Bücher: „Retain staff“

1

Hammond, Valerie. Finders and keepers: How companies in Britain recruit and retain staff. Berkhamsted: Ashridge Management Research Group, 1990.

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2

From turnover to teamwork: How to build and retain a customer-oriented foodservice staff. New York: J. Wiley, 1994.

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3

Toler, Stan. Stan Toler's practical guide to hiring staff: How to recruit and retain an effective ministry team. Indianapolis, Ind: Wesleyan Pub. House, 2009.

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4

S, Kroth Michael, Hrsg. Managing the mobile workforce: Hire, train and retain a productive, collaborative staff--in an office-free world. New York: McGraw-Hill, 2011.

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5

United States. Government Accountability Office. Homeland security: DHS's actions to recruit and retain staff and comply with the Vacancies Reform Act : report to congressional requesters. Washington, D.C: U.S. Govt. Accountability Office, 2007.

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6

Office, General Accounting. Child welfare: HHS could play a greater role in helping child welfare agencies recruit and retain staff : report to congressional requesters. Washington, D.C: U.S. General Accounting Office, 2003.

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7

Higgs, Malcolm. Reward and Motivation: A case study in incentivising retail sector staff. Henley: Henley Management College, 2003.

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8

Campbell, Rayna. An investigation into how Retail companies deal with the problem of training, developing and rewarding part time staff in the 1990's. London: LCPDT, 1997.

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9

Commission, United States Federal Trade. Staff report on the proposed revised FTC franchise rule, released August 25, 2004: Text of report, exhibits, analysis of report. Chicago: CCH Inc., 2004.

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10

Group, Ashridge Management Research. Finders and keepers: How companies recruit and retain staff. Blue Arrow Personnel Services, 1991.

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11

Continuous Improvement Strategies for Healthcare Leaders: How to Manage, Motivate, and Retain Staff. Taylor & Francis Group, 2018.

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12

Bond, Thomasa. Build Your Dream Team: How to Recruit, Train, and Retain Early Childhood Staff. Gryphon House, Incorporated, 2020.

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13

Green, Kevin. Competitive People Strategy: How to Attract, Develop and Retain the Staff You Need for Business Success. Kogan Page, Limited, 2019.

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14

Green, Kevin. Competitive People Strategy: How to Attract, Develop and Retain the Staff You Need for Business Success. Kogan Page, Limited, 2019.

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15

Preventing Violence to Retail Staff (Guidance Booklets). Health and Safety Executive (HSE), 1995.

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16

Aguirre-Bermeo, Hérnan, und Jordi Mancebo. Pressure support ventilation. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199600830.003.0097.

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Pressure support ventilation (PSV) is one of the most common ventilatory modalities used in intensive care units. PSV is an assisted, pressure-limited, and flow-cycled ventilatory mode. The ventilator provides assistance when the patient makes a breathing effort, and when inspiratory flow reaches a certain threshold level, cycling to exhalation occurs. PSV unloads respiratory muscle effort, while allowing the patient to retain control over the respiratory rate and tidal volume. Withdrawal from mechanical ventilation should be performed with a gradual reduction of levels of support until extubation. Asynchronies can be present during PSV and are typically associated with high levels of support. A closed-loop modality, which adjusts support levels to keep the patient in a ‘comfort zone’, has been designed to assist in the withdrawal of mechanical ventilation. It performs at least as well as experienced medical staff and could be useful in specific groups of patients.

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17

Bátiz-Lazo, Bernardo. A Bank Branch in a Box. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198782810.003.0009.

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Chapter 9 (‘A Bank Branch in a Box’) tackles the long-running debate on the impact of automation within the retail bank branch. This debate concerns whether the introduction of labour saving devices (such as the ATM) will almost immediately be followed by the reduction of retail branch bank staff. Data in the quantitative analysis include information on ATMs, employment of bank staff, and retail branches. However, the analysis here departs from traditional approaches. The latter have focused on the economics of capital replacing labour. In contrast, this chapter looks at the alternative channels (namely transaction volume and the value of cash withdrawals) as the variables to explain technological change in retail banking. The discussion also speculates on the future of the ATM within retail banks’ self-service strategies. This while focusing not on obsolescence but on a narrative of maintenance and reinvention.

