| Edition |
First edition. |
| Description |
1 online resource (xviii, 208 pages). |
| Physical Medium |
polychrome |
| Description |
text file |
| Series |
Human resource managementand organizational behavior collection,
1946-5645
|
|
Human resource managementand organizational behavior collection.
1946-5645
|
| Bibliography |
Includes bibliographical references (pages 199-201) and index. |
| Contents |
Part I. The proactive paradox. Chapter 1. What is the proactive paradox? ; Chapter 2. The them and us relationship ; Chapter 3. The collaborative relationship ; Chapter 4. The proactive paradox process -- Part II. Strategies for resolving the paradox. Chapter 5. The rour strategies ; Chapter 6. The proactive framework ; Chapter 7. Shared purpose practices ; Chapter 8. Boundary management practices ; Chapter 9. Information exchange practices ; Chapter 10. Proactive accountability practices -- Part III. Job design. Chapter 11. Rethinking job design ; Chapter 12. The job description's limitations for developing people ; Chapter 13. The job description's limitations for rewarding people ; Chapter 14. Using the proactive framework to promote nonjob performance ; Chapter 15. Job crafting as an antidote to traditional job design ; Chapter 16. The application of job crafting -- Part IV. Measuring proactive behavior. Chapter 17. Manager pro̐Ơѓle and action plan. |
| Access |
Access restricted to authorized users and institutions. |
| Summary |
How do you get your team members to exercise appropriate independent judgment? How do you get employees to be more accountable for their actions? Leaders need team members to be empowered and proactive post COVID-19. What are the roadblocks? How are they overcome? Most books on employee empowerment bypass two critical relationships: the employment compact and the job holder and their job. These two relationships hold the key to unlocking employee empowerment. This breakthrough book is for leaders who want to maximize performance through empowerment. It offers a new approach and practical strategies to energize employees to exercise their initiative when needed and be accountable for their actions. A proactive employee is engaged in their job and can confidently make decisions without overly relying on their manager. |
| Form |
Also available in print. |
| System Details |
Mode of access: World Wide Web. |
|
System requirements: Adobe Acrobat reader. |
| Subject |
Organizational behavior.
|
|
Organizational behavior. |
|
Corporate culture.
|
|
Corporate culture. |
|
Performance -- Management.
|
|
Performance -- Management. |
|
Personnel management.
|
|
Personnel management. |
| Indexed Term |
Empowerment. |
|
Proactive behavior. |
|
Initiative. |
|
Independent judgment. |
|
Employment relationship. |
|
Psychological contract. |
|
Performance management. |
|
Performance. |
| Genre/Form |
Electronic books.
|
| Other Form: |
Print version: 9781637421390 |
| ISBN |
9781637421406 e-book |
|
9781637421390 print |
|
