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Books on the topic 'Individual development and employee retention'

Author: Grafiati
Published: 30 June 2021
Last updated: 17 February 2022

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1

Hirsh, Sandra Krebs. Introduction to type and coaching: A dynamic guide for individual development. Palo Alto, Calif: Consulting Psychologist's Press, 2000.

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2

Army War College (U.S.). Strategic Studies Institute and Army War College (U.S.). Press, eds. A history of the U.S. Army Officer Corps, 1900-1990. Carlisle, PA: Strategic Studies Institute and U.S. Army War College Press, 2014.

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3

Larkan, Kerry. Winning the talent war: The 8 essentials. Singapore: Marshall Cavendish Business, 2009.

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4

Weisberg, Anne C. (Anne Cicero), ed. Mass career customization: Aligning the workplace with today's nontraditional workforce. Boston, Mass: Harvard Business School Press, 2007.

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5

Lyle, David S. (David Stephen), 1971- and Colarusso Michael J, eds. Towards an Officer Corps Strategy For Success : Employing Talent. Carlisle, PA: Strategic Studies Institute, U.S. Army War College, 2009.

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6

New Jersey. Legislature. General Assembly. Task Force on Business Retention, Expansion, and Export Opportunities. Meeting of Assembly Task Force on Business Retention, Expansion, and Export Opportunities: Factors influencing companies' relocation to New Jersey, or expansion in New Jersey, and retaining operations in the state by individual firms : June 14, 1994, Trenton, New Jersey. Trenton, N.J: Office of Legislative Services, Public Information Office, Hearing Unit, 1994.

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7

Stopping the brain drain of skilled veteran teachers: Retaining and valuing their hard-won experience. Lanham, Md: R&L Education, 2012.

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8

Office, General Accounting. Military personnel: Joint officer development has improved, but a strategic approach is needed : report to the Subcommittee on Military Personnel, Committee on Armed Services, House of Representatives. Washington, D.C. (P.O. Box 37050, Washington, 20013): U.S. General Accounting Office, 2002.

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9

Neil, Rankin, and Industrial Relations Services, eds. Employee development bulletin: Practice and policy in training and development; recruitment, selection and retention. London: Eclipse Group, 1994.

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10

Forman, Maury, and Audrey Taylor. Journey to Jobs: Techniques for Successful Recruitment and Retention. Kendall/Hunt Publishing Company, 2002.

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11

Bibb, Sally. Strengths-based recruitment and development: A practical guide to transforming talent management strategy for business results. 2016.

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12

Strategic Career Management: Developing your talent (Hr Series). Butterworth-Heinemann, 2007.

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13

Mujtaba, Bahaudin G. The Art of Mentoring Diverse Professionals: Employee Development and Retention Practices for Entrepreneurs and Multinational Corporations. Aglob Publishing, 2005.

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14

author, Furnham Adrian, and Reed, Martin (CEO of Thomas International UK), author, eds. High potential: How to spot, manage and develop talented people at work. 2nd ed. Bloomsbury Business, 2018.

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15

Assimilating New Leaders : The Key to Executive Retention. AMACOM/American Management Association, 2001.

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16

Devine, Marion, and Michel Syrett. Managing Talent: Recruiting, Retaining and Getting the Most from Talented People. TBS/GBS/Transworld, 2014.

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17

Managing Talent: Recruiting, Retaining, and Getting the Most from Talented People. PublicAffairs, 2014.

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18

Smith, Peter B. Cross‐cultural Differences in Personnel Psychology. Edited by Susan Cartwright and Cary L. Cooper. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199234738.003.0015.

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In recent decades, substantial advances have been made in the creation of systematic procedures for the conduct of policies relevant to an organization's human resources. These developments present challenges to the validity of personnel practices that have been honed in monocultural settings. Put rather too crudely, companies must either modify their practices to accommodate the increasing diversity of their workforces, or they must find ways to create sufficiently uniform organizational cultures to permit the retention of the procedures developed earlier. An early indication of the difficulties inherent in the second of these options was provided by Hofstede's survey of IBM employees. This article discusses the conceptual framework provided by Hofstede's project. It then considers some of the major ways in which cultural variations may affect organizational behavior. The article draws on both nation-level and individual-level concepts in detailing a cultural perspective on several key issues relevant to personnel psychology.
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19

Benko, Cathleen, and Anne Weisberg. Mass Career Customization: Aligning the Workplace With Today's Nontraditional Workforce. Harvard Business School Press, 2007.

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20

Is the Organizational Culture of the U.S. army Congruent with the Professional Development of Its Senior Level Officer Corps? US Army War College: Strategis Studies Institute, 2010.

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21

Goldsmith, Marshall, Louis Carter, and The Best Practice Institute. Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent. Center for Creative Leadership, 2009.

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22

BEST PRACTICES IN TALENT MANAGEMENT: HOW THE WORLD'S LEADING CORPORATE MANAGE, DEVELOP AND RETAIN TOP TALENT. WILEY, 2010.

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23

Goldsmith, Marshall, Louis Carter, and The Best Practice Institute. Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent. Center for Creative Leadership, 2009.

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24

Marshall, Goldsmith, and Carter Louis, eds. Best practices in talent management: How the world's leading corporations manage, develop, and retain top talent. San Francisco: Jossey-Bass, 2010.

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25

Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent. Center for Creative Leadership, 2009.

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26

Wood, Geoffrey. Employee Participation in Developing and Emerging Countries. Edited by Adrian Wilkinson, Paul J. Gollan, Mick Marchington, and David Lewin. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.003.0023.

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Work and employment relations vary not only according to individual strategic choices by managers, and actions and responses by employees, but also by the social and economic context. Development is a complex and multifaceted process of structural transformation, including economic and social changes. While a common distinction is often drawn between nations who have attained a degree of socio-economic development characterized by certain levels of income, productivity, investment, formal employment, technological deployment and a range of human capital indicators, the latter category is an extremely broad one in itself. It may encompass ‘emerging market’ nations such as Brazil and South Africa, and nations where economic activity centres around the production of unprocessed or semi-processed primary commodities, with only limited downstream industrial development. This article primarily focuses on this second category, although some attention is also devoted to the case of ‘emerging markets’.
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27

Tax reform proposals: Rate structure and other individual income tax issues. Washington: U.S. G.P.O., 1985.

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28

United States. Congress. House. Committee on Ways and Means., United States. Congress. Senate. Committee on Finance., and United States. Congress. Joint Committee on Taxation., eds. Tax reform proposals: Rate structure and other individual income tax issues. Washington: U.S. G.P.O., 1985.

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29

Dukas, Reuven. Cognition and learning. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198797500.003.0017.

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The traditional view of insects, as driven primarily by instinct, has changed dramatically in the past few decades. It begins with a brief review of insects’