Carrots and Sticks Don''''t Work- Build a Culture of Employee Engagement with the Principles of RESPECT

Carrots and Sticks Don''''t Work- Build a Culture of Employee Engagement with the Principles of RESPECT

More Advance Praise for Carrots and Sticks Don’t Work “Carrots and Sticks Don’t Work is a profound book about the power of respect In today’s world, where ethics and consideration are at an all-time low, Dr Marciano has written a testament to what we all need to remember: personal responsibility that earns respect.” —Jane Boucher, author of How to Love the Job You Hate “Dr Marciano’s new book is loaded with compelling and relevant case studies, which will inspire current and future leaders with new insight and a road map for getting teams to make things happen!” —Tony Hurst, Manager Service Operations, Honeywell International “Dr Marciano goes right to the heart of true leadership Many leaders can get short-term results through the traditional model of rewards and punishment But true sustainable impact and results come from building respect.” —Garrett Ingram, AVP Managed Markets Strategy, Novo Nordisk Inc “Outstanding! An excellent guide to help both managers and individual contributors understand what employee engagement is and why having it is critical for individuals and organizations to thrive.” —Michael Stallard, author of Fired Up or Burned Out “In my thirty-plus years in HR, I had not read an HR book before that I would have said was a ‘must have’ textbook for any line manager but this is one!” —Clinton Wingrove, EVP and Principal Consultant, Pilat HR Solutions “I wish this book had been written twenty years earlier It would have saved me a lot of mistakes.” —Mark Straley, President, Ortho Clinical Diagnostics, Johnson & Johnson “Carrots and Sticks Don’t Work brings a clear understanding to leadership by providing very useful methods that will enable managers of people to connect with today’s evolutionary workforce As someone who has managed people for over thirty years and uses engagement surveys in determining employee satisfaction, I can affirm that Dr Marciano’s book is a wonderful primer for all who lead people in today’s world.” —Diane Piraino-Koury, Owner/Operator, McDonald’s Restaurant “I plan on having all members of my management organization read Carrots and Sticks Don’t Work The RESPECT Model is an easy-touse process with many examples I personally plan on using it both inside and outside of work!” —Jack Lally, Senior Manager, FedEx “This book is a concise blueprint for creating a positive, cohesive workforce.” —A Michael Hopp, Senior Vice President of Human Resources, Mannington Mills, Inc “Finally, a book that conveys the key to employee motivation in our contemporary workplace The RESPECT Model explicitly shows that when people are treated with respect they engage and work harder to achieve the goals of the organization.” —Arnold Endick, Workplace Environmental Analyst, U.S Postal Service, Retired “Dr Marciano encourages us to look at today’s challenging reality through a new lens, and we emerge renewed and refreshed.” —Eva G Carmichael, Internal Consultant, Superior Court of New Jersey “Carrots and Sticks Don’t Work is a practical guide and reminder of how we should all behave in both our professional and personal lives I think it’s a must read and one that will become a reference for anyone that is interested in becoming a leader, becoming a better leader, or knowing what to look for in a good leader.” —Dave Hickey, CEO, Lumeta Corporation “I was barely past the R in RESPECT and couldn’t wait to get back to the office to try out the suggestions laid out in this book A must read for any manager or business owner who has ever wrestled with employee productivity issues.” —Michael Caldwell, Co-Founder/CEO, GigMasters.com, Inc “Dr Marciano gives great advice about what works—and what doesn’t—to get maximum employee engagement and discretionary effort.” —Christopher Rice, President and CEO, Blessing White, Inc “Carrots and Sticks Don’t Work is an easy read and an even easier application that builds respect and dignity into everyday work life.” —Ron Golumbeck, Vice President and Director of Human Resources, ITT Industrial Process “This book is a worthwhile read for organizations large and small, executives, middle