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Building High-Performance People and Organizations [3 Volumes]


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Corporate leaders, consultants, and academics explore the many ways organizations can raise productivity, innovate, please customers, and improve profits by tapping into the passion, dedication, knowledge, and talent of their people.

Table of Contents

Volume 1 Acknowledgments Preface Chapter 1 A Candid Look at Employee Engagement: Five Global Truths Chapter 2 People Equity: A New Model for Managing Talent Chapter 3 The Differentiators of High Performance: Aligning People Strategy with Business Strategy Chapter 4 Designing Global Employee Survey Process to Realize Engagement and Alignment Chapter 5 Your Employer Brand: A Tool For Fulfilling Customer Promise Chapter 6 The Changing Workforce Chapter 7 Are Employee Surveys Disengaging Employees Chapter 8 Building a Culture of Trust Chapter 9 Moving Beyond Engagement: Motivating and Enabling Individual and Team Performance Chapter 10 Engagement in Non-Profit Setting Chapter 11 A Multi-Level Approach to Assessing and Improving Employee Engagement: Engaging an Organizations People in the Drive for High Performance Chapter 12 Creating the Engaged Organization: The Engaged Employee as a Key Lever for Change Chapter 13 Anchor: The Intuit Engagement Story Index About the Editor and Contributors Volume 2 Acknowledgments Preface Chapter 1 The Six Degrees of Preparation Chapter 2 Being Connected: The Effects of Technology on Employee Engagement Chapter 3 Driving Long-Term Engagement Through a High Performance Culture Chapter 4 The Lost 20 Percent: Engaging the Almost Great Chapter 5 Essential Building Blocks to Successful Engagement Survey Programs Chapter 6 Spirit: A Vital Key to Engagement at Work Chapter 7 No Best Practices Chapter 8 Managers: The Key to an Engaged Workplace Chapter 9 Work-Life Means Business Chapter 10 Coaching for High Potentials to Become High Performing Leaders Chapter 11 The Five Points of Peak Performance Chapter 12 Rebuilding Trust within Organizations Chapter 13 Fun: Essential to Creating a Culture of Engagement Chapter 14 Ten Things You Should Know About Executive Search Now Chapter 15 Compensation Strategy: A Guide for Senior Managers Chapter 16 Anchor: The Caterpillar Engagement Journey: Connecting the Dots Index About the Editor and Contributors Volume 3 Acknowledgments Preface Chapter 1 Ann Rhoades on people-centric cultures Chapter 2 Dan Walker on leadership Chapter 3 David Russo on leadership Chapter 4 Case Study: Patagonia Chapter 5 Scott Bedbury on employee branding Chapter 6 Beverly Kaye on employer regard Chapter 7 Al Lucia on company values Chapter 8 Case Study: Kahler Slater Chapter 9 Diana Whitney on appreciative inquiry Chapter 10 Judi Neal on visionary workplace cultures Chapter 11 Susan Todd on corporate universities Chapter 12 Case Study: Digital Credit Union Chapter 13 Jane Creech on running high-performance teams Chapter 14 Susan Gebelein on talent management Chapter 15 Case Study: Badger Mining Corporation Chapter 16 Tiane Mitchell Gordon on diversity Chapter 17 Jennifer Floren on millennial generation employees Chapter 18 Catherine D. Fyock on aging employees Chapter 19 Denise Brouillette on women in the workplace Chapter 20 Case Study: Motorola Chapter 21 Jim Shaffer on collaborative problem-solving Chapter 22 Kathryn Yates on the ROI of employee communications Chapter 23 Jeffrey Saltzman on the future of employee engagement Chapter 24 Anchor: Starwood Hotels & Resorts: Creating a Branded Service Culture Allison Barber, Mariangela Battista, Kirsten Clark, Norm Perreault, Matt Redmond, and Matt Valenti Index About the Editor and Contributors

About the Author

MARTHA I. FINNEY is a veteran business journalist and consultant specializing in employee engagement and career management. She is the author or coauthor of nine books, including HR from the Heart: Inspiring Stories and Strategies for Building the People Side of Great Businesses, with Libby Sartrain, Chief People Officer of Yahoo. The producer of the Web-based journal Working from the HeartLand, she has appeared on CNN, NPR, and in major newspapers around the U.S.


"Editor Finney, a journalist and consultant, explains what it means to love work in companies that focus on employee engagement. She notes engaged employees express satisfaction, demonstrate commitment, and advocate the organization's work ethic, products, and services. This three-volume set covers theories associated with employee engagement (v. 1); ways to create engaged cultures (v. 2); and conversations with experts and case studies of small to medium businesses (v. 3). Contributors include consultants and executives of successful firms. Key theoretical dimensions of employee engagement discussed in the first volume include company values and policies, development opportunities, interactions with people, the work environment, rewards and recognition, and job descriptions. The chapters on employee engagement surveys are the best part of volume 1. Chapter authors suggest that the weakest surveys are data driven. Survey approaches recommended include focusing on two-way interviews with employees, including quantitative and qualitative data, and trying to apply what was learned. To engage employees, contributors to the second volume suggest balancing work and home, getting top management commitment, having fun at work, coaching high-potential employees, focusing on employees' spiritual needs, using a variety of technologies to enhance workplace communication, and hiring executives aware of employee needs and compensating them based on a strategic plan rather than just the bottom line. The third volume provides case studies of how corporations such as Patagonia, Kahler Slater, Motorola, Digital Federal Credit Union, and Badger Mining Corporation engage employees. Mixed in with the case studies are chapters that feature interviews with consultants. Additional topics covered in the third volume include talent management, employee branding, corporate universities, diversity, leadership, and employee communications.

All three volumes end with a long case study involving a major engagement effort; the three studies involve Intuit, Caterpillar, and Starwood Hotels and Resorts. All volumes mix interviews, case studies, research results, and diagrams showing engagement theories or programs. Recommended. Upper-division undergraduate through professional collections.' " - Choice

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