One Foot Out the Door: How to Combat the Psychological Recession That's Alienating Employees and Hurting American Business

by Judith M. Bardwick

800-CEO-READ Business Book Awards for 2007 (category: Human Resources/Organizational Development) Library Journal's Best Business Books for 2007 CEO Refresher The Best Books of 2007 As many as... This description may be from another edition of this product.

• Format: Hardcover
• Language: English
• ISBN: 0814480586
• Release Date: January 2007
• Publisher: Amacom Books
• Length: 226 Pages
• Weight: 1.25 lbs.
• Dimensions: 9.3" x 1.0" x 6.3"

Customer Reviews

one foot out the door

A good book exposing (as if it isn't already known) the arrogance, and stupidity of management in the important relationship between employers, managers, and employees, and it's resulting and direct effect on production and quality in the workforce. A should read for working people, and a mandatory read for management.

How to respond to "a crippling psychological condition"

Bardwick's purpose is to examine what she characterizes as "a widespread sense of vulnerability in the American workplace...After many decades of being fat, dumb, and happy, American businesses and American workers have been forced into a change. In a relatively short time, fat has morphed into thin and happy into frightened. Prolonged fear does not bode well for future success." Throughout her rigorous and lively narrative, she examines the causes, effects, and implications of what she characterizes as "the psychological recession that's alienating employees and hurting American business." How bad is it? According to research conducted by The Gallup organization, only 25% of employees are engaged in their jobs, 55% of them are just going through the motions, and 20% of them are working against their employers' interests. There is another study of 50,000 employees at 59 global companies conducted by the Corporate Executive Board. One of its most significant revelations is that "emotional factors were four times more effective in increasing employee engagement rather than rational ones." It is no coincidence that many of the companies listed on Fortune magazine annual list of those "most admired" are also on its annual list of those most profitable and many of them are #1 in their respective industries. There is indeed a direct, indeed compelling link between employee productivity to organizational performance. For these and other reasons, I think that some of the most valuable material is provided in Chapter 6 ("Commitment and Engagement - Not Morale or Satisfaction") because without full engagement by everyone involved in the given enterprise, it will be difficult (if not impossible) to achieve its objectives, whatever they may be. Barwick stresses the importance of asking the right questions, hiring and then retaining the right people, and measuring the right attributes; otherwise, employee "morale" and "satisfaction" are meaningless terms. She also provides a wealth of information and counsel that explains how to formulate and then implement initiatives that will help any organization to avoid or recover from the current "psychological recession." I wholeheartedly agree with Judith Bardwick that we need "to regain our traditional spirit of optimism and fierce [but principled] competitiveness that makes us internally as well as externally competitive" because organizations "cannot flourish and fulfill their possibilities when their leaders and their labor force are chronically scared. Fear destroys energy, trust, teamwork, innovation, and courage." In this context, I am reminded of Henry Ford's observation, "Whether you think you can or think you can't, you're right." Those who share my high regard for this book are urged to check out The New American Workplace co-authored by James O'Toole and Edward E. Lawler, Marshall Goldsmith's What Got You Here Won't Get You There: How Successful People Become Even More Successful!, Phil Rosenzwei

Chapters do more than document the trend: they provide managers and collections catering to administ

Until recently the most important stakeholders in any company were employees who worked with loyalty and passion, giving the job their all. With the advent of a global economy such commitment has faded, and Judith M. Bardwick, Ph.D.'s ONE FOOT OUT THE DOOR: HOW TO COMBAT THE PSYCHOLOGICAL RECESSION THAT'S ALIENATING EMPLOYEES AND HURTING AMERICAN BUSINESS charts this tendency of modern employees to 'sleepwalk' through jobs without any commitment. Chapters do more than document the trend: they provide managers and collections catering to administrators with the tools for combating this tendency.

Not just for big business

In an era where people have become fuel for the corporate fire rather than a companies most significant source of value it is wonderful to see a clear rationale for a better way to run business. To increase value while doing the right thing for the worker provides hope for the future. In addition, I'm sure that we will improve our hiring practices by applying Bardwicks mindset to our process.

Companies did this to themselves

Companies did this to themselves, by treating people like commodities. Only God knows the total of the heartache and personal cost to millions of people of decisions by management "in the interest of the business". I'm talking, of course, about mass layoffs (not firings for cause). They did this to themselves, and now it's catching up with them. It's time to pay the piper for their thoughtlessness. To management: PEOPLE HAVE FEELINGS! THEY ARE PRECIOUS BEINGS, NOT ASSETS, LIABILITIES OR COMMODITIES! Anything that gets this message across, even if it has to use the only language management understands (money), is a very good thing.