managers, supervisors, and human resource professionals Dr Marciano’s commonsense approach is appealing in today’s economy where nothing is more important than to harness the loyalty, discretionary effort, and commitment of the workforce through respect.” —Catharine Newberry, former Chief Human Strategy Officer, The Medicines Company “This is a relevant and useful book for personnel management in organizations of all sizes The RESPECT Model is a friendly and flexible tool for building a better working environment for employees and supervisors and getting results for the organization.” —Jose S Azcona, President, Alianza Inmobiliaria “Carrots and Sticks Don’t Work is a diamond in the rough of leadership books Dr Marciano not only transforms the way we think about employee engagement, but his research and insights argue for a new dawn of business where respect should live at the forefront of all of our value statements.” —Daniel Rehal, President, Vision2Voice, Inc “In Carrots and Sticks Don’t Work, Dr Marciano combines his real-life leadership and consulting experience with an extensive background in teaching and research to help employers create and sustain a productive workforce in the twenty-first century.” —Carl Sorensen, Associate VP Human Resources, University of Richmond “The RESPECT Model created by Dr Marciano is the best human resource program I have ever encountered It’s a step-by-step approach in creating an engaged employee Engaged employees are an asset to every employer and organization.” —Carl Resnick, owner, Flemington Department Store “Drawing from decades of research as well as personal and clinical experience, Dr Marciano explains how to avoid common managerial mistakes that actually undermine employee motivation Every manager should read this highly insightful and engaging book.” —Nicole Tuchinda, M.D., J.D., Associate, Ropes & Gray, LLP Carrots and Sticks Don’t Work This page intentionally left blank Carrots and Sticks Don’t Work Build a Culture of Employee Engagement with the Principles of RESPECT ™ Paul L Marciano, Ph.D New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2010 by Paul L Marciano All rights reserved Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher ISBN: 978-0-07-173698-5 MHID: 0-07-173698-0 The material in this eBook also appears in the print version of this title: ISBN: 978-0-07-171401-3, MHID: 0-07-171401-4 All trademarks are trademarks of their respective owners Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark Where such designations appear in this book, they have been printed with initial caps McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs To contact a representative please e-mail us at bulksales@mcgraw-hill.com TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc (“McGrawHill”) and its licensors reserve all rights in and to the work Use of this work is subject to these terms Except as permitted under the Copyright Act of 1976 and the right to store and retrieve one copy of the work, you may not decompile, disassemble, reverse engineer, reproduce, modify, create derivative works based upon, transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it without McGraw-Hill’s prior consent You may use the work for your own noncommercial and personal use; any other use of the work is strictly prohibited Your right to use the work may be terminated if you fail to comply with these terms THE WORK IS PROVIDED “AS IS.” McGRAW-HILL AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE McGraw-Hill and its licensors not warrant or guarantee that the functions contained in the work will meet your requirements or that its operation will be uninterrupted or error free Neither McGraw-Hill nor its licensors shall be liable to you or anyone else for any inaccuracy, error or omission, regardless of cause, in the work or for any damages resulting therefrom McGraw-Hill has no responsibility for the content of any information accessed through the work Under no circumstances shall McGraw-Hill and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages This limitation of liability shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise Dedicated to the one I choose every day, Karen References and Resources 213 Deci, E L (1975) Intrinsic Motivation New York: Plenum Press De Cremer, D., and