The workforce engagement equation: a practitioner's guide to creating and sustaining high performance
Gespeichert in:
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| Format: | Buch |
| Sprache: | English |
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Boca Raton, FL [u.a.]
CRC Press
2012
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| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXV, 564 S. graph. Darst. 1 CD-ROM (12 cm) |
| ISBN: | 9781439868096 |
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| adam_text | Titel: The workforce engagement equation
Autor: Manion, Jamison Jay
Jahr: 2012
Contents
Preface: Building on Solid Foundational Principles......................xxi
Author............................................................................................xxv
1 The Great Seattle Fire: An Analogy for Our Times.....................1
Fire and Mud in the Twenty-First Century.........................................3
Leadership Is a Choice-Rise Up, You Worthy Bastards, and
Follow Me!...........................................................................................3
Seven Cardinal Sins of Change Leadership: Seven Reasons Why
Things Don t Change..................................................................................4
1. The Status Quo Exists to Serve the Status Quo.............................5
2. Saying Isn t Doing: I m an Idea Man ............................................7
3. Frequent Turnover: Manager of the Month..................................12
4. Rearranging Deck Chairs on the Titanic: Majoring on the
Minors................................................................................................13
5. Lack of Holistic Solutions: The Operation Was a Success but
the Patient Died.................................................................................14
6. Failure to Stay the Course: Are We There Yet?............................17
7. Attention Deficit Management: Dismantling What Works...........18
Don t Abandon Hope-There Is a Solution.....................................19
Stages of Organizational Development....................................................19
Intuitive Assessment of Group Developmental Stages.....................22
Parallel Paths-Group Development and Project Management......23
Book Layout..............................................................................................24
Breadth versus Depth.......................................................................26
2 Stage 1-Forming: Preparing for the Voyage and
Assembling the Crew.................................................................27
Overview and Assessment: Forming........................................................27
Assessing Where You Are or Where You Want to Go.....................28
Analysis: Forming......................................................................................36
Assembling the Crew........................................................................36
Forming Element 1: Setting a Clear Vision for the Organization............38
Setting a Course: Leading Your Way to Higher Performance-
Value Proposition..............................................................................38
Building a Sustainability Engine-Part 1: Forming..........................41
Forming Element 2: Senior Leadership Involvement...............................42
Appropriate Delegation of Authority................................................44
Project Charters.................................................................................44
Team Charters and Organizational Stages........................................44
Purpose of the Team Charter during Focusing........................46
Purpose of the Team Charter during Committing...................46
Purpose of the Team Charter during Sustaining
Performance............................................................................46
Purpose of the Team Charter during Renewal.........................47
Forming Element 3: Resource Allocation and Strategic Staffing.............48
Dual Staffing Plan (Team P and Team F )...................................49
Essential Framework of Teams.........................................................49
Forming Element 4: Climate of Trust, Mutual Respect, and Mutual
Success.......................................................................................................50
Role of Communications in Building Trust......................................51
Opening the Johari Windows...........................................................52
Shifting Boxes............................................................................54
Opening Windows....................................................................57
Forming Element 5: Team Members and the Team Leader Know
and Value Each Other s Styles, Strengths, and Preferences.....................58
Self-Awareness: DISC-Personality Temperaments and
Preferences.........................................................................................59
Behavioral-Based Model of Temperaments and Preferences...........60
Observable Traits of DISC Styles......................................................65
Quick and Dirty DISC Assessment...................................................67
D -Dominant: Entrepreneurs, Adventurers, and Change
Agents............................................................................................77
Communicating with a D .......................................................77
Potential Blind Spots and Weaknesses of D s........................78
Motivation for D s....................................................................78
I -Influencer: Politicians, Social Directors, and Entertainers.......78
Introversion as Compared to Extroversion...............................78
Motivation for I s......................................................................80
Potential Blind Spots and Weaknesses of I s..........................80
