Create a culture of engagement and build high-performance culture

"The Engagement Equation" explains the drivers of employee engagement, and how you can use improved engagement to execute strategy, reduce costs, and meet your organizational goals. This book describes a unique engagement model that focuses on individuals' contribution to a company's success and personal satisfaction in their roles. Aligning employees' values, goals, and aspirations with those of the organization is the best method for achieving the sustainable employee engagement. "The Engagement Equation" is designed to provide a framework that will help you move the needle on engagement.Explains how to plan and execute a sustainable organization-wide engagement initiativeShows how to avoid the engagement survey analysis-paralysis trapShares ways to align employee contribution with strategyEncourages leaders to pay attention to and better understand your organizational culture, and much more

Ultimately, it's the daily dynamics at play in your team, your division, and your organization that matter most.

Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent--but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it's "safe" to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candor required in today's knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.

Edited by three renowned specialists in comparative human resource management (CHRM) this expanded and updated Handbook explores the range of approaches for conceptualizing CHRM and highlights different policies and practices across the world. Leading experts challenge the assumption that there are consistent solutions for managing human resources across nations. Valuing the importance of context, particularly at a national and regional level, the chapter authors question the ?best practice? solutions by discussing theoretical, issue-based and regional-based distinctions in HRM. New to this edition:? an extended focus on the most essential theoretical underpinnings of CHRM including an anthropological comparative method additional in-depth studies in comparative areas covering the range of current HRM practice, including sustainable HRM? a broader set of countries and regions now including Central and South America, North and Sub-Saharan Africa, and Indonesia, Malaysia and the Philippines, to create the most comprehensive global coverage of comparative HRM research. This extensive Handbook is an essential resource for researchers and postgraduate students in international business, business administration, HRM, socio-economics and cross-cultural management. Contributors include: I. Aust, H. Bainbridge, C. Bischoff, T. Bondarouk, A. Bos-Nehles, P. Boselie, P. Boxall, J. Brandl, J. Briscoe, M.Y. Brannen, C. Brewster, P. Budhwar, H. Chung, D.G. Collings, N. Collins, G. Combs, A. Davila, P. Debroux, M. Dickmann, P.J. Dowling, M Elvira, A.D. Engle Sr., E. Farndale, M. Festing, S. Frenkel, B. Gerhart, L. Golden, D.T. Hall, R. Haq, W. Harry, S. Hayashi, N. Heraty, M. Hermans, M. Hirekhan, H.J. Huang, K. Jackson, S.E. Jackson, A. Kim, T. Kiyomiya, A. Klarsfeld, M. Lazarova, Y.-t. Lee, P.E.M. Ligthart, J.A. Los Banos, S.M. Madero-Gomez, W. Mayrhofer, K. Mellahi, E.K. Metwally, S. Michailova, D. Minbaeva, F. Moore, M.J. Morley, M. Muller-Camen, W. Nienhuser, I. Nikandrou, M.R. Olivas-Lujan, J. Paauwe, L. Panayotopoulou, E. Parry, T. Peltonen, A. Pendleton, E. Poutsma, A. Psychogios, J. Quintanilla, B.S. Reiche, H.J.M. Ruel, I. Sahakiants, R.S. Schuler, P. Sparrow, E. Suarez, V.T. Supangco, L. Susaeta, S. Sweet, L.T. Szamosi, T. Tantoush, O. Tregaskis, E. Vaara, A. Varma, C. Warhurst, M. Warner, I. Weller, G. Wood, Y. Zhu, D.B. Zoogah

The case studies in Rethinking Interviewing and Personnel Selection find support for Herriot (1993, 2003) and Fletcher's (1997, 2003) claims that the selection interview is a social process which may gain from a degree of semi-structured interaction with candidates.

Now with SAGE Publishing! In Applied Psychology in Talent Management, world-renowned authors Wayne F. Cascio and Herman Aguinis provide the most comprehensive, future-oriented overview of psychological theories and how those theories impact people decisions in today's ever-changing workplace. Taking a rigorous, evidence-based approach, the new Eighth Edition includes more than 1,000 new citations from more than 20 top-tier journal articles. The authors emphasize the latest developments in the field-all in the context of historical perspectives. Integrated coverage of technology, strategy, globalization, and social responsibility throughout the text provides students with a holistic view of the field and equips them with the practical tools to create productive, enjoyable work environments.

