Building a peak performing organization is not easy or else everybody would be achieving this goal. Organizations today are facing heightened challenges in remaining competitive in a more demanding global business environment. New technology, customer expectation, outsourcing, low cost competitors and needs for both higher performance and more innovation from employees are only a few of these. In this book Burke and Cooper present an international collection of current research and new perspectives, examining why people and human resource management matter to the success of organizations and…mehr
Building a peak performing organization is not easy or else everybody would be achieving this goal. Organizations today are facing heightened challenges in remaining competitive in a more demanding global business environment. New technology, customer expectation, outsourcing, low cost competitors and needs for both higher performance and more innovation from employees are only a few of these. In this book Burke and Cooper present an international collection of current research and new perspectives, examining why people and human resource management matter to the success of organizations and presenting examples of efforts to build more satisfying and effective organizations that have worked. The book includes chapters on organizational processes as well as organizational strategies and design. The former includes performance management, building employee engagement, developing psychological capital (e.g., resilience, self-esteem), managing talent, supporting teams and inspiring leaders at all levels of the organization. The latter tackles how to develop and sustain an ethical organizational culture, fostering the ability to cork across cultures (cultural agility), employer branding, the sustainable organization and improving corporate governance practices. These chapters offer suggestions as to how organizations can embrace the need for continual change.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Ronald J. Burke is the Professor of Organizational Behaviour at the Schulich School of Business, York University in Toronto, Canada. Cary L. Cooper , CBE , is the Distinguished Professor of Organizational Psychology and Health at Lancaster University , UK.
Inhaltsangabe
Forewords: Peak performing organizations relish change William F. Weitzel Designing and nurturing peak performing organizations Gene Deszca Preface: Achieving peak performance: Healthy individuals and healthy organizations Ronald J. Burke Part I Introduction 1. The peak performing organization: An overview Ronald J. Burke and Lisa Fiksenbaum Part II Organizational Processes 2. Work motivation and performance management prescriptions Gary P. Latham Rebecca L. Greenbaum and Mary Bardes 3. Building engagement in the workplace Arnold Bakker 4. Leaning motivation and transfer of human capital development: Implications from Psychological Capital Gwendolyn M. Combs Fred Luthans and Jakari Griffith 5. Fostering career development in organizations Yehuda Baruch 6. Talent proofing the organization Paul Sparrow and Shashi Balain 7. How to build expert teams: Best practices Sallie J. Weaver Jessica L. Wildman and Eduardo Salas 8. Maintaining executive health and well-being Joanne H. Gavin James Campbell Quick Cary L. Cooper and Jonathan D. Quick 9. Leadership development: Training design strategies for growing adaptability in leaders Katherine Ely Stephen J. Zaccaro and Elizabeth A.Conjar Part III Organizational Strategy and Design 10. Employee selection and retention: The added value of psychological well-being for peak performing organizations Ivan T. Robertson 11. Developing and sustaining an ethical and moral tone in organizations R. Edward Freeman Dean W .Krehmeyer and Brian Moriarty 12. Developing managerial and organizational cultural agility Paula Caligiuri and Ibraiz Tarique 13. Employer branding and corporate reputation management: A model and some evidence Graeme Martin 14. Improving the success of mergers and acquisitions Mitchell Lee Marks 15. Development of corporate citizenship: Four trajectories Philip M. Mirvis 16. Improving corporate governance practices Morton Huse Jonas Gabrielsson and Alesasandro Minichilli
Forewords: Peak performing organizations relish change William F. Weitzel Designing and nurturing peak performing organizations Gene Deszca Preface: Achieving peak performance: Healthy individuals and healthy organizations Ronald J. Burke Part I Introduction 1. The peak performing organization: An overview Ronald J. Burke and Lisa Fiksenbaum Part II Organizational Processes 2. Work motivation and performance management prescriptions Gary P. Latham Rebecca L. Greenbaum and Mary Bardes 3. Building engagement in the workplace Arnold Bakker 4. Leaning motivation and transfer of human capital development: Implications from Psychological Capital Gwendolyn M. Combs Fred Luthans and Jakari Griffith 5. Fostering career development in organizations Yehuda Baruch 6. Talent proofing the organization Paul Sparrow and Shashi Balain 7. How to build expert teams: Best practices Sallie J. Weaver Jessica L. Wildman and Eduardo Salas 8. Maintaining executive health and well-being Joanne H. Gavin James Campbell Quick Cary L. Cooper and Jonathan D. Quick 9. Leadership development: Training design strategies for growing adaptability in leaders Katherine Ely Stephen J. Zaccaro and Elizabeth A.Conjar Part III Organizational Strategy and Design 10. Employee selection and retention: The added value of psychological well-being for peak performing organizations Ivan T. Robertson 11. Developing and sustaining an ethical and moral tone in organizations R. Edward Freeman Dean W .Krehmeyer and Brian Moriarty 12. Developing managerial and organizational cultural agility Paula Caligiuri and Ibraiz Tarique 13. Employer branding and corporate reputation management: A model and some evidence Graeme Martin 14. Improving the success of mergers and acquisitions Mitchell Lee Marks 15. Development of corporate citizenship: Four trajectories Philip M. Mirvis 16. Improving corporate governance practices Morton Huse Jonas Gabrielsson and Alesasandro Minichilli
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