Re-Engage: How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

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Re-Engage: How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

Branham, Leigh/ Hirschfeld, Mark

ウェブストア価格 ¥9,544（本体¥8,677）
McGraw-Hill Contemporary（2010/03発売）
外貨定価 US$ 52.00
ポイント 86pt

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製本 Hardcover:ハードカバー版／ページ数 368 p.
言語 ENG
商品コード 9780071703109
DDC分類 658.314

Full Description

WHY SHOULD I WORRY ABOUT KEEPING WORKERS HAPPY IN A TIME OF RISING UNEMPLOYMENT?Because you can't afford not to. In an eye-opening survey of 10,000 employers in 43 states, the Best Places to Work are not only the most engaging work environments for employees—they are also the most efficient, productive, and successful. Even in the toughest economic times.WHAT SEPARATES THE "BEST" FROM THE REST?These companies understand and utilize the six "universal drivers" of employee engagement:

Caring, Competent, and Engaging Senior LeadersEffective Managers Who Keep Employees Aligned and EngagedEffective Teamwork at All LevelsJob Enrichment and Professional GrowthValuing Employee ContributionsConcern for Employee Well-Being
HOW CAN I GET THE "BEST" FROM MY EMPLOYEES, MY COMPANY, AND MYSELF?Simple. Re-engage them.Praise for Re-Engage"Authors Leigh Branham, SPHR, and Mark Hirschfeld delve into how the best places to work keep employees at all levels engaged and productive, and offer lessons on how to revitalize your own employees' engagement."
—SHRM/HR Magazine

Re-EngageTable of ContentsChapter 1. Employee Engagement: The Key to Building a "Best Place to Work"Chapter 2. Crosswind Factors: Why It's Harder than Ever to Build A Winning WorkplaceChapter 3. What Separates The Best from the Rest?: Six Universal Engagement DriversChapter 4. Steering the Ship and Inspiring the Crew: Trust and Confidence in Senior LeadersChapter 5. The Real Job of Managers: Keeping Employees Aligned and EngagedChapter 6. The Power of "We" to Magnify Engagement: Building Team EffectivenessChapter 7. Job Enrichment and Professional Growth: The Present and Future DriverChapter 8. The Never-Ending Source of Engagement: Valuing Employee ContributionsChapter 9. Getting Down to Basics: Two Ways of Viewing EmployeesChapter 10. Self-Engagement: The Employee Side of the EquationChapter 11. Becoming a More Engaged WorkplaceAppendix A. Best-Places-to-Work BasicsAppendix B. The Good, Bad and the Ugly: A Case Study In Health CareAppendix C. Studies Linking Employee Engagement Practices to Business ResultsAppendix D. Comparison of Senior Leader Survey Items to Manager Items as Differentiators Between Winning and Non-Winning Companies