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18

How do you motivate staff ?: Independent study on staff motiva tion through rewards with reference to sales people in the retail industry. WGIHE, 1991.

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19

H, Stoica Terry, und Illinois Commerce Commission, Hrsg. Financial integrity and the regulated public utility industry: A staff report. Springfield, Ill: Illinois Commerce Commission, 1985.

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20

Mobbs, Amanda. To examine the impact of the induction process on staff retention within the retail industry: Madame Tussauds, a case study. 2001.

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21

J, Kaufmann David, und United States. Federal Trade Commission. Bureau of Consumer Protection., Hrsg. Staff report on the proposed revised FTC franchise rule: Text of report, exhibits, analysis of report. Chicago, IL: CCH, 2004.

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22

Fleetwood, Tania. Using the Balanced Scorecard to Assess the Impact of a Staff Scheduling Initiative: A Case Study in the Retail Sector (Labour Relations Research & Topic). Nelson Mandela Metropolitan University, 2003.

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23

Winfield, Pamela, und Steven Heine, Hrsg. Zen and Material Culture. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190469290.001.0001.

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The stereotype of Zen Buddhism as a primarily minimalistic or even immaterial meditative tradition persists in the Euro-American cultural imagination. By contrast, this volume calls attention to the vast range of “stuff” in Zen by highlighting the material abundance and iconic range of the Sōtō, Rinzai, and Ōbaku sects in Japan. Chapters on beads, bowls, buildings, staffs, statues, rags, robes, and even retail commodities in America all shed new light on overlooked items of lay and monastic practice in both historical and contemporary perspectives. Nine authors from the cognate fields of art history and religious studies as well as the history of material culture analyze these “Zen matters” in all four senses of the phrase: the interdisciplinary study of Zen matters (objects and images) ultimately speaks to larger Zen matters (ideas, ideals) that matter (in the predicate sense) to both male and female practitioners, often because such matters (economic considerations) help to ensure the cultural and institutional survival of the tradition. Zen and Material Culture expands the study of Zen Buddhism, art history, and Japanese material/visual culture by examining the objects and images of everyday Zen practice, not just its texts, institutions, or elite masterpieces. As a result, this volume is aimed at multiple audiences whose interests lie at the intersection of Zen art, architecture, history, ritual, tea ceremony, women’s studies, and the fine line between Buddhist materiality and materialism.

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24

Schmidt III, Henry, und André M. Ivanoff. Behavior management plans. Oxford University Press, 2015. http://dx.doi.org/10.1093/med/9780199360574.003.0050.

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The processes in behavior management include many strategies and methods found in sound cognitive-behavioral clinical practice. Broadly speaking, we define behavior management as the point of interaction between staff and inmate patients within the facility (or any other location in which they work together). It is always occurring, although not always planful or well-executed. A behavior management plan (BMP) takes into consideration staff abilities, specific characteristics of the unit, and the capacity of the patient for whom the plan is developed. A well-constructed BMP specifies who will do what, for whom, and in what contexts. Behavior management plans are most often developed and implemented for behaviors that pose high risk to inmate or staff health within the facility, or high risk to disrupt the safety and programming within the facility. We distinguish ‘behavior management’, which we define as a series of interventions designed to reduce behaviors which destabilize unit or facility functioning, from ‘treatment.’ Treatment is viewed as a series of interventions designed to reduce the future frequency, intensity and/or severity of a given behavior in the unit and upon return to the community. Thus, while there may be treatment characteristics included in BMPs, the scope of the intervention is typically more limited. A BMP may focus on a particular disruptive behavior in the unit, for instance, without any consideration of whether the behavior may occur in the community following release. In this chapter we review concepts related to behavior management and the creation of behavior management plans.