S -Sustainer: Administrators, Mediators, and Counselors............81
Potential Blind Spots and Weaknesses of S s.........................81
Communicating with S s..........................................................82
C -Conscientious: Scientists, Engineers, and Accountants...........82
Potential Blind Spots and Limitations of C s...........................82
Natural versus Adapted Behaviors....................................................83
DISC Space.................................................................................84
General Guidelines for Working with DISC Temperaments............86
Working with Dominant Personality Types- D s...................87
Working with Influencing Personality Types- I s..................87
Working with Sustaining Personality Types- S s...................88
Working with Conscientious Personality Types- C s.............88
DISC at a Glance...............................................................................89
DISC Temperaments and Team Strengths........................................92
Focus on Strengths, Not Limitations.................................................93
Forming Element 6: Leaders Set the Tone for Effective, Open, and
Inclusive Communication.........................................................................95
Hidden Agendas................................................................................97
Situational Approaches to Leadership..............................................98
Understanding the Leadership Styles..............................................100
Leadership Determinants........................................................100
Effective and Ineffective Demonstration of Leadership Styles......103
Quick and Dirty Leadership Self-Assessment.................................104
How You See Yourself as Compared to How You Are
Seen by Others........................................................................106
Adapting Leadership Styles to Individual Needs............................106
Leadership by Default.....................................................................108
DISC Temperament Effects on Leadership Tendencies..................108
D : Dominating/Directing......................................................108
I : Influencing/Problem Solving.............................................109
S : Sustaining/Developing......................................................109
C : Conscientious....................................................................110
Hijacked Leadership and Best Intentions...............................Ill
Leadership Styles and Rewards.......................................................112
Avoid Being a Bottom Feeder.........................................................113
Individual Emotional Responses to Change...................................115
Forming Element 7: Communications Are Planned, Deliberate, and
Broad Reaching.......................................................................................115
Principles of Communication..........................................................118
Communications Process................................................................120
Developing a Strategic Communications Plan................................122
Communications and Feedback: More Is Better............................125
Provide Regular Updates on Organizational Progress...................126
Sneaking the Camel in under the Tent...........................................126
Keeping It Consistent versus Keeping It Fresh...............................127
Believability.....................................................................................128
Forming Element 8: Clear Behavioral Norms Are Established and
Broadly Observed...................................................................................128
Team Ground Rules.........................................................................129
Enforcing the Ground Rules...........................................................129
Forming Element 9- Meetings Are Well Planned, and Prior Notice Is
Provided..................................................................................................130
Planning for a Meeting....................................................................131
Forming Element 10: Meetings Are Well Run, Structured, and
Productive................................................................................................134
Required Roles for Effective Meetings............................................135
Conducting Meetings Following the Cyclical Communications
Process.............................................................................................137
Key Takeaways: Forming-Preparing for the Voyage...........................139
Forming Project Plan...............................................................................141
Stage 2-Focusing: Establishing the Ship s Routine................143
Overview and Assessment: Moving from Forming to Focusing...........143
Focusing Assessment..............................................................................144
Analysis: Focusing versus Stumbling......................................................151
Focusing Element 1: The Vision, Mission, and Values of the
Organization Are Clearly Defined and Articulated................................152
Strategies Compared to Tactics.......................................................153
Strategy Maps and Logic Models....................................................155
Outcome-Driven Strategy Maps..............................................155
Process-Driven Strategy Maps (Logic Models)........................157
Disaggregating the Mission and Vision into Strategy and Tactics.....158
Building a Vessel of Organizational Success..................................159
Focusing Element 2: Well-Defined and Functioning Systems...............162
Introductions to Systems Thinking.................................................162
Manual versus Automatic Systems..........................................164
