Building High-Performance People and Organizations [Three Volumes]
Volume 1
The New Employer-Employee Relationship
Volume 2
The Engaged Workplace: Organizational Strategies
Volume 3
Case Studies and Conversations
Praeger Perspectives
Book Code:
C9271
ISBN:
0-275-99271-3
ISBN-13:
978-0-275-99271-2
832 pages
Praeger Publishers
Publication:
5/30/2008
Availability:
Not yet published. (Estimated publication date, 5/30/2008)
Media Type:
Hardcover
Trim Size:
6 1/8 x 9 1/4
Subjects:
Description:
Business success depends on employee innovation, drive, skill, endurance, and dedication. "Engaged employees," studies show, provide tangible advantages to the organization and its bottom line: greater customer satisfaction, reduced turnover, higher productivity, improved profitability, better safety results, and higher stock prices. In contrast, the Gallup Organization has discovered that disengaged workers cost U.S. business between $250 billion and $350 billion each year. How do you engage employees and, in turn, create the high-performance organization? With a different emphasis in each volume, that's what this set is all about. From the latest theories on motivation to innovations in HR to methods to increased employee retention, it provides the essential insights and tools managers, leaders, and HR people need to find new ways to succeed--while keeping employees happy, productive, and loyal.
Employees know that cradle-to-grave--or even week-to-week--employment security is a thing of the past, and that they are at the helm of their own career ship. Discerning consumers in the employment marketplace, they therefore seek employment opportunities that speak not only to their wallets and life circumstances, but also to their desire to find work that provides purpose and passion. How can employers meet these needs and create a team of engaged employees? That's a large question, and one that spans a spectrum of issues that includes career development, human resource management, and the alignment between individual and organizational goals. In these three volumes, leaders and managers will find answers. They feature articles, interviews, and reports from academics, psychologists, managers in the practical corporate world, and experts in career management. Despite what Donald Trump might say, work is personal, and the ways in which individuals navigate the organizational environment--and businesses organize to seek, attract, and retain the best employees--is of primary concern. That goes double in these turbulent times, when job security is at stake, cynicism rampant, and loyalty at risk. This set: *Covers both theories and practices driving the development of the modern employment relationship--from both employee and organizational perspectives. *Touches on the timely issues of career management, balance of personal and professional goals, and, for organizations, finding and retaining the best employees and creating workplace cultures that inspire them to do their best work. *Provides principles and practices that can be used by companies of all sizes, in all sectors, and in all parts of the world. *Features an all-star cast of contributors from corporate leadership, academia, practice, and consulting; special elements include interviews with business leaders and many "best practice" examples. Building High-Performance People and Organizations "connects the dots" so employers can maintain a loyal, satisfied, and productive workforce. Volume 1: The New Employer-Employee Relationship looks at trends in demographics and the general business environment leading to and driving the concept of "employee engagement." Volume 2: The Engaged Workplace: Organizational Strategies focuses on real-world organizational strategies to find, develop, and retain the best employees, with an emphasis on innovative practices in both the U.S. and internationally. Volume 3: Case Studies and Conversations features interviews with thought leaders in the entire landscape of performance management and employee engagement. Their insights will provide readers with the absolute latest thinking in their fields of expertise. Volume 3 also contains short case studies of companies that are pioneering high-performance cultures.
Table of Contents:
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Volume 1
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Acknowledgments
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Preface
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Chapter 1 A Candid Look at Employee Engagement: Five Global Truths
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Chapter 2 People Equity: A New Model for Managing Talent
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Chapter 3 The Differentiators of High Performance: Aligning People Strategy with Business Strategy
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Chapter 4 Designing Global Employee Survey Process to Realize Engagement and Alignment
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Chapter 5 Your Employer Brand: A Tool For Fulfilling Customer Promise
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Chapter 6 The Changing Workforce
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Chapter 7 Are Employee Surveys Disengaging Employees
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Chapter 8 Building a Culture of Trust
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Chapter 9 Moving Beyond Engagement: Motivating and Enabling Individual and Team Performance
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Chapter 10 Engagement in Non-Profit Setting
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Chapter 11 A Multi-Level Approach to Assessing and Improving Employee Engagement: Engaging an Organizations People in the Drive for High Performance
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Chapter 12 Creating the Engaged Organization: The Engaged Employee as a Key Lever for Change
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Chapter 13 Anchor: The Intuit Engagement Story
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Index
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About the Editor and Contributors
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Volume 2
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Acknowledgments
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Preface
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Chapter 1 The Six Degrees of Preparation
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Chapter 2 Being Connected: The Effects of Technology on Employee Engagement
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Chapter 3 Driving Long-Term Engagement Through a High Performance Culture
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Chapter 4 The Lost 20 Percent: Engaging the Almost Great
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Chapter 5 Essential Building Blocks to Successful Engagement Survey Programs
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Chapter 6 Spirit: A Vital Key to Engagement at Work
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Chapter 7 No Best Practices
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Chapter 8 Managers: The Key to an Engaged Workplace
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Chapter 9 Work-Life Means Business
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Chapter 10 Coaching for High Potentials to Become High Performing Leaders
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Chapter 11 The Five Points of Peak Performance
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Chapter 12 Rebuilding Trust within Organizations
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Chapter 13 Fun: Essential to Creating a Culture of Engagement
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Chapter 14 Ten Things You Should Know About Executive Search Now
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Chapter 15 Compensation Strategy: A Guide for Senior Managers
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Chapter 16 Anchor: The Caterpillar Engagement Journey: Connecting the Dots
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Index
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About the Editor and Contributors
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Volume 3
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Acknowledgments
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Preface
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Chapter 1 Ann Rhoades on people-centric cultures
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Chapter 2 Dan Walker on leadership
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Chapter 3 David Russo on leadership
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Chapter 4 Case Study: Patagonia
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Chapter 5 Scott Bedbury on employee branding
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Chapter 6 Beverly Kaye on employer regard
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Chapter 7 Al Lucia on company values
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Chapter 8 Case Study: Kahler Slater
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Chapter 9 Diana Whitney on appreciative inquiry
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Chapter 10 Judi Neal on visionary workplace cultures
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Chapter 11 Susan Todd on corporate universities
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Chapter 12 Case Study: Digital Credit Union
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Chapter 13 Jane Creech on running high-performance teams
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Chapter 14 Susan Gebelein on talent management
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Chapter 15 Case Study: Badger Mining Corporation
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Chapter 16 Tiane Mitchell Gordon on diversity
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Chapter 17 Jennifer Floren on millennial generation employees
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Chapter 18 Catherine D. Fyock on aging employees
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Chapter 19 Denise Brouillette on women in the workplace
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Chapter 20 Case Study: Motorola
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Chapter 21 Jim Shaffer on collaborative problem-solving
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Chapter 22 Kathryn Yates on the ROI of employee communications
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Chapter 23 Jeffrey Saltzman on the future of employee engagement
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Chapter 24 Anchor: Starwood Hotels & Resorts: Creating a Branded Service Culture
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Allison Barber, Mariangela Battista, Kirsten Clark, Norm Perreault, Matt Redmond, and Matt Valenti
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Index
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About the Editor and Contributors
LC Card Number:
2007048780
LCC Class:
HF5549
Dewey Class:
658
www.greenwood.com/catalog/C9271.aspx
