WHY EMPLOYEES DON'T DO WHAT THEY'RE SUPPOSED TO DO AND WHAT TO DO ABOUT IT

The time is right for an update of this perennial bestseller. Although the current edition was published back in 1988. Why Employees Don't Do What They're Supposed To Do appeared on the New York Times Business Best Seller List in February 1998, and Fournies continues to get requests for book signings, keynote speeches, and radio interviews to promote the book. The reason for the book's success? It tackles one of the biggest challenges for any manager: getting employees to do what they are supposed to do. The book is a classic because of the straight-talking, no nonsense, accessible and pragmatic approach that any manager in any industry can immediately put to use, without any fancy psychology, trendy organizational jargon, or abstract academic theories of behavior. This edition will continue to provide specific actions that every manager can take, and will also include a new preface by the author and new material to reflect recent workplace trends: flextime, increased attention to occupational stress and safety, telecommuting, computer technology, the proliferation of service industries, flextime, increased attention to occupational stress and safety, telecommuting, computer technology, the proliferation of service industries, increased use of temporary workers, and violence in the workplace. With today's increased competition to hire, train, and retain the best workers, choosing good people management techniques is beyond being a spare time luxury; it has become a matter of survival for the organization.