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25

Stephens, Keri K. Negotiating Mobile Communication in Customer-Facing Work. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190625504.003.0010.

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There appear to be formal and informal rules associated with using mobile devices in view of customers. This chapter examines many types of customer-facing workers including waitstaff, childcare workers, teachers, telephone fundraisers, retail associates, and fast-food staff. Many customer-facing workers have limited reachability during their workday because they’re accessible only during windows of time that correspond to their breaks. Quite often their friends and family don’t understand the limits on their reachability, and this proves so frustrating that some workers quit their jobs. Other employees hide, often in the bathroom, to respond to those necessary text messages. Managers of these workers have a direct connection with them through their mobile devices. Roommates often work for the same company, and if someone is late for work, his managers not only text him but bug his friends as well.

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26

Wratten, Simon. Sales and Marketing. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780199574797.003.0006.

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Traditionally OUP relied on travellers to promote and sell its books in the UK and branch staff to do so overseas; these activities were managed from the Sales Department at Ely House. Feedback from the branches and UK travellers on customer preferences did not reliably reach editors in Oxford and London. Following the reorganization of the Press in the 1970s, publishing divisions took control of marketing their own books and a greater priority was given to market preferences in decisions about design, format, pricing, timing of publication, and projected sales. The chapter chronicles the changes in marketing policy and sales techniques, offering examples of the impact of market analysis, customer feedback, and promotional campaigns on particular titles. The chapter also considers the way the Press reacted to changes in the retail book sales with the growth of chain stores, book clubs, and the online marketplace.

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27

Lambert, Philip. Awakenings. University of Illinois Press, 2017. http://dx.doi.org/10.5406/illinois/9780252037603.003.0001.

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This introductory chapter explores Alec Wilder's musical experiences through the early 1930s. Wilder's decision to pursue a career in music came in 1925 or early 1926, following a passion that had been growing for some time. During one recent summer vacation, he had taken up the banjo and had learned to play well enough to be hired for dances and welcomed into local bar bands at the Jersey Shore. He had also begun teaching himself to play the piano and read staff notation. Eventually, he had amassed a collection of popular sheet music and had made a few attempts at writing songs of his own. These were the musical experiences he brought with him when he decided to return to Rochester in 1926, seeking enlightenment in the elegant halls of a relatively new institute for serious musical study.

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28

Roessler, Philip, und Harry Verhoeven. Back Against the Wall. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190611354.003.0010.

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Through the testimonies of civil administrators and security hawks, this chapter demonstrates the repatriation of nearly a million Rwandans from the camps was not the exorcism Paul Kagame had hoped for, but rather how the opposite was true. The failure to organize screening at the border meant that within months of the return of the refugees the RPF had to confront an insurgency that engulfed the country. With thousands of soldiers deployed in Congo, it could barely stave off the existential menace of the resurgent génocidaires. This context informed how the RPF responded to Kabila’s Katangization. For Kigali, its shrinking influence in Kinshasa was a disaster, as it came just when Kabarebe needed his authority as chief of staff to send Congolese troops to destroy the resurfaced rear bases of the génocidaires in North and South Kivu. The actual divorce was accelerated when intelligence reports began showing the unthinkable was happening: in Kabila’s attempts at escaping Kabarebe’s embrace, his advisors forged links with the génocidaires and supplied them with weapons. This was a point of no return in the security dilemma facing the liberation coalition. Paul Kagame gave the green light to proceed with a regime change strategy in Congo.

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29

Gosselink, R., und J. Roeseler. Physiotherapy in critically ill patients. Oxford University Press, 2015. http://dx.doi.org/10.1093/med/9780199687039.003.0033.

