Make their day! employee recognition that works ; proven ways to boost morale, productivity, and profits
In this thoroughly updated and expanded edition of the bestselling guide (over 20,000 of the 1st edition sold) to employee recognition, author Cindy Ventrice explores how managers need to adapt their recognition strategies to deal with global, virtual, and generational realities. Additions include...
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
San Francisco :
Berrett-Koehler Pubhlishers
c2009.
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| Edición: | 2nd ed. rev. and expanded |
| Colección: | Bk Business
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627889506719 |
Tabla de Contenidos:
- Contents; Foreword; Preface; INTRODUCTION: Real Results; PART ONE: Employees Want to Love Their Work; CHAPTER 1 Recognition That Works; Missing the Mark; What Makes Recognition Work; The Elements of Recognition; CHAPTER 2 Finding Recognition Everywhere; Understanding the Motivation Connection; Recognizing Purpose and Quality; Recognizing Trustworthiness; Recognizing Individual Value; Recognition Is Everywhere; CHAPTER 3 Recognition Starts with Your Relationships; Sticky Recognition; Everything Else Is Secondary; Employees Have Their Say; Filling the Other Guy's Basket; Creating Loyalty
- How Do You Measure Up?The Dangers of Intracompany Competition; PART TWO: Whose Job Is Recognition, Anyway?; CHAPTER 4 Managing for the Greatest Impact; The Most Important Role; The 50/30/20 Rule; The Manager's Opportunity and Responsibility; Building on the Relationship Foundation; What Exceptional Managers Do; Going It Alone; CHAPTER 5 Leading with Vision, Visibility, and Momentum; Developing a Recognition Culture; Showing Value through Action; Leading Recognition Programs; CHAPTER 6 Partnering with Program Administrators; The Administrator's Supporting Role; Their Good Intentions
- Leveraging HR's WorkCHAPTER 7 Making Recognition the Responsibility of Every Employee; What One Person Can Do; Understanding Peer Recognition; Taking Responsibility; A Simple and Effective Tool; CHAPTER 8 Using Self-Recognition to Improve Quality; Taking the Initiative; Celebrating Recognition Days; Using Individual Development Plans; Adding Self-Recognition to the Mix; PART THREE: Making Recognition Work; CHAPTER 9 Getting Specific and Relevant; Lesson from a Fortune Cookie; What Do Values Have to Do with Recognition?; Linking Goals to Individual Performance
- Specific Recognition Makes Their DayCHAPTER 10 Measuring for Results; Why Measure?; What to Measure?; Collecting Data; CHAPTER 11 Aligning Recognition with Culture; Doing a Culture Check; Considering Industry and Job Preferences; Identifying Generational Preferences; Dealing with a Dispersed Workforce; Changes in Global Team Recognition; CHAPTER 12 One Size Doesn't Fit All; Personalizing Individual Recognition; The Process of Individualization; Identifying the Contribution; The Manager's or Supervisor's Responsibility; Determining Personal Preferences; Putting It All Together
- Case Study-Recognition Misses the MarkCHAPTER 13 Dealing with the Fairness Paradox; Treating Everyone the Same; The Four Rules of Fairness; Setting Expectations; CHAPTER 14 Recognition Is a Work in Progress; The Importance of Commitment and Planning; Keeping One Ball in the Air; Making a Plan; Step 1: Determine the Current State of Recognition; Step 2: Plan Your Recognition Strategy; Step 3: Commit to a Continually Evolving Implementation; Where Do You Go from Here?; Appendix: Sample Employee Surveys; Resources; Acknowledgments; Notes; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; Q
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