Why Employees Don't Do What They're Supposed To and What You Can Do About It

Front Cover
McGraw Hill Professional, Jun 7, 2007 - Business & Economics - 145 pages

The New York Times bestselling guide to getting the best out of every employee-updated for the modern workplace

Based on the actual experiences of 25,000 managers, Why Employees Don't Do What They're Supposed to Do... gives you proven, straightforward methods that work on real jobs, in the real world. This results-oriented guidebook helps you handle the top 10 situations in which employees don't perform the way they should, including a detailed analysis of the causes and the plans for preventing the same problems down the road.

Featuring fresh insights on outsourcing, temp workers, flex time, telecommuting, and technology, this no-nonsense resource arms you with the people-management skills you need to consistently elicit the highest levels of performance from your workforce.

“In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance...[This book] should be on the desk of anyone who manages others.”-Entrepreneur

From inside the book

What people are saying - Write a review

Good reading

User Review  - msoffice - Overstock.com

We gave this book to all the managers to assist with their stores. Read full review


They Dont Know Why They Should Do It
They Dont Know How to Do It
They Dont Know What They Are Supposed

7 other sections not shown

Other editions - View all

Common terms and phrases

About the author (2007)

Ferdinand F. Fournies was an internationally acclaimed business consultant and author of bestselling business books that have been translated into multiple languages. An expert in management and sales techniques, Fournies consulted to companies around the world, including Kodak, Merck, Hewlett Packard, and 3M.

Bibliographic information