Management Operating Systems.....................................................165
Principles of Systems Design..........................................................166
Flowcharting Systems Made Easy...........................................167
From Strategy Maps to Process Steps: Peeling Back the Layers
of Systems........................................................................................170
Installing the Process Sustainability Engine into the Vessel of
Organizational Success....................................................................171
Focusing Element 3: Significant Involvement of the Crew....................172
Two Parables of Engagement..........................................................173
The Chicken Is Involved.........................................................173
River of Commitment..............................................................173
Focusing Element 4: Well-Defined Organizational Structure................175
Disaggregation of Strategies into Goals and Roles........................176
Primary Reasons Organization s Work below Their Strategic
Optimum.........................................................................................177
DISC Impacts on Delegation and Trust..........................................177
The Time Horizon-Keeping It between the Two Ditches...........178
The Lasting Impact of Failed Change Initiatives....................179
Example: Defining Roles, Time Horizons, and Responsibilities.....180
To Be as Compared to As Is ..............................................183
Focusing Element 5: Gaining Commitment and Alignment of
Individual Tasks and Goals....................................................................183
Example of Defining Individual Roles and Responsibilities..........185
Framework of Effective Individual Success (Steps 1-5).................187
Fall Points and Communications....................................................190
Behavioral Responses Essential to Eliminating Fall Points.....191
Detailed Analysis of Fall Points..............................................195
Focusing Element 6: Develop Goals, Action Plans, and KPIs...............196
SMART Goals..................................................................................197
Cumulative Goal Development.......................................................198
Goal Consistency.............................................................................201
Focusing Element 7: Effective Leadership toward Problem Solving......201
Adaptive Leadership and Problem Solving.....................................202
Focusing Element 8: Organizational Problem Solving...........................203
Driving and Restraining Organizational Forces.............................204
Avoiding Being Martyred for the Cause by Ignoring the
Sacred Cows and 800-lb Gorillas ......................................206
Choosing a Vehicle: The All Purpose Tool-Using the Crescent
Hammer...........................................................................................208
Problem Recognition and Definition......................................209
Analysis....................................................................................211
Use of Brainstorming..............................................................212
Decision Analysis Criteria...............................................................214
Leadership and Problem Solving....................................................217
The Second Difference Separating Leaders and Martyrs.......218
Focusing Element 9: Tactical Interpersonal Communication and
Feedback.................................................................................................218
Rules of Engagement in Support of Team Ground Rules..............220
Speak for Yourself and Speak of What You Know to Be
Fact...........................................................................................220
Focusing Element 10: Healthy Attitude about Conflict..........................220
Building Bridges before the Flood-Laying the Foundation
Conducive to Managing Conflict....................................................222
Understanding the Sources of Conflict...........................................223
Conflict Arising from Change..................................................223
Emotional Responses to Change.............................................225
Factors Affecting the Difficulty of Change.............................227
Conflict Arising from Goal Disparity and Limited
Resources................................................................................231
Responses to Conflict-Reactionary versus Deliberate.................232
The Emotional Response-A Tale of Two Roses...................232
Emotional, Cognitive, and Physiological Behavioral Drivers.........234
Habituated Responses.............................................................237
Scripting...................................................................................238
Five Response Options to Conflict.........................................238
Strategic Conflict Choices................................................................240
Compete-Desire to Please Self Stronger than the Desire
to Please the Other..................................................................240
Accommodate-Desire to Please Other Stronger than the
Desire to Please Self................................................................242
Collaborate-Strong Desire to Please Self and Equal
Desire to Please the Other......................................................243
Avoid/Withdraw-Low Desire to Please Other and
Unwillingness to Engage for Self............................................243
Compromise-Willingness to Accept Less for the Sake
of the Relationship or to Move Forward.................................244
Temperament, Desire to Please Self versus Desire
to Please Others.......................................................................246