Tyler, T R (2005) Managing group behavior: The interplay between procedural justice, sense of self, and cooperation Advances in Experimental Social Psychology, 37, 151–218 Deming, W E (1993) The New Economics for Industry, Government, Education Cambridge: Massachusetts Institute of Technology Center for Advanced Engineering Study Fishbein, M (1967) Attitude and the prediction of behaviour In M Fishbein (ed.), Readings in Attitude Theory and Measurement (477–491) New York: Wiley Fishbein, M (1968) An investigation of relationships between beliefs about an object and the attitude towards that object Human Relationships, 16, 233–240 Fleming, J H., and Asplund, J (2007) Human Sigma New York: Gallup Press Gibbons, John (2007) Finding a Definition of Employee Engagement Executive Action Report The Conference Board Executive Action Series, No 236 Harter, J., Schmidt, F., and Hayes, T (2002) Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis, Journal of Applied Psychology, 87, 268–279 Harter, J K., Schmidt, F L., Killham, E A., and Asplund, J W (2006) Q12 Meta-Analysis Omaha: The Gallup Organization 214 References and Resources Herzberg, F (1968) One more time: how you motivate employees? Harvard Business Review, 46, 53–62 Herzberg, F (1962) Work and the Nature of Man New York: Thomas Y Crowell Co Herzberg, F., Mausner, B., and Snyderman, B B (1959) The Motivation to Work New York: John Wiley Kerr, S (1975) On the folly of rewarding A, while hoping for B Academy of Management Journal, 18, 769–783 Krzyzewski, M., and Phillips, D T (2000) Leading with the Heart New York: Warner Books Locke, E A., and Latham, G P (1990) A Theory of Goal Setting and Task Performance Englewood Cliffs, NJ: Prentice Hall Macey, W H., and Schneider, B (2008) The meaning of employee engagement Industrial and Organizational Psychology, 1, 3–30 MacLeod, D., and Clarke, N (2009) Engaging for success: Enhancing performance through employee engagement A report to Government London: Crown Publishing Maslow, A (1943) A theory of human motivation Psychological Review, 50, 370–396 Maslow, A (1954) Personality and Motivation New York: Harper Mayo, E (1933) The Human Problems of Industrial Civilization New York: Macmillan McClelland, D C (1975) Power: The Inner Experience New York: Irvington References and Resources 215 McGregor, D (1960) The Human Side of Enterprise New York: McGraw-Hill Molson Coors www.molsoncoors.com/careers/employee-engage ment Murray, H A (1938) Explorations in Personality New York: Oxford University Press Nink, M (2009) Employee disengagement plagues Germany The Gallup Management Journal Retrieved 11/17/09 from www.gallupjournal.com Princeton NJ: The Gallup Organization Prochaska, J O., and DiClemente, C C (1982) Transtheoretical therapy: Toward a more integrative model of change Psychotherapy: Theory, Research and Practice, 19, 276–288 Ramarajan, L., Barsade, S G., and Burack, O R (2008) The influence of organizational respect on emotional exhaustion in the human services The Journal of Positive Psychology, 3, 4–18 Reputation Institute (2009) 2009 Global Reputation Pulse— US Results Retrieved from www.reputationinstitute.com/ knowledge-center/global-pulse Schneider, B., Macey, W H., Barbera, K M., and Martin, N (2009) Driving customer satisfaction and financial success through employee engagement People & Strategy, 32 (2): 22–27 Simon, B., and Stürmer, S (2003) Respect for group members: Intragroup determinants of collective identification and group-serving behavior Personality and Social Psychology Bulletin, 29, 183–193 216 References and Resources Skinner, B F (1938) The Behavior of Organisms: An Experimental Analysis New York: D Appleton-Century Company, Inc Sleebos, E., Ellemers, N., and de Gilder, D (2006) The carrot and the stick: Respected and disrespected group members’ motives to engage in group-serving efforts Personality and Social Psychology Bulletin, 32, 244–255 Sleebos, E., Ellemers, N., and de Gilder, D (2006) The paradox of the disrespected: Disrespected group members’ engagement in group-serving efforts Journal of Experimental Social Psychology, 42, 413–427 Sleebos, E., Ellemers, N., and de Gilder, D (2007) Explaining the motivational forces of (dis)respect: How self-focused and group-focused concerns can result in the display of