The New York Times bestselling guide to getting the best out of every employee-updated for the modern workplace

Based on the actual experiences of 25,000 managers, "Why Employees Don't Do What They're Supposed to Do..." gives you proven, straightforward methods that work on "real" jobs, in the "real" world. This results-oriented guidebook helps you handle the top 10 situations in which employees don't perform the way they should, including a detailed analysis of the causes and the plans for preventing the same problems down the road.

Featuring fresh insights on outsourcing, temp workers, flex time, telecommuting, and technology, this no-nonsense resource arms you with the people-management skills you need to consistently elicit the highest levels of performance from your workforce.

"In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance... This book] should be on the desk of anyone who manages others."-"Entrepreneur"

Elgar Advanced Introductions are stimulating and thoughtful introductions to major fields in the social sciences, business and law, expertly written by the world's leading scholars. Designed to be accessible yet rigorous, they offer concise and lucid surveys of the substantive and policy issues associated with discrete subject areas. Focussing on radical and breakthrough innovation, Joe Tidd provides a crucial insight into over 50 years of research and experience, and illustrates how the pioneering work on innovation dynamics can offer a deeper understanding of radical innovation to inform future research, policy and practice. The book also identifies the distinct sources, organization, processes and outcomes of radical innovation, in contrast to conventional incremental business and management approaches. Key Features: draws upon a distinct interdisciplinary body of knowledge on radical innovation illustrates conceptual models and practical methods to better understand and manage radical innovation goes beyond business school incremental approaches to innovation, such as marketing and design-thinking provides an argument for an iterative coupling process, between knowledge-push and demand-pull challenges and opportunities The practical approach in this Advanced Introduction will provide an excellent resource for scholars and researchers in innovation management and policy, as well as managers responsible for creating, resourcing and managing radical innovations.

Elgar Research Agendas outline the future of research in a given area. Leading scholars are given the space to explore their subject in provocative ways, and map out the potential directions of travel. They are relevant but also visionary. This state-of-the-art book takes a forward-looking perspective on the field of Human Resource Management (HRM). Each contribution takes a view, or position, on the likely development of the HR function, and identifies interesting areas and subjects of research that would help address this future positioning. The book's expert contributors provide short and succinct reviews of 12 key topics in strategic HRM, including HR strategy and structure, talent management, selection, assessment and retention, employee engagement, workplace well-being, leadership, HR analytics, productivity, innovation, and globalisation. Each chapter identifies the strengths and gaps in our knowledge, maps out the important intellectual boundaries for their field, and outlines current and future research agendas and how these should inform practice. In examining these strategic topics the authors point to the key interfaces between the field of HRM and cognate disciplines, enabling researchers and practitioners to understand the models and theories that help tie this agenda together. Offering a comprehensive guide to current research and pioneering perspectives for future avenues of inquiry, this Research Agenda will be essential reading for academics, practitioners and researchers in the field of HRM. Contributors include: J.W. Boudreau, C. Brewster, S. Cartwright, W.F. Cascio, A.H. Church, J. Coetsee, D.G. Collings, C. Cooper, P.C. Flood, J.A. Gruman, A. Hesketh, K. Jiang, J. Kautz, D. Lepak, V. Lin, A. McDonnell, J. McMackin, W. Mayrhofer, L. Otaye-Ebede, R.E. Ployhart, A.M. Saks, K. Sanders, H. Shipton, A. Smale, P. Sparrow, H. Yang

Occupational stress is a growing area of interest as ensuring employees are cared for physically and emotionally in the workplace has become vital across industries. To fully understand the various forms and factors of occupational stress, further study is required in order to provide the best work environment for employees. Dissecting and Dismantling Occupational Stress in Modern Organizations explores key concepts of occupational stress in modern organizations across the globe such as how stress is felt and dealt with by professionals from various sectors operating in the globalized environment. The book also provides an in-depth understanding of the magnitude and reasons behind the varying impacts of stressors within modern organizations. Covering topics such as health capital, turnover intentions, and work-family conflict, this reference work is an excellent resource for business leaders, managers, human resource managers, librarians, government officials, occupational therapists, researchers, academicians, scholars, educators, and students.

Companies that use innovative training and development practices are likely to report better financial performance than their competitors that do not. Training and development also help a company develop the human capital needed to meet competitive challenges. Many companies now recognize that learning through training, development, and knowledge management helps employees strengthen or increase their skills directly impacting their job performance, satisfaction, and career advancement. The 9th edition covers and addresses the changes in training and development from an employer and employee perspective - adding value to the employer and employee. Based on the author's extensive experience in teaching training and development courses to both graduate and undergraduate students, Employee Training and Development, Ninth Edition, retains the lively writing style, inspiring examples, and emphasis on new technology and strategic training from previous editions.

This volume of the series Research in Human Resource Management (HRM) focuses on a number of important issues in HRM and OB including performance appraisal, political skill, gratitude, psychological contracts, the philosophical underpinnings of HRM, pay and compensation messages, and electronic human resource management. For example, the first article by Cleveland and Murphy considers a very controversial issue (i.e., the reasons that organizations are abandoning the use of performance appraisal). The next article by Harris, Ferris, Summers, and Munyon is extremely interesting, and focuses on how composite political skills (e.g., social astuteness, interpersonal influence ) helps individuals develop productive work relationships in organizations. The third article by Scandura and Sharif presents a very innovative model of gratitude in organizations, and the authors argue that gratitude is essential for maintaining positive social relations in organizations. The fourth article by Suazo and Stone?Romero provides an extremely comprehensive review of the theory and research on psychological contracts in organizations from 1960?2015. The subsequent article by Bae, Kang and Kim presents a very unique perspective on HRM, and considers the philosophical underpinnings of the field. The sixth article by Murray, Dulebohn, Roehling, and Werling presents a very innovative model to explain the role that organizational messages about changes in pay or compensation systems have on anticipatory pay satisfaction. The final article in the series by Johnson, Thatcher, and Burleson presents a thought?provoking framework for understanding the key role that information technology (IT) plays in the field of HRM. The series should be useful to researchers and doctoral students in the fields of HRM, OB, and Industrial and Organizational Psychology. It should also be relevant for doctoral courses and scientist?practitioners in these fields.