Conflicts and the Balance of Power.......................................247
Thoughtful Reactions to Conflict....................................................248
Compelling Behavior through Persuasion or through
Manipulation............................................................................251
Ground Rules to Consider that Promote a Healthy Approach
to Conflict........................................................................................256
Leadership Necessary to Create a Healthy
Organizational Climate....................................................................256
When to Revisit Forming........................................................................258
Key Takeaways: Focusing versus Stumbling..........................................259
Focusing Project Plan..............................................................................261
Stage 3-Committing: Building Speed....................................265
Overview and Assessment: Committing versus Fragmenting...............265
Analysis: Committing versus Fragmenting.............................................274
Hope, Control, and Equity..............................................................275
Inclusion, Purpose, and Congruence.............................................276
Committing Element 1: High Degree of Congruence between
Individual and Organizational Values and Working Approach.............277
Alignment between Individual and Organizational Values
and Goals .......................................................................................278
Freedom to Act-Be Careful What You Wish for: Do You
Really Want Engagement? ..............................................................279
The Engagement Model of the United States Military............282
Environmental Incongruence: Planting Seeds in Bleach ............283
Individual Indicators of Incongruence....................................283
Organizational Indicators........................................................285
Balancing the Workforce Engagement Equation............................285
Committing Element 2: Structured Approach to Training and
Qualifications..........................................................................................286
The Five Spheres of Individual Competence.................................287
Principles of Training Every Manager Should Know.....................289
Training Is Not the Goal of Training ...................................290
Will versus Skill...............................................................................291
Setting Clear Expectation through the Use of Training Checklists.... 292
Training Checklists..................................................................293
The DACUM Process...............................................................294
Minimizing Generational Competency Decay........................295
Principles of Learning: Systems Thinking .....................................299
Principles of Learning: Memory......................................................302
Outcomes of Utilizing a Structured Approach to Training and
Qualifications...................................................................................304
Committing Element 3: Team Members Have and Keep Faith with
Their Teams.............................................................................................304
To Be Trusted, You Must First Be Trustworthy..............................305
Timely and Complete Communications..................................306
Deliver on Commitments .......................................................307
Admit Mistakes........................................................................307
Committing Element 4: Performance Feedback Is Appropriate
and Timely..............................................................................................308
Avoid the But Sandwich...............................................................308
The Odometer in the Trunk...........................................................309
Leading versus Lagging Indicators..................................................310
Committing Element 5: Leaders Are Engaged and Act as Mentors.......311
The Role of Mentor.........................................................................314
Committing Element 6: Strong Leadership and Appropriate
Delegation of Authority..........................................................................315
Span of Control...............................................................................315
Triggers and Limits of Authority.............................................316
Factors Affecting Ability and Motivation .......................................318
The Four Factors Governing Ability.......................................319
The Four Factors Determining Motivation..............................321
The Seeds of Confusion Inherent within Matrixed
Organizations.................................................................................322
Importance of the Chain of Command..........................................323
United States Army Organizational Structure ........................324
Strengths of an Organizational Chain of Command......................325
Effective Mentor to Mentee Ratio............................................325
Effective Cascading Communications.....................................326
Effective Accountability...........................................................326
Somebody Will Do It-A Parable for Our Times................327
Defining an Effective Chain of Command.....................................327
Problems Created by Bypassing Up the Chain
of Command........................................................................327
Problems Created by Bypassing Down the Chain
of Command............................................................................329
Strong Leadership Stemming from a Strong Chain
of Command: The Buck Stops Here.......................................331