group-serving efforts Gruppendynamik und Organisationsberatung, 38, 327–342 Smith, H J., Tyler, T R., and Huo, Y J (2003) Interpersonal treatment, social identity, and organizational behavior In S A Haslam, D van Knippenberg, M Platow, and N Ellemers (eds.), Social Identity at Work: Developing Theory for Organizational Practice (155–172) London: Psychology Press Spears, R., Ellemers, N., Doosje, B., and Branscombe, N R (2006) The individual within the group: Respect! In T Postmes and J Jetten (eds.), Individuality and the Group: Advances in Social Identity (175–195) London: Sage Tajfel, H (1978) Differentiation Between Social Groups: Studies in the Social Psychology of Intergroup Relations London: Academic Press References and Resources 217 Tajfel, H., and Turner, J C (1979) An integrative theory of intergroup conflict In W G Austin and S Worchel (eds.), The Social Psychology of Intergroup Relations (33–48) Monterey, CA: Brooks/Cole Taylor, F (1911) The Principles of Scientific Management New York: Harper and Brothers Towers Watson (2008) Closing the Engagement Gap: A Road Map for Driving Superior Business Performance: Global Workforce Study 2007-2008 New York: Published by author Towers Watson (2009) Driving Business Results Through Continuous Engagement: 2008/2009 WorkUSA Survey Report New York: Published by author Tyler, T R., and Blader, S L (2000) Cooperation in Groups: Procedural Justice, Social Identity, and Behavioral Engagement Philadelphia: Psychology Press Tyler, T R., and Blader, S L (2003) The group engagement model: Procedural justice, social identity, and cooperative behavior Personality and Social Psychology Review, 7, 349–361 U.S Merit Systems Protection Board (2008) The Power of Federal Employee Engagement Washington, DC, 2008 U.S Merit Systems Protection Board (2009) Managing for Engagement: Communication, Connection, and Courage Washington, DC, 2009 Vroom, V H (1964) Work and Motivation Oxford, UK: Wiley This page intentionally left blank 219 INDEX Absenteeism, engaged employees and, 52 Accidents, engaged employees and, 53 Actionable philosophy, 67 Adams, John, Antitrust practices, 193–94 See also Trust Apathy, disengaged employees and, 48 Ash, Mary Kay, 83 Awards, best practices in employee recognition, 96–99 Bandura, Albert, Barsade, Sigal, 70 Barsness, Zoe, 69 Bayes, David, 96–99 Behavior, culture and, 205–6 Behavior of Organisms, The (Skinner), Best practices for building trust, 189–92 for employee recognition awards, 96–99 for empowerment, 111–12 for giving recognition, 96–99 for increasing consideration, 174–79 for increasing recognition, 99–101 for partnering, 140–42 for rebuilding trust, 196–99 for setting expectations, 156–60 for setting goals, 156–60 for supportive feedback, 126–29 Binney & Smith, 157 Blader, Steve, 70 Blaik, Red, 201 Blanchard, Ken, 131 Burack, Orah, 70 Carroll, Lewis, 33 “Carrots and sticks,” 1–2 Chamberlain, Joshua, 202 Circle of RESPECT, 68–69 See also Respect; RESPECT Model exercise, 69 220 Index feeling respected as individual, 78–79 respect for organization, 69–74 respect for supervisor, 74–75 respect for team members, 75–76 respect for work, 76–78 Coker, Brent, 194 ColorMe Company, 70–71 Communication, for effectively setting goals and expectations, 151–52 Community service projects, tips for planning, 72–73 Competitive advantage, of companies, engaged employees and, 53–54 Conditioning, operant, 1–4, Consideration, 163–65 See also RESPECT Model benefits of treating employees with, 166–68 best practices and turnkey strategies for increasing, 174–79 case story about, 168–69 as driver of RESPECT Model, 81 examples of, 171–73 fundamentals of, 169–70 self-assessment quiz for, 165–66 Covey, Stephen, 133–34 Creativity, reward and recognition programs and, 31 Cross-training, 77, 141 Culture behavior and, 205–6 workplace, reward and recognition programs and, 34–35 Deal, The, employees’ motivations and, 13 Deci, Edward, 31 Deming, W Edwards, 57 Department swaps, 141–42 Dependent variables, reward and recognition programs and, 21–22 DiClemente, Carlo, 203 Disengaged employees, 48–49 See also Engaged employees costs of, 48–49 factors that cause, 49–50 Ellemers, Naomi, 67 Employee councils, 142 Employee engagement See Engagement, employee Employee motivation See Motivation, employee Employee recognition