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.

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.

Workplace envy can affect everyone. This book reveals that workplace envy is an omnipresent emotion in contemporary organizations. The factors that are likely to reinforce envy in the workplace are explored in depth, along with possible solutions to prevent envy from developing in such a way that it becomes harmful to an organization.

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.

"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.

A unique exploration of the the contributions made by multinational corporations to the difficult labour market transitions towards full integration of Central and Eastern Europe members of the European Union. This book considers the roles played by US, British and German multinational companies (MNCs) in Central and Eastern Europe.

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.

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.

The Economics of Social Insurance and Employee Benefits focuses on non-wage benefits paid to workers in the United States, covering both government-mandated and voluntarily provided benefits. The author argues that benefits affect workplace productivity, and concentrates on the economic thinking behind how to design non-wage benefits in order to achieve competitive advantage. Part I briefly introduces these programs and discusses some of the insurance and economic concepts that are useful both for evaluating current programs and in analyzing what changes might mean for future costs and benefits. Part II deals with mandated social insurance programs, while Part III discusses benefits voluntarily provided by employers. Throughout the book, private sector human resource practices and public sector human resource policies are linked to various benefit models: the human capital model; the passive participant model; the insurance model; the managed care model; and the integrated health benefits model. Butler argues that the current program-centered approach to human resource and risk management is often ineffectual because it (1) ignores overlapping benefits that mitigate useful cost-sharing mechanisms; (2) often results in the concentration of benefits among relatively few workers; and (3) sometimes has the unintended consequences of negatively affecting workers' human capital. In advocating a worker-specific' approach to employee benefits, the book offers a unique perspective on how human resource managers, risk managers, and public policy makers can promote those institutions and programs that best increase workers' productivity.

The theoretical and empirical literature to date has fallen short of reaching a consensus as to whether granting more managerial discretion to managers tends to enhance, not alteror diminish organizational performance (the discretion puzzle). This book aims to build a bridge between these contradictory results by synthesising principal-agent theory, stewardship theory, and managerial discretion theory into a new empirically-validated model. Using a representative sample of 'double-blind' interviews with managers of 467 firms in China and applying partial least squares path modelling (PLS), the study identifies a potential cause of the discretion puzzle: the failure of the extant literature to account for granularity in the way that managers use their discretion. This generates far-reaching implications for theoretical and empirical research as well as practical recommendations for managing managers in multinationals and Chinese companies."

Commitment in the workplace has been an enduring concern of managers at all levels. On the basis of extensive research and practical work with corporations, Stephen L. Fink establishes a sound basis (Commitment Diagnostic Instrument) for diagnosing essential characteristics of employee commitment and, importantly, offers practical guidance for remedying situations in which commitment levels constitute problems.

Fink examines the differing experiences of corporations with dissimilar personnel approaches. His analysis involves consideration of common, but highly relevant, factors including age, length of service, and educational level. Types of commitments are differentiated, for example, commitment to co-workers is distinguished from commitment to one's specific performance. Managers are guided on the approaches conducive to establish, monitor, and strengthen commitment as a means to a qualitatively better and more productive workplace.

This is a reprint of ISBN 978-0-901-35743-4 Widely acknowledged as the one stop summary of health and safety fundamentals, Principles covers law, safety technology, occupational health and hygiene and safety management techniques. Originally written by the late international health and safety expert Allan St John Holt, this new edition has been comprehensively updated by Allan's colleague Jim Allen. The book is designed as a concise, accessible introduction to health and safety basics and includes revision notes and a wide range of references. It is a first class resource for NEBOSH Certificate students.

Contrary to popular conceptions that ethical failures in leadership are correlated with economic downturns and other stressful market conditions, this book argues that such transgressions are an intrinsic element of leadership, as it is defined under the current prevailing paradigm. In recent years the crisis of failures in ethical leadership across organizations, particularly corporations, has been highlighted more than ever, both in academic discourse and the public sphere. Psychological maladies leading to higher number of sick leaves, general feelings of disillusionment among employees, loss of motivation and employee loyalty, even suicide (both in Western corporations and in other parts of the world) are just a few examples of how ethical failures in leadership are expressed. In order to gain original insight into the phenomenon of ethical leadership, the author explores the origins and effects of the current leadership paradigm along two dimensions: (1) a revisit of the leadership construct from a historical and philosophical perspective, with a focus on the relationship between theory and practice; and (2) the theoretical roots of the ethical component of leadership theories, identifying the reasoning behind the value system in our paradigm. Subsequently, by linking these constructs together, a meta-theory emerges suggesting that the three main ethical departure points of virtue ethics, teleology and deontology (all of which have emerged during the past three thousand years through a confluence of the Abrahamic religions' and Greek value-systems) are the basis for our reasoning about leadership, its construct and the practice of leadership itself. Challenging traditional views of ethical leadership, the author goes beyond theory and philosophy to consider practical implications, including alternative ways to improve executive recruitment, training, and involvement of followers in decision-making; experiments like rotating leadership; and a peek into other paradigms, such as the Zoroastrianism, hence making an original contribution to the field of leadership both for scholars and practitioners.