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050 4 HF5549.5.T8|bB7 2012eb
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082 04 658.3/14|223
090 HF5549.5.T8|bB7 2012eb
100 1 Branham, Leigh,|0https://id.loc.gov/authorities/names/
n00089340|eauthor.
245 14 The 7 hidden reasons employees leave :|bhow to recognize
the subtle signs and act before it's too late /|cLeigh
Branham.
246 3 Seven hidden reasons employees leave
250 Second edition.
264 1 New York :|bAMACOM, American Management Association,
|c[2012]
264 4 |c©2012
300 1 online resource (xii, 242 pages) :|billustrations
336 text|btxt|2rdacontent
337 computer|bc|2rdamedia
338 online resource|bcr|2rdacarrier
340 |gpolychrome|2rdacc
347 data file|2rda
504 Includes bibliographical references and index.
505 0 Cover; Contents; Foreword; Chapter 1 WHY CARE ABOUT WHY
THEY LEAVE?; Why Many Managers Don't Care; Managers Cannot
Hear What Workers Will Not Speak; The Real Costs of
Avoidable Turnover; Turnover: Just an Unavoidable ""Cost
of Doing Business""?; Recent History: When the Tide Turns,
Mindsets Must Change; What About HR's Role in Exit
Interviewing?; Chapter 2 HOW THEY DISENGAGE AND QUIT;
Events That Trigger Employee Disengagement; The ""Last
Straw"" That Breaks the Employee-Employer Bond; The Active
-Seeking Phase of the Departure Process; Chapter 3 WHY
THEY LEAVE: WHAT THE RESEARCH REVEALS.
505 8 Why Employees Say They LeaveSurvey Comments Confirm the
Survey Data; Have the Reasons for Leaving Changed Since
the Great Recession?; What the New Data Reveal; A Few More
Words About Pay; Respecting the Differences; Who Has the
Power to Meet These Needs?; The Next Seven Chapters:
Hidden Reasons and Practical Action; Chapter 4 REASON #1:
THE JOB OR WORKPLACE WAS NOT AS EXPECTED; Hidden Mutual
Expectations:The Psychological Contract; How to Recognize
the Warning Signs of Unmet Expectations: During and After
the Interview; Obstacles to Meeting Mutual Expectations.
505 8 Engagement Practices 1-8: Matching Mutual ExpectationsHow
Prospective Employees Can Do Their Part; The Beginning or
the End of Trust; Engagement Practice Checklist: Meeting
Expectations; Chapter 5 REASON #2: THE MISMATCH BETWEEN
JOB AND PERSON; What's Missing-A Passion for Matching;
Recognizing the Signs of Job-Person Mismatch; Most Common
Obstacles to Preventing and Correcting Job-Person
Mismatch; Engagement Practices for Matching Job and
Person; Best Practices for Talent Selection; Best
Practices for Engaging and Re-Engaging Through Job Task
Assignment; Best Practices for Job Enrichment.
505 8 The Employee's Role in the Matching ProcessEngagement
Practices Checklist: Job-Person Matching; Chapter 6 REASON
#3: TOO LITTLE COACHING AND FEEDBACK; Why Coaching and
Feedback Are Important to Engagement and Retention; Why
Don't Managers Provide Coaching and Feedback?; Recognizing
the Signs; More Than an Event: It's About the
Relationship; Engagement Practices for Coaching and Giving
Feedback; What the Employee Can Do to Get More Feedback
and Coaching; Engagement Practices Checklist: Coaching and
Feedback; Chapter 7 REASON #4: TOO FEW GROWTH AND
ADVANCEMENT OPPORTUNITIES.
505 8 What They Are Really SayingEmployers of Choice Start by
Understanding the New Career Realities; Recognizing the
Signs of Blocked Growth and Career Frustration; Best
Practices for Creating Growth and Advancement
Opportunities; What Employees Can Do to Create Their Own
Growth and Advancement Opportunities; Engagement Practices
Checklist: Growth and Advancement Opportunities; Chapter 8
REASON #5: FEELING DEVALUED AND UNRECOGNIZED; Why Managers
Are Reluctant to Recognize Employees' Efforts; Recognizing
the Signs That Employees Feel Devalued and Unrecognized;
Pay: The Most Emotional Issue of All.
520 Why do most employees leave? The reasons aren't what you'd
think. People are four times more likely to leave a job
because of something going on in the office than for an
outside opportunity. Yet most managers blame employee
turnover on the lure of other companies ... even when the
real factors are well within their control. Based on
research performed by the prestigious Saratoga Institute,
The 7 Hidden Reasons Employees Leave provides readers with
real solutions for the costly problem of employee
turnover. Now incorporating the results of the author's
"Decision to Leave" post-exit survey, the second edition
features new research in employee engagement as well as
innovative best practices for engaging and retaining in a
down economy. Readers will learn how to align employee
expectations with the realities of the position, avoid job
-person mismatches, and provide feedback and coaching that
breed employee confidence. The book examines factors such
as manager relationships, lack of trust in senior
leadership, company culture and integrity, salary and
benefits, and more--revealing what can be done to hold on
to the people who provide the most value to the
organization.--|cPublisher description.
546 English.
588 0 Print version record.
590 eBooks on EBSCOhost|bEBSCO eBook Subscription Academic
Collection - North America
650 0 Labor turnover.|0https://id.loc.gov/authorities/subjects/
sh85073736
650 0 Employee retention.|0https://id.loc.gov/authorities/
subjects/sh99001660
650 0 Job satisfaction.|0https://id.loc.gov/authorities/subjects
/sh85070581
650 7 Labor turnover.|2fast|0https://id.worldcat.org/fast/990239
650 7 Employee retention.|2fast|0https://id.worldcat.org/fast/
909053
650 7 Job satisfaction.|2fast|0https://id.worldcat.org/fast/
983720
655 0 Electronic books.
655 4 Electronic books.
776 08 |iPrint version:|aBranham, Leigh.|t7 hidden reasons
employees leave.|b2nd ed.|dNew York : American Management
Association, ©2012|z9780814417584|w(DLC) 2012005592
|w(OCoLC)776142364
856 40 |uhttps://rider.idm.oclc.org/login?url=https://
search.ebscohost.com/login.aspx?direct=true&scope=site&
db=nlebk&AN=502106|zOnline ebook via EBSCO. Access
restricted to current Rider University students, faculty,
and staff.
856 42 |3Instructions for reading/downloading the EBSCO version
of this ebook|uhttp://guides.rider.edu/ebooks/ebsco
901 MARCIVE 20231220
948 |d20210708|cEBSCO|tEBSCOebooksacademic NEW 5016 |lridw
994 92|bRID
