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British Telecom (BT) was compelled to abandon its bureaucratic, process-oriented management style when it realized that it could not compete effectively in the liberalized UK telecommunications market without a highly motivated, customer-centered workforce. Employee morale and motivation declined in the early 1990s when the company reduced its personnel from 250,000 to around 110,000. In response, BT implemented a new approach called '... for a better way of life,' which sought to change the way people worked and give them a sense of excitement, belonging and involvement in the business. Under the new divisional managing director Stafford Taylor, employees were encouraged to take personal responsibility for meeting customer needs, take decisive action to meet these requirements, take calculated risks to exceed customer expectations and sharpen their instincts for finding ways of contributing to corporate success.

A case study of an organization using the the Job-Person-Match (JPM) Four Factor concept and inventories is described to illustrate how the JPM theory can be used to make successful hiring and employee decisions.

Engaging workers' hearts and souls, not just their minds, will be the next catalyst for success in business. A few months ago, Fortune featured its inaugural The 100 Best Companies [...]

Perpetual Financial Corp has developed an effective employee recognition program which has been supported by employees because it recognizes contributions more tangibly. Aspects of the program include: nominating employees for service quality awards; hosting an organization-wide celebration; and publishing names of all valued employees in a variety of newspapers. Results of the program include improved employee morale and organizational cohesiveness.