Why Employees Don't Do what They're Supposed to Do and what to Do about it

The essential management survival tool--with all new data from more than 5,000 managers.The sheer common sense in this classic resource is what every generation of managers is thirsting for--and that's one key reason the book is a "New York Times" Business Bestseller a full ten years after its original publication. Drawing on new findings from 5,000 managers, "Why Employees Don't Do What They're Supposed to Do" is abundantly expanded to address such new workplace issues as flex time, retaining good employees, telecommuting, workplace stress, technology, the proliferation of service industries, increased use of temps, and violence in the workplace. The solid, down-to-earth, and easily accessible advice in this book makes it a true desk-side companion."Invaluable."--"Success.""In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance ... ÝThis book ̈ should be on the desk of anyone who manages others."--"Entrepreneur""A practical, results-oriented guide for every VP, manager, supervisor, foreman, and small-business owner ... The practical advice provided here is applicable to all kinds of jobs at all levels ... It is an essential resource of innovative, practical ways to achieve optimum employee performance."--"Business Opportunities Journal""Straightforward answers to a question managers have asked themselves time and time again ... Fournies's book delivers what his title promises."--"Shop Talk""A fresh management approach to getting better results."--"Association Management""A practical, down-to-earth book that should help managers improve employee performance."--"Communications Briefing"