The
"Social Laws of
Reciprocity"
govern relationships
of interdependence, like
employer -employee. Both
types of reciprocity are referenced in terms we commonly
use:
When firms maintain positive reciprocity,
they control engagement.
With Diaplan, you retain profit that you now
forfeit.
UNIVERSAL NEEDS
Harmonious, productive workforces where managers care
about staff's needs:
1. Staff want to "acquire" specific
things from their manager and the company to satisfy their
Extrinsic Motivators.
2. Staff want a boss
to "inspire" them through
their Intrinsic Motivators
Motivated
people
produce
more. Disengagement is red ink
on the bottom line.
Staff Need Satisfaction
and Corporate Profits
rise in tandem
- cause
and effect.
Our Vision
Why Work Needs are not Satisfied
From the Studies of Mayo,
Maslow, McGregor, Herzberg and others we learned much about work needs and human
motivation. By combining their findings with Diaplan's long-term empirical
studies, we compiled a table of Extrinsic
and Intrinsic Needs. Our Survey
measures satisfaction of these, then recommends strategies to close satisfaction
gaps.
Associates have all 16 needs
our Survey measures. Strengths of particular needs vary individually.
Managers' needs often differ greatly from associates' needs. Managers
often overlook needs that are unimportant to them. Unmet
needs increase negative reciprocity.
© Copyright 2018 Diaplan Technologies LLC. | All Rights Reserved.
Contact
CFO asks CEO
"What happens if we
invest in
developing our people and they leave
us?"
CEO
"What happens if we don't
and they stay?"
- tit for tat
- eye for an eye
- scratch my back,
I'll scratch yours
- give and take
- quid pro quo
- one hand washes the other
- we reap what we sow
- what goes around comes around
- the chickens come
home to roost
- return a favor
- do to others as you want them to do to you
- blow for
blow
- win-win /
lose-lose
- give and it will be
given you
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