Committing Element 7: Individuals and Teams Hold Themselves
Accountable.............................................................................................332
Creating an Environment of Logical Consequences......................334
Mediocrity for the Sake of Harmony..............................................337
Committing Element 8: Individual and Intraorganizational
Alignment and Collaboration.................................................................338
Progression toward Teamness ......................................................339
Nonteam Players..............................................................................340
Free Riders.......................................................................................341
Courageous Leadership: Intervention.............................................342
Incenting the Wrong Behaviors......................................................343
Committing Element 9: The Organization Lives Its Values
with Integrity...........................................................................................344
Motivation Matters, but It Only Goes So Far..................................345
The Paper Mill versus the Saw Mill-The Expectation of Pain
Is Often More Tolerable than the Pain of Expectation...............345
Market Norms versus Social Norms........................................347
False Engagement through Manipulation.......................................349
Committing Element 10: Well-Defined Group Identity and Esprit
de Corps..................................................................................................349
The Power of Symbols....................................................................350
Key Takeaways: Committing versus Fragmenting.................................351
Stage 4-Sustained Performance: Smooth Sailing..................357
Overview and Assessment: Sustained versus Variable Performance ....357
Analysis: Sustained versus Variable Performance..................................366
Sustaining Isn t Leveling..................................................................366
Sustaining Element 1: Ongoing Validation of Customer
and Stakeholder Requirements and Satisfaction....................................367
Nothing Fails Like Success..............................................................367
Ongoing Determination of Customer/Stakeholder
Requirements and Satisfaction................................................368
Sustaining Element 2: Ongoing Goal Setting and Revision...................368
Shifting Responsibilities from Team F to Team P .....................370
Shifting Roles by Playing to Peoples Strengths......................371
Sustaining Element 3: Availability and Use of Documentation
for Systems and Procedures....................................................................372
Written Documentation to Augment Training Checklists..............373
Prioritization of Documentation Requirements......................373
Documentation Is Readily Accessible and Regularly Used............376
Procedures Need to Be Sufficiently Detailed.................................377
Sustaining Element 4: Proactive Problem Solving, Decision Making
Scope and Impact...................................................................................379
The Overconfidence Trap...............................................................379
The Groupthink Trap......................................................................380
The Inflexible View of Reality Trap...............................................382
Traditional Change Management versus Improvisational
Change.........................................................................................383
Sequences of Improvisational Change....................................385
Sustaining Element 5: Ongoing Communications and Reporting.........387
Life in the Clouds-The Executive Fogbank..................................388
Sustaining Element 6: Continuous Balanced View of Process
Outcomes................................................................................................389
Avoiding Organizational Pinball: Reactive Management...............390
Avoiding The Plan : The Need for Accurate Information.............391
Organizational Dashboards and Balanced Scorecards..................393
Course Corrections while Sailing into the Wind............................395
Sustaining Element 7: Ongoing Control of Vendors and Suppliers.......397
Sustaining Element 8: Utilization of Lean Concepts, 5S, and Visual
Management............................................................................................400
Overview of Lean Concepts...........................................................401
5S and Visual Management.....................................................402
Value Stream Mapping....................................................................404
Sustaining Element 9: Control of Nonconforming Products
and Services............................................................................................405
Defined Decision Authority.....................................................406
Documentation of Final Disposition of Nonconforming
Products and Services..............................................................406
Sustaining Element 10: Balance of Challenge and Support through
Rewards, Opportunities, and Consequences.........................................408
Equitable Rewards and Opportunities............................................408
Drivers of Variable Performance.....................................................409
The Hawthorne Effect.............................................................409
Learned Helplessness: The Organizational Cost
of Program of the Month.........................................................410
The Dog in the Box: A Thought Experiment.........................412
Logical Consequences: Keeping It between the Ditches...............414
Establishing Logical Consequences through Challenging
