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Managers have a business opportunity to contribute to employee productivity.  The Society provides a business service by showing how to use human resources management to get voluntary extra effort from enterprise employees.

Legendary studies have reported that the average American worker is performing at 75% capacity, or less, because the business culture encourages and tolerates it.  Recognition and incentive companies like R.G. Balfour have hundreds of client stories where managing performance has improved productivity 30-45% as a result of their (costly, I put that in) incentive programs.  American factories have to bear 6-11% additional headcount to cover their perpetual 6-11% daily absenteeism rates just to break even!

What if employees felt their contributions were appreciated, that they were managers of their worksite, that they could reject and document incoming poor work or instructions as a means of preventing known problems, that they would be tapped to help prevent known problems, that they had a right and a responsibility for a fair performance appraisal, that they could give their opinions to a business management team that is asking (via on line surveys), that they directly, daily, and persistently contributed to meeting customer expectations while avoiding rework and mistakes, ALL without direct supervision?  Whew, that took a while to say!

Such a strategic environment for the enterprise can be set up using the Society's low, or no, cost methodologies contained in the Society's Study Guide.  Who's on staff that knows how to strategically get voluntary extra effort?