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Physiotherapists are involved in the management of patients with critical illness. Physiotherapy assessment of critically ill patients is less driven by medical diagnosis; instead, there is a strong focus on deficiencies at a pathophysiological and functional level. An accurate and valid assessment of respiratory conditions (retained airway secretions, atelectasis, and respiratory muscle weakness), physical deconditioning, and related problems (muscle weakness, joint stiffness, impaired functional exercise capacity, physical inactivity, and emotional function) allows the identifying of targets for physiotherapy. Evidence-based targets for physiotherapy are deconditioning, impaired airway clearance, atelectasis, (re-)intubation avoidance, and weaning failure. Early physical activity and mobility are key in the prevention, attenuation, or reversion of physical deconditioning related to critical illness. A variety of modalities for exercise training and early mobility are evidence-based and are implemented, depending on the stage of critical illness, comorbid conditions, and cooperation of the patient. The physiotherapist should be responsible for implementing mobilization plans and exercise prescription and make recommendations for their progression, jointly with medical and nursing staff.

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30

Gosselink, R., und J. Roeseler. Physiotherapy in critically ill patients. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780199687039.003.0033_update_001.

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Physiotherapists are involved in the management of patients with critical illness. Physiotherapy assessment of critically ill patients is less driven by medical diagnosis; instead, there is a strong focus on deficiencies at a pathophysiological and functional level. An accurate and valid assessment of respiratory conditions (retained airway secretions, atelectasis, and respiratory muscle weakness), physical deconditioning, and related problems (muscle weakness, joint stiffness, impaired functional exercise capacity, physical inactivity, and emotional function) allows the identifying of targets for physiotherapy. Evidence-based targets for physiotherapy are deconditioning, impaired airway clearance, atelectasis, (re-)intubation avoidance, and weaning failure. Early physical activity and mobility are key in the prevention, attenuation, or reversion of physical deconditioning related to critical illness. A variety of modalities for exercise training and early mobility are evidence-based and are implemented, depending on the stage of critical illness, comorbid conditions, and cooperation of the patient. The physiotherapist should be responsible for implementing mobilization plans and exercise prescription and make recommendations for their progression, jointly with medical and nursing staff.

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31

Caps, John. Big Screen, Little Screen. University of Illinois Press, 2017. http://dx.doi.org/10.5406/illinois/9780252036736.003.0005.

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This chapter details the start of Mancini's successful television career. Although Mancini was no longer a staff composer at Universal, he still retained his studio pass, with which he could enter the movie lot, use the cafeteria, and mingle informally with producers There in mid-1958 he would meet, Blake Edwards, who had just come from a meeting at which plans were solidified for a new TV series slated for September at NBC. When Edwards asked Mancini if he would be interested in composing the music for the new show, to be called Peter Gunn, he had in mind Mancini's arranging and producing the club music that would be needed in the series, because one of the recurring settings of the show would be a small jazz cafe. Mancini proposed that every thirty-minute episode of Peter Gunn should begin with the same chromatic walking bass figure to cover the one-minute teaser in which some robbery, killing, or con was depicted to set up that night's show. A deal was struck; Mancini once again had a job. Music from Peter Gunn later became the number one album in the country on Billboard magazine's charts and stayed there for 10 weeks, remaining charted for 117 weeks in all.

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32

Make It Safe. CSIRO Publishing, 2010. http://dx.doi.org/10.1071/9780643100237.

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All people involved with preparation of food for the commercial or retail market need a sound understanding of the food safety risks associated with their specific products and, importantly, how to control these risks. Failure to control food safety hazards can have devastating consequences for not only the consumer, but also the food manufacturer. Make It Safe provides practical guidance on how to control food safety hazards, with a specific focus on controls suitable for small-scale businesses to implement. Small businesses make up around two-thirds of businesses in Australia’s food and beverage manufacturing industry. This book is aimed at those small-scale businesses already in or considering entering food manufacture. Those already operating a small business will develop a better understanding of key food safety systems, while those who are in the ‘start-up’ phase will gain knowledge essential to provide their business with a solid food safety foundation while also learning about Australian food regulations relevant to food safety. The content will also be useful for students studying food technology or hospitality who wish to seek employment in the manufacturing industry or are planning on establishing their own manufacturing operation. Illustrated in full colour throughout, Make It Safe outlines the major food safety hazards – microbial, chemical and physical – which must be controlled when manufacturing all types of food products. The control of microbial hazards is given special emphasis as this is the greatest challenge to food manufacturers. Topics covered include: premises, equipment, staff, product recipes, raw ingredients, preparation, processing, packaging, shelf-life, labelling and food recalls. Key messages are highlighted at the end of each chapter.