and Support.............................................................................415
Breaking through the Wall of Complacency; Leading
Sheep and Driving Goats........................................................416
Subtle and Not So Subtle Sabotage.................................................417
Situation Analysis: Understanding When to Lead and When
to Drive............................................................................................420
Is It a Matter of Will or Skill and Who Is Responsible, the
Individual or the Organization?..............................................421
All Behavior Is Rewarding on Some Level.............................427
Behavior and the Law of Demand..........................................427
Indifference Curves.................................................................429
Performance Contracting: Setting Clear Expectations
and Logical Consequences..............................................................431
Avoiding Democratic Ass Kickings -Not Firing Blindly
into the Flock..................................................................................433
Action Planning: Preparing to Confront a Goat.....................434
In Defense of Goats-Don t Cull Them All...................................440
Benefits of Goats over Sheep: Goats Can Flourish Where
Sheep Cannot...........................................................................440
Key Takeaways: Sustained versus Variable Performance......................441
Navigating out of Variable Performance.........................................445
Stage 5: Renewal-Refitting and Redeploying........................447
Overview and Assessment: Renewal versus Leveling...........................447
Analysis: Renewal versus Leveling.........................................................457
Renewal Element 1: Celebration and Recognition of Organizational
and Individual Success............................................................................458
Cost Does Not Always Equate to Value.........................................459
Avoiding Mandatory Fun Events.....................................................459
Celebrations Aren t the End-They Are Transitions......................460
Renewal Element 2: Organizational Commitment to Continuous
Improvement...........................................................................................46l
Defining How High Is Up: Benchmarking and Theoretical
Constraints.......................................................................................462
Six Sigma: How the Best Get Better...............................................463
A 60,000-Foot View of Six Sigma...........................................463
Three Limits of Six Sigma...............................................................466
Six Sigma Is Not a Substitute for Effective Management........466
Could Be Better Can Be the Enemy of Good Enough..........468
Six Sigma Won t Lead to Revolutionary Discoveries-Only
Incremental Improvement.......................................................469
The Big C in DMAIC: Control and ROI.......................................470
Simple ROI...............................................................................471
Net Present Value.....................................................................471
Economic Value Added...........................................................472
Standardize and Be Consistent with ROI Calculations...........473
Renewal Element 3: Ongoing Audits, Records Review, and Change
Notifications............................................................................................473
The Temptation of Inconvenient Truths ........................................474
The Importance of Customer Feedback.........................................475
Timely Process Change Notifications.............................................476
Information Not Acted upon Is as Useless as No Information
at All................................................................................................476
Renewal Element 4: Relevant Not Robotic Meetings with Attendance
for Impact and Development..................................................................478
Meetings after the Meetings............................................................483
Meeting Attendance for Communications, Impact,
and Developmental Opportunities ................................................484
Renewal Element 5: Impactful Performance Review and Reward
Systems....................................................................................................484
Impactful Performance Reviews.....................................................487
Impactful Performance Reviews Are Timely..........................488
Impactful Performance Reviews Are Specific.........................489
Equitable Performance Reviews......................................................489
Application of Negative Consequences-Progressive
Discipline.................................................................................491
Shared Fortunes-A Rising Tide Shouldn t Swamp the Little
Boats................................................................................................492
Renewal Element 6: Developmental and Promotional
Opportunities....................................................................................493
Renewal Element 7: Training Remains a Strategic Priority that
Builds and Maintains Line of Sight........................................................494
The Absence of Leaders Undermines the Training.......................498
Renewal Element 8: Holistic and Integrated Training Design...............500
TCLs Aren t Just for Nonexempt Positions..............................502
Renewal Element 9: Effective Preemployment Screening
and Structured New Hire Orientation....................................................503
The Architects of Your Organization s Future if Left to Chance......504