awards, best practices in, 96–99 Index Empowered employees, benefits of having, 106 Empowerment, 103–4 See also RESPECT Model best practices and turnkey solutions for, 111–12 as driver of RESPECT Model, 80 examples of, 108–11 on playing field, 107–8 self-assessment quiz for, 104–5 Engaged employees See also Disengaged employees; Engagement, employee absenteeism and, 52–53 accidents and, 53 competitive advantage of companies and, 53–54 distribution of, 51 Equal Employment Opportunity complaints and, 53 productivity and, 52 profile of, 41–43 profitability and, 52 retention and, 51–52 turnover and, 51–52 Engagement, employee assessment quiz, 43–45 benefits of, 45–46 defined, 40, 56–58 difficulties defining, 54–56 221 distinguishing cause vs symptom of, 59–62 employee motivation vs., 40–43 factors that cause, 46–48 operational definition of, 57–58 as psychological construct, 56–57 research on, 50–54 Equal Employment Opportunity (EEO) complaints, engaged employees and, 53 Equity Theory, 9, 11 Expectancy Theory, Expectancy-Value Theory, Expectations, setting, 145–46 See also RESPECT Model being specific and, 153–56 benefits of, 148–50 best practices and turnkey strategies for, 156–60 communication and, 151–52 as driver of RESPECT Model, 80–81 fundamentals of, 150–56 self-assessment quiz for, 146–48 Explorations in Personality (Murray), Extinction, 28 222 Index Extrinsic reinforcement, intrinsic motivation and, 31–32 Intrinsic motivation, extrinsic reinforcement and, 31–32 Johnson & Johnson, 71 Federman, Irwin, 63 Feedback See Supportive feedback Feedback Fridays, 128–29, 176 Fishbein, Martin, Gibbons, John, 55 Gifts, as reinforcement program, 30–31 Gilbreth, Frank, Gilbreth, Lillian, Gilder, Dick de, 67 Goal-Setting Theory, Goals, setting, 145–46 benefits of, 148–50 best practices and turnkey strategies for, 156–60 fundamentals of, 150–51 performance and, 22 self-assessment quiz for, 146–48 Harter, Jim, 51 Hawthorne Effect, 6–7 Hawthorne Studies, 6–7 Herzberg, Frederick, 9, 10 Hierarchy of Needs model, 8–9 Human motivation See Motivation, employee Hygiene factor, 10 Kerr, Steven, 32 Killer Angels, The (Shaara), 202 Krzyzewski, Mike, 22 Leading from the HEART (Krzyzewski), 22 Lincoln, Abraham, 15 Locke, Edwin, Lombardi, Vince, 201 Lucia, Alexander, 115 Macey, William, 54 Mannington Mills, 79 Maslow, Abraham, 8–9 Maxwell, John, 163 Mayor, Elton, 6–7 McClelland, David, McGregor, Douglas, Meeting practices, 175–76 Mentor programs, partnering and, 142 Money, 10–11 Motivation, employee brief history of human, 5–9 changing expectations and, 12–14 in contemporary workplace, 9–14 Index employee engagement vs., 40–43 intrinsic, and extrinsic reinforcement, 31–32 long-term effectiveness of, 11–12 reward and recognition programs and, 34–35 Murray, Henry, 7–8 Needs, Hierarchy of (Maslow), 8–9 Needs, Theory of, Negative reinforcement, 2–3 Operant conditioning, 1–4, Organizations, respect for, 69–74 Palmer, Edward, 65–67 Partner audits, 142 Partnering, 131–32 See also RESPECT Model benefits of, 133–35 best practices and turnkey strategies for, 140–42 as driver of RESPECT Model, 80 examples of, 137–39 fundamentals of, 135–37 self-assessment quiz for, 132–33 Peer feedback, for supportive feedback, 128 223 Performance reviews, 121–22 Philosophy, actionable, 67 Positive reinforcement, 2–3, 102 Praise, methods of giving powerful, 94–96 See also Recognition Principle-Centered Leadership (Covey), 133–34 Principles of Scientific Management, The (Taylor), Prochaska, James, 203 Productivity, engaged employees and, 52 Profitability, engaged employees and, 52 Program Assessment Rating Tool (PART), 52 Punishment, 2–3 Quizzes, self-assessment for consideration, 165–66 for employee engagement, 43–45 for empowerment, 104–5 for expectations, 146–48 for partnering, 132–33 for recognition, 84–85 for supportive feedback, 116–18 for trust, 182–84 224 Index Ramarajan, Lakshmi, 70 Recognition, 83–84 See also RESPECT Model benefits of, 86 best practices for giving, 96–99 best practices for increasing, 99–101 case story of, 88–89 as driver of RESPECT Model, 80 methods of giving powerful, 94–96 reasons for not giving, 89–94 self-assessment quiz for, 84–85 Recognition programs See Reward and recognition programs Reinforcement extrinsic, and intrinsic motivation, 31–32 negative, 2–3 