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33

Appelbaum, Kenneth L. Self-injurious behaviors. Oxford University Press, 2015. http://dx.doi.org/10.1093/med/9780199360574.003.0049.

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One of the most challenging management challenges in correctional settings is self-injurious behavior (SIB). Often, the motivations, demographics, and characteristics are distinct from SIB found in the community. In community samples, about 4% of adults report a history of SIB with no significant gender differences in rate. Despite its serious consequences in jails and prisons, reliable data on self-injury in those settings remains sparse. A survey of the 51 state and federal directors of correctional mental health services in the United States found that less than 2% of inmates per year self-injure. Although relatively few inmates engage in this behavior, they do so often enough that almost all systems that responded to the survey reported at least weekly incidents and over 70% of systems had episodes occurring several times per week to more than once per day. The most common psychiatric conditions associated with SIB include psychotic, personality, cognitive, and mood disorders. Environmental factors, which include behavioral triggers and responses, often play a key role in SIB, especially in jails and prisons. Self-injury can return a degree of control and autonomy to inmates who otherwise have limited means to affect their environment, cope with stress, or get what they want. Effective management of self-injurious behaviors in correctional settings almost always requires partnership and cooperation between health care and custody staff. This chapter reviews context and nosology, epidemiology and best practices for assessment, diagnosis, and intervention in jail and prison settings.

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34

Silva, Heloísa Helena Corrêa da, Carolina Cassia Batista Santos, Josiara Reis Pereira, Jefferson William Pereira und Lucilene Ferreira de Melo. Plano de biossegurança do Departamento de Serviço Social da Universidade Federal do Amazonas – UFAM. Brazil Publishing, 2020. http://dx.doi.org/10.31012/978-65-5861-309-1.

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It deals with the Biosafety Plan of the Department of Social Work - DSS of the Institute of Philosophy, Humanities and Social Sciences - IFCHS of the Federal University of Amazonas - UFAM, prepared by the Planning Commission of the Department of Social Work to the Biosafety Plan's Institute of Philosophy, Human and Social Sciences, instituted by Ordinance nº 5, of June 23, 2020, of the DSS. The presented Biosafety Plan provides guidance on measures to prevent the transmission of COVID-19 which apply to all workplaces and all people in the workplace and which include measures to prevent hygiene and social distance. It aims to preserve lives, aiming to reconcile the return of the presential and remote activities of the DSS / IFCHS, based on surveillance and monitoring, corroborating with the prevention of the spread of the new Coronavirus or Covid-19. Biosafety is understood here as the set of actions aimed at preventing, minimizing or eliminating risks inherent in administrative, teaching, research, extension, innovation, technological development and service provision activities, aiming at the health of human beings, animals , the preservation of the environment and the quality of the results. The plan seeks to cover the various peculiarities of university life, presents guidelines and instructions for the operation and development of classroom activities and distance from professors, administrative staff and students, in the IFCHS space, and, consequently, in the UFAM space. This Plan considers the different approaches for the different sectors of the University, when considering the public service surrounding the department and the institute mentioned and the nature of the activities developed in each sector, in the same way that the “University Biosafety Plan” considers. Federal do Amazonas against the disease pandemic by SARS-COV-2 (COVID-19) ”, approved at the University Council Meeting on July 14, 2020 (Resolution 003/2020 - CONSUNI).

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35

Social security: Need to improve unit times for estimating field office staff budgets : report to the Secretary of Health and Human Services. Washington, D.C: The Office, 1986.

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36

Social security: Need to improve unit times for estimating field office staff budgets : report to the Secretary of Health and Human Services. Washington, D.C: The Office, 1986.

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Bücher zum Thema „Retain staff“

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