The Carrot Principle
How the Best Managers Use Recognition to Engage Their Employees, Retain Talent, and Dirve Performance
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4.5 • 2 Ratings
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- $10.99
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- $10.99
Publisher Description
Newly updated to include information for the UK, The Carrot Principle illustrates how ordinary organizations have made themselves extraordinary through the use of strategic employee recognition. The authors show how great organizations and great managers succeed through living the Carrot Principle.
Featuring case studies of effective recognition in some of the world's most successful organizations, such as DHL, Avis, Pepsi, etc and demonstrating how recognition has led to improved employee commitment and bottom line results in these companies, the book also shows how a Carrot Culture is not created by the CEO, senior leadership team or HR department, but manager by manager.
The book provides examples of leaders - from around the globe - who lead through the Carrot Principle: providing plentiful how-to's for managers wishing to get started or hoping to enhance their recognition abilities.
Overall, there has never been a book in the recognition or motivation space that has had this type of quantitative or case study support.
PUBLISHERS WEEKLY
Gostick and Elton, consultants with the O.C. Tanner Recognition Company, have made a career out of promoting the idea of employee recognition as a corporate cure-all. (Their previous books include Managing with Carrots, The 24-Carrot Manager and A Carrot a Day). Here, they cover familiar ground, showing how many managers fail to acknowledge the special achievements of their employees and risk alienating their best workers or losing them to competing firms. They advocate creating a "carrot culture" in which successes are continually celebrated and reinforced. Dozens of recognition techniques include the obvious ("When a top performer is going on a particularly long business trip, upgrade her ticket to business class") to the offbeat ("Hire a celebrity impersonator to leave a congratulatory voice-mail message on an employee's phone"). But the authors pad the pages with unsurprising survey results, the umpteenth recapitulation of Abraham Maslow's hierarchy of needs and long anecdotes of questionable relevance (e.g., three pages about Charles Goodyear's rubber-vulcanizing technique in order to introduce the notion that a transforming force like employee recognition! can produce surprising results). Gostick and Elton's philosophy is appealing, but could have been explained in a long magazine article.
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