked overtime hours or extra shifts
split the remainder. Hospital results
included a 23% growth in revenue through
the third quarter of 2002.
Source: Dayton Business Journal November
15, 2002
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