A non-biased, grounded, and practical approach to employee engagementFor managers and business leaders who want to enhance performance, this easy-to-use guide to employee management offers real solutions for getting workers engaged and increasing productivity. It explains what employee engagement is, why it matters, what the benefits of it are, what helps and hinders it, how to measure it, how to put theory into action when trying to create it. As an added benefit, it offers plenty of advice on how managers can keep themselves engaged, even during the toughest of times.
Recenzijos
"An interesting take on engagement in tough economic timethe case studies, practical advice and research make for a compelling resource for HR teams and would give an influential argument to unenlightened managers." (HR Magazine)
"This book is designed as a resource for those seeking to unlock the potential of talent through employee engagement. It provides a valuable, up-to-date summary of work in this territory, organised around sensible questions. It comes complete with case studies and boxes of practical tips for action. The drive for employee engagement is placed firmly in the 'need to do now' box for successful organisations." (People Management)
"This book is very readable and comprehensive...for the many HR practitioners and managers out there suffering from information overload, it may well be the only book they need to read in this area." (HR Zone)
"neat, well written book.It provides a valuable, up-to-date summary of work in this territory, organised around sensible questions. It comes complete with case studies and boxes of practical tips for action." (Public Net)
"Practical guidance and interesting case studies." (CPO Agenda, October 2012)
| Foreword |
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vii | |
| Introduction |
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1 | (4) |
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1 What is engagement - and why does it matter? |
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5 | (22) |
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2 Why is engagement so elusive? |
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27 | (28) |
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3 What drives engagement? |
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55 | (32) |
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4 Do you know how engaged your people are right now? |
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87 | (28) |
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5 So what are your employees telling you? |
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115 | (18) |
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6 Getting beyond analysis and into action |
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133 | (22) |
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7 Roadblocks to creating an engaged workforce |
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155 | (22) |
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8 Building a culture of engagement |
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177 | (28) |
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205 | (26) |
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10 Engagement in tough times |
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231 | (34) |
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11 Finding meaning, growth and engagement |
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265 | (38) |
| Annex 1 Comparison of the employee engagement model and other views of engagement drivers |
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303 | (4) |
| Annex 2 Engagement model and action areas |
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307 | (2) |
| Bibliography |
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309 | (12) |
| Index |
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321 | |
Linda Holbeche PhD is a leading teacher and writer on HR topics. She was ranked number three in Human Resources magazines most influential 2009 roll call of top industry thinkers. Until recently, she was the Director of Research and Policy at the Chartered Institute of Personnel and Development (CIPD). She is also a Visiting Professor of Leadership Innovation at the University of Bedfordshire, a Visiting Professor in HRM and Organisation Development at Cass Business School (London), an Adjunct Professor (Executive Education) at Imperial College, London and a Visiting Fellow of the UK Commission for Employment and Skills. In addition to this she is an Associate of Erasmus Business School (Rotterdam), Edinburgh Napier University and Ashridge Management College. Linda is a Chartered Fellow of CIPD and a Fellow of both the RSA and the Institute of Leadership and Management (ILM).
Geoffrey Matthews is an experienced HR executive with an extensive background in employee engagement, organizational development, rewards, and international HR. He is currently Vice President HR Strategy for Merck KGaA, a leading DAX 30 European chemical and pharmaceutical company. Prior to this, Geoff held senior HR positions in a number of major companies including Roche and Hewlett-Packard. He is a Fellow of the UK Chartered Management Institute as well as being a member of the CIPD, SHRM and World at Work.