positive, 2–3, 102 Reinforcement schedules, reward and recognition programs, 27–29 Reputation, importance of, 70–71 Respect See also Circle of RESPECT approaches to getting, 64–65 author’s personal experience of, xix–xxv future of, 204–5 for individuals, 78–79 for organizations, 69–74 profile of, 65–67 for supervisors, 74–75 for team members, 75–76 for work, 76–78 RESPECT Model, 63–64, 67 See also Circle of RESPECT birth of, xxv–xxviii implementing, 201–2 leading with, 202–4 seven drivers of, xxvii, 79–81 See also specific drivers Retention, engaged employees and, 51–52 Reward and recognition programs ineffectiveness of, 15–18 reasons for ineffectiveness of, 18–37 because administration can be inconsistent and unfair, 22–24 because everyone’s a winner, 33 Index because extrinsic reinforcement reduces intrinsic motivation, 31–32 because gifts are not reinforcement programs, 30–31 because goals can limit performance, 22 because program architects are not experts, 33–34 because programs add stress for supervisors, 24–25 because programs are cover-ups for ineffective supervisors, 27 because programs are manipulative, 33 because programs are narrowly focused, 21 because programs decrease overall motivation, 34–35 because programs destroy teamwork, 26–27 225 because programs focus on wrong dependent variable, 21–22 because programs foster cheating, 25–26 because programs have no impact on workplace culture, 34–35 because programs offer weak reinforcement schedules, 27–29 because programs reduce creativity and risk taking, 31 because rewards are not necessarily reinforcing, 20–21 because they are programs, 19–20 because wrong behaviors are rewarded, 32 Risk taking, reward and recognition programs, 31 Role models, for supportive feedback, 128 Role play, for supportive feedback, 127 Roosevelt, Theodore, 103 Ryun, Jim, 11 226 Index Schneider, Benjamin, 54, 55 Scientific management, 5–6 Self-assessment quizzes for consideration, 165–66 for employee engagement, 43–45 for empowerment, 104–5 for expectations, 146–48 for partnering, 132–33 for recognition, 84–85 for supportive feedback, 116–18 for trust, 182–84 Self-Efficacy Theory, Shaara, Michael, 202 Skinner, B F., 2, Sleebos, Ed, 67 Social reinforcement, methods of giving powerful, 94–96 See also Recognition Specificity, setting expectations and, 53–56 Stages of Change model, 203 Stengel, Casey, 39 Supervisors respect for, 74–75 reward and recognition programs and, 24–25, 27 Supportive feedback, 115–16 See also RESPECT Model benefits of, 118–20 best practices and turnkey strategies for, 126–29 case story of, 120–21 as driver of RESPECT Model, 80 examples of, 125–26 fundamentals of, 122–24 performance reviews and, 121–22 self-assessment quiz for, 116–18 Taylor, Frederick, 5–6 Team members, respect for, 75–76 Teamwork, reward and recognition programs and, 26–27 Theory X, Theory Y, Towers Watson, 52–53 Trust, 181–82 See also Antitrust practices; RESPECT Model benefits of, 184–86 best practices and turnkey strategies for building, 189–92 best practices and turnkey strategies for rebuilding, 196–99 case story about, 186–87 as driver of RESPECT Model, 81 fundamentals of building, 188 self-assessment quiz for, 182–84 Index Trust breakers, 194–96 Turnkey strategies for building trust, 189–92 for empowerment, 111–12 for increasing consideration, 174–79 for increasing recognition, 99–101 for partnering, 140–42 for rebuilding trust, 196–99 for setting expectations, 156–60 for setting goals, 156–60 for supportive feedback, 126–29 227 Turnover, engaged employees and, 51–52 Two-Factor Theory, Tyler, Tom, 70 Vroom, Victor, Walton, Sam, 145 Washington, Booker T., 181 West, Mae, Work, respect for, 76–78 Workplace culture, reward and recognition programs and, 34–35 “Your Story” exercise, 76, 209–10 ... 0-07-171401-4 All trademarks are trademarks of their respective owners Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the. .. important, and why, unfortunately, much of the research is fundamentally flawed Then you’ll learn about the RESPECT Model and how it changes organizational culture and increases employee engagement. .. in the field of human motivation and a plethora of theories to explain and impact human behavior in the workplace, including Albert Bandura’s Self-Efficacy Theory, Douglas McGregor’s Theory X and