Organizational Learning: An Integrated HR and Knowledge Management Perspective draws on a broad and multi-disciplinary base to look at the origins and practice of organizational learning. It critically considers the nature of organizational knowledge as a social construct; pedagogical issues around learning as individuals, groups, teams and whole organisations; and technological issues around the development of knowledge-based information systems. Supporting case studies are provided throughout the book, and readers will also benefit from a companion website which expands on the key themes of the text. Organizational Learning will enable readers to develop and implement strategies for ensuring long-term access to the embedded knowledge and experience of an organization. This textbook will be invaluable reading for undergraduate and postgraduate students on organizational learning, HRM and knowledge management courses.

Every aspect of golf course management is covered. Learn how to improve your planning abilities, build leadership and communication skills, maximize employee performance, select and train new employees, and conduct employee performance evaluations. Using the principle and principles in this book will help you effectively manage any golf facility.

A practical book that takes the reader through the stages of reflective learning for them to apply the method themselves. Increasingly academic programmes are offering experiential learning (as opposed to weighty academic theory) and developing a mature approach to reflection is a fundamental part of the learning process, which this book provides. Takes the reader through the different reflective preferences in a clear and practical way, using templates to aid implementation.

Whilst the topic is gathering significant interest, this is the first book to present a guide to coaching and playfulness. It has the ‘why didn’t I think of this’ factor: once said, it seems obvious but, until then, few people had thought of it. Written by two coaching practitioners, the book provides a practical and cohesive manual for coaches to incorporate playfulness into their praxes. Fully researched, and evidence provided to support the practice throughout.

Emotional Abuse and Neglect in the Workplace tackles the big questions: How does emotional neglect of employees affect an organization? How can management effectively manage while restoring an organization's health? When trust is gone, only reliable behavior by senior managers can help - and this takes time. The author explores striking similarities between the symptoms of ailing organizations and abusive or neglectful families. This book explores not only a new theory of neglected organizations, but also a set of methods enabling OD practitioners to restore employees' trust. It also provides diagnostic tools and guidelines for change agents who confront organizational neglect head-on and includes case studies and real-life experiences of OD practitioners.

Effective executive coaching is accepted as one of the critical factors in developing successful leaders and teams in the best performing organizations. This book steps beyond the notion of a prescriptive formula that can be applied to deliver successful coaching every time. It will develop your coaching capability, present an overview of best practice coaching, and provide insights into the contemporary personal and organizational challenges that define the context of coaching.

This book discusses a six-step transformation cycle in which the tasks of innovation management - ranked according to their relevance for companies - are placed in a systematic order. Presenting an in-depth discussion on innovation and transformation, the authors delve into strategic themes such as business models and strategic positioning, which are fundamental to the innovation process. It also describes the underlying processes and roles of innovation management, and the required organizational structures. Following process organization and organizational structure, the authors highlight how the appropriate human resource strategy should look and the manner of personnel selection or development to be implemented. The authors also provide tools and systems that are assigned to specific employees working with innovation management; these deal with innovation audit, knowledge management, idea management, financing and budgeting innovations, marketing and property rights. The book also sheds light on how the effectiveness of the innovation process can be monitored using indicator systems. This is a handy resource for managers looking for a structured strategy and how to implement it to achieve optimal innovation management and reap its benefits.

This series publishes monograph length conceptual papers designed to promote theory and research on important substantive and methodological topics in the field of human resources management. Volume 22 contains nine papers on critical issues in the field of human resources management, thus continuing the tradition of the series to develop a more informed understanding of the field.

This book examines how organizations can best develop and manage a creative environment and creative potential. The authors argue that organizations consist of people who have creative potential to think in new ways and yet are often denied the opportunity to do so. The goal of the organization should be to create a structure and culture that encourages the conditions in which creativity can flourish. This will generate significant competitive advantages for the organization by offering clear differentiation, by communicating positive brand attributes to stakeholders that will strengthen the organization's intangible assets and by providing a creative and challenging environment that will attract and retain the best staff.

