【正文】 s multigenerational workplace, which may span more than 50 years. Flexible work arrangements and other initiatives aimed at enhancing quality of life have universal appeal, but the definition of quality of life varies by generation. Mature Workers Born between 1930 and 1945, mature workers generally have had predictable career paths, worked hard for one or two panies, and moved up the ladder. They are characterized by loyalty to employers and are considered to be riskaverse and conformist. Make sure to value such employees for what they know, not just what they do. Several surveys by the American Association of Retired Persons have shown that workers in this category will work past retirement age if offered flexible schedules, parttime hours, and temporary employment. 工商管理外文參考文獻(xiàn)譯文及原文和參考文獻(xiàn) Baby Boomers Born between 1946 and 1963, this segment (the me generation) represents a majority of middle and upper management in most anizations. They grew up 。 s research shows that considerate management styles boost motivation, productivity and profit. Make charitable donations in employees39。 children. Give the gift of time Free time around the holidays is especially valuable. Even if your business increases during the holidays, arrange for flextime。 jobs, so they can supervise better in the new year. Give gifts from the heart Encourage managers to write letters to employees39。 t just a good way to express gratitude, they are also good management strategies, saysAlex Hiam, author of Streetwise Motivating amp。s been tailored to meet the unique needs of your Walters is the founder and Chief Vision amp。s where another kindergarten institution, the milkandcookies breaks, came in. I wanted to build relationships among the employees, to make them feel more pany morale, he says. Rather than posting an actual wheel in the office, McLaughlin had chief operating officer Tom Gavin post the tasks and the names of the employees who were responsible for them on the pany intra and on a board in the kitchen. There are eight tasks in all: stocking the kitchen with food and drinks, cleaning and anizing the dishes, maintaining the supply closet, sorting and distributing the mail, tidying the kitchen, overseeing the reception area, arranging and setting up the snack breaks, and acting as ombudsperson. Each employee (plus a backup) is assigned a particular task for a week. Any disputes or questions go to the ombudsperson, who also handles miscellaneous tasks, such as changing lightbulbs and fixing the printer. 4 To Uncover Employee Potential People designated as leaders because of their actions, rather than title alone, know that their success is measured by the success of their employees. Such leaders know that if they foster an inhospitable environment, then only the hardiest of employees will flourish. The most skillful leaders uncover and help nurture individuals? potential, using missteps or mistakes as opportunities to augment and build on strengths. This approach elevates the performance of the group, and also supports and reflects well on the leader. Many popular evaluation methods, such as performance reviews, focus too heavily on identifying areas of low performance or weakness. Concentrating on these weaknesses, without also highlighting strengths and emphasizing how weak areas might be strengthened, may result in a selffulfilling prophecy: you build a poor image of the employee and he consequently performs ? down to? his potential. It can also lead to wasted resources, and you? ll end up getting a minimal level of performance from an employee with star potential. Results of underexpecting the performance potential of employees include low morale, unsatisfactory performance, and higher degrees of employee turnover. In fact, many surveys suggest that employees often leave a pany not because of dissatisfaction with the pany or work itself, but because of poor relationships with a manager and/or unpleasant interpersonal issues[6]. So the question remains: How can you unearth and nurture your employees39。s fatcat habits, he had yet to act. He says that 911, and the what are my priorities thinking it engendered, created an environment where it was easy for me to initiate a change. The change he had in mind was inspired by a visit to his daughter39。s bottom line[2]. But last summer two things happened that spurred McLaughlin to make some changes. First, the Boston office lost both of its administrative assistants. One assistant quit and the other left a few weeks later. The two had stocked the supply room, sorted the mail, and weled visitors. The dual departures wreaked havoc. The kitchen was out of milk, we didn39。s Inter service provider because of excessive traffic on the corporate T1 line. The cause? Employees were downloading MP3 files to listen to music during the workday. It frustrated McLaughlin that employees weren39。s transformation began last year, when McLaughlin realized to his chagrin that his once small and collegial pany had because of accelerated growth begun acting like a large corporation. His employees no longer knew one another, and he himself was increasingly vague about who some of the new faces were. In the early days I could get to know everyone, says McLaughlin. However, the CEO was most annoyed by the fact that his employees both old and new were beginning to behave with largepany sloppiness rather than with startup frugality. Back when we were small, if someone sent a FedEx, we all knew how much that was costing the pany, McLaughlin says. He recalls noticing that things were changing when one employee approved paying a contractor $100 a month to water the pany39。s back to work for the 90 employees in the Boston office of Eze. What39。s All in the Detail How do you build morale