Shifting from Box to Box........................................................505
Architects of Your Organization s Future When Not Left
to Chance.........................................................................................508
Use of the TCL throughout the Employee Lifecycle...............509
Use of the TCL for Hiring-Decision Analysis.......................510
The Use of the TCL in Orientation: Satisfying the
Individual Needs of Forming..................................................511
The Use of the TCL in Orientation: Effective Use of the
Probationary Period.................................................................512
The Use of the TCL in Competency Development:
Satisfying the Individual Needs of Focusing..........................513
The Use of the TCL in Promotion to Next Level: Satisfying
the Individual Needs of Committing......................................513
The Use of the TCL in Annual Performance Reviews:
Satisfying the Individual Needs of Sustaining........................513
The Use of the TCL in Management of Change: Satisfying
the Individual Needs for Renewal...........................................514
The TCL Is the Vehicle-Effective Trainers Are the Drivers.........514
Renewal Element 10: Proactive Succession Planning and Mentoring......516
Growth of Successful Leaders: Know Yourself, Know Your
Business, and Know Your People..................................................517
To Be Successful You Need Four Things.......................................518
Success Factor 1: Professional Competence...........................518
Success Factor 2: Emotional Intelligence................................521
Success Factor 3: Opportunity ...............................................522
Providing Opportunities through Structured Succession
Planning...................................................................................522
Success Factor 4: A Mentor ....................................................525
Renewal versus Leveling: The Need to Reform.....................................528
Key Takeaways: Renewal versus Leveling..............................................530
7 Putting It All Together............................................................535
Interpreting the Composite Scoring Matrix....................................538
Conclusion: Transformational Leadership Requires Courage................540
We Need Heroes: Seven Transformational Leadership Virtues.....544
The Investments that Pay Dividends for Generations....................547
Today s Opportunity...............................................................................547
Index..............................................................................................549
|
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| author | Manion, Jamison Jay |
| author_facet | Manion, Jamison Jay |
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| author_sort | Manion, Jamison Jay |
| author_variant | j j m jj jjm |
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| bvnumber | BV040345691 |
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| ctrlnum | (OCoLC)826536065 (DE-599)BVBBV040345691 |
| discipline | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV040345691 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T00:22:07Z |
| institution | BVB |
| isbn | 9781439868096 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-025199847 |
| oclc_num | 826536065 |
| open_access_boolean | |
| owner | DE-11 DE-1050 |
| owner_facet | DE-11 DE-1050 |
| physical | XXV, 564 S. graph. Darst. 1 CD-ROM (12 cm) |
| publishDate | 2012 |
| publishDateSearch | 2012 |
| publishDateSort | 2012 |
| publisher | CRC Press |
| record_format | marc |
| spelling | Manion, Jamison Jay Verfasser aut The workforce engagement equation a practitioner's guide to creating and sustaining high performance Jamison J. Manion Boca Raton, FL [u.a.] CRC Press 2012 XXV, 564 S. graph. Darst. 1 CD-ROM (12 cm) txt rdacontent n rdamedia nc rdacarrier Leistungssteigerung (DE-588)4167306-2 gnd rswk-swf Teamwork (DE-588)4126974-3 gnd rswk-swf Organisation (DE-588)4043774-7 gnd rswk-swf Organisation (DE-588)4043774-7 s Leistungssteigerung (DE-588)4167306-2 s DE-604 Teamwork (DE-588)4126974-3 s HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025199847&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Manion, Jamison Jay The workforce engagement equation a practitioner's guide to creating and sustaining high performance Leistungssteigerung (DE-588)4167306-2 gnd Teamwork (DE-588)4126974-3 gnd Organisation (DE-588)4043774-7 gnd |
| subject_GND | (DE-588)4167306-2 (DE-588)4126974-3 (DE-588)4043774-7 |
| title | The workforce engagement equation a practitioner's guide to creating and sustaining high performance |
| title_auth | The workforce engagement equation a practitioner's guide to creating and sustaining high performance |
| title_exact_search | The workforce engagement equation a practitioner's guide to creating and sustaining high performance |
| title_full | The workforce engagement equation a practitioner's guide to creating and sustaining high performance Jamison J. Manion |
| title_fullStr | The workforce engagement equation a practitioner's guide to creating and sustaining high performance Jamison J. Manion |
| title_full_unstemmed | The workforce engagement equation a practitioner's guide to creating and sustaining high performance Jamison J. Manion |
| title_short | The workforce engagement equation |
| title_sort | the workforce engagement equation a practitioner s guide to creating and sustaining high performance |
| title_sub | a practitioner's guide to creating and sustaining high performance |
| topic | Leistungssteigerung (DE-588)4167306-2 gnd Teamwork (DE-588)4126974-3 gnd Organisation (DE-588)4043774-7 gnd |
| topic_facet | Leistungssteigerung Teamwork Organisation |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025199847&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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