The affirmation of the open economy and the exponential growth of knowledge radically changed production processes, forms of cooperation and competition, organizational structures, and cultural models. The pressing challenges for the corporate worlddemand new managerial approaches based on holistic rather than reductionist models.
Open Business Innovation Leadership addresses the need for federative models among companies and their public and private stakeholders. The Stakeholder University is presented as an emerging model which embeds all the perspectives driving towards Open Business Innovation Leadership of organizations.
The book presents a holistic perspective to creating value providing practitioners and business strategists, academics and human resource managers with a conceptual framework and a set of guidelines for the development of human and social capital, as key processes to lead change in complex environments.

"Advances in Group Processes" publishes theoretical, review, and empirically-based papers on group phenomena. The series adopts a broad conception of 'group processes' consistent with prevailing ones in the social psychological literature. In addition to topics such as status processes, group structure, and decision making, the series considers work on interpersonal behaviour in dyads (i.e. the smallest group). Contributors to the series include not only sociologists but also scholars from other disciplines, such as psychology and organizational behaviour.

This book explores the perspectives of experienced practitioners, sharing ideas about building and sustaining organizational strength through workforce development practices and systems. In an environment where information, service, and knowledge are primary sources of value creation, workforce strength is central to securing prosperity. Written by practitioners for practitioners, Building Workforce Strength: Creating Value through Workforce and Career Development bridges the disciplines of organization and individual development, showing those charged with organizational progress why workforce strength is a key component of prosperity-and how it can be achieved. This hands-on volume is organized in three sections that establish a foundation for workforce and career development, explore implementation in organizations, and examine the process's implications for working with individuals. Showcasing workforce and career development practices and systems for both represented and nonrepresented populations, it provides a framework, techniques, and examples that will guide approaches to building workforce strength. Applications of workforce and career development principles in a variety of sectors, such as healthcare and high technology, offer tangible examples of these principles in practice. Contributions from 16 experienced practitioners of workforce and career development Multiple examples of practical applications of workforce and career development initiatives from major industry sectors, such as healthcare and high technology Two lengthy case studies, including one on Kaiser Permanente 19 quantitative and qualitative figures An extensive reference list from the workforce and career development fields

This book takes the reader beyond net effects and main and interaction effects thinking and methods. Complexity theory includes the tenet that recipes are more important than ingredients-any one antecedent (X) condition is insufficient for a consistent outcome (Y) (e.g., success or failure) even though the presence of certain antecedents may be necessary. A second tenet: modeling contrarian cases is useful because a high or low score for any given antecedent condition (X) associates with a high Y, low Y, and is irrelevant for high/low Y in some recipes in the same data set. Third tenet: equifinality happens-several recipes indicate high/low outcomes.

Updating the book since its last publication in 1985, this new edition of the landmark work on human resource accounting has been substantially revised to reflect the current state of the field through the late 1990s. The economies of many nations are increasingly dominated by knowledge- or information-based sectors driven by highly trained and specialized personnel. Whereas physical capital was of the utmost economic importance in the past, the distinctive feature of the emerging post-industrial economies is an increasing reliance on human and intellectual capital. The growing importance of human capital as a determinant of economic success at both the macroeconomic and microeconomic levels dictates that firms need to adjust to this new economic reality. Specifically, if human capital is a key determinant for organizational success, then investment in the training and development of employees to improve performance is a critical component of this success. This broad socioeconomic shift underscores a growing need for measuring and analyzing human capital when making managerial and financial decisions. Yet important human resource decisions involving hiring, training, compensation, productivity and other matters are often made in the absence of specific information about the different costs and benefits of these particular choices. Human resource accounting is a managerial tool that can be used to gain this valuable information by measuring the costs of recruiting, hiring, compensating and training employees. It can be used to evaluate employee training programs, increase productivity, and improve managerial decision-making regarding promotions, transfers, layoffs, replacement andturnover. Case studies illustrate, for example: How an insurance company evaluated a training program for claims adjusters and found that it would return two dollars for every one dollar spent. How a human resources accounting study revealed that an electronics firm's losses from employee turnover equalled one year's new income, and how the company initiated a program to reduce turnovers. The third edition presents the current state of the art of human resource accounting by (1) examining the concepts and methods of accounting for people as human resources; (2) explaining the present and potential uses of human resource accounting for human resource managers, line managers and investors; (3) describing the research, experiments and applications of human resource accounting in organizations; (4) considering the steps involved in developing a human resource accounting system; and (5) discussing some of the remaining aspects of human resource accounting that require further research.