Page 184 - Anne Bruce - Building A HIgh Morale Workplace (2002)

164 Index

Holistic approach to training, K
62–63 Kasten, Thomas, 38
Home Depot, 4 Kelleher, Herb, 43
Home schooling, 137–138 Kryptonite, 13–14
Honesty, 153 L
Hope, 145–146, 149–151
Land O’ Lakes, 14–16
Hotel industry, 103–105
Lands’ End, 8
Human contact, with off-site
Law enforcement, 109–111
workers, 31–32
Leadership in crises, 137–139
Humanity, acknowledging, 8–9
Levi Strauss & Co., 38–44
Humor, 24, 42
Lexicon Communications, 132-
I 133
Listening, 120–21
IKEA, 27–28
Los Angeles Police Department
I Love Lucy, 72
morale programs, 111
Increased demands, 97–99
Love for employees, 51–53
Independence, 58
Loyalty to managers, 114–115
Information
in crisis management, 143 M
rumors and, 85–88 Macaroni Grill, 105
in uncertain times, 98, 99 Managers
Innovation, 24 authentic, 6
Insecurity, 96 as cause of poor morale, 102
Intangibles, 12, 38 employee expectations of dur-
Internal job transfers, 40 ing crises, 133, 137–139
Internet loyalty to, 114–115
forums, 16–18 modeling enthusiasm, 8
networking over, 26 reactions to crises, 144–146.
virtual teams, 30 See also Crises
Intrinsic motivation, 83–84 Manager’s 12 Tenets of Hope and
“I” statements, 97 Trust, 153–154
Marriott International, 62, 157
J MBNA, 59
Janus, 60 McDonald’s, 157
Jesus CEO, 105 Meaning, 14–16
J.M. Smucker, 59 Meetings of off-site workers,
Job descriptions, 9 31–32
Jobe, Jeff, 54 Men’s Wearhouse, 46
Job redesign, 54–58 Mentoring, 11, 41
Job simulation, 48 Mistakes, accepting, 72
Johnson & Johnson, 158 Money, morale and, 117