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In "The Enthusiastic Employee - how companies profit by giving workers what they want", Wharton School Publishing 2005. Authors David Sirota, Louis A Mischkind & Michael Irwin Meltzer look into worker enthusiasm as a factor for organizational success.

They put forth that " the overwhelming majority of people begin a new job with a sense of enthusiasm......people are naturally excited about their work and their organizations, eager to be part of a productive team of co-workers, and reasonable in how they expect to be treated". In their studies they note that invariably, "something happens to the great masses of employees who begin work enthusiasitcally", they foud "significant declines in morale in 9 out of 10 companies" after 6 months of joining. They go on to confidently say that "in fact..often...it is management that kills enthusiasm!".

They go on to "assert that there are three primary sets of goals of people at work: equity, achievement, and camraderie." What they call as their "Three Factor Theory of Human Motivation".

The authors hope that their suggestions will help "individual managers" in bringing about "truly significant and lasting organizational change".

I trust too and hope that the work we do at HCS, in our training, thought leadership, advocacy and industry engagement will also contribute to this effort.

Managers go round telling employees how commited they are to change because it is the easiest thing to do. Actually it should be part of what the manager should do. But it does not help to change the minds about change. In such instance, expressing too much can contribute to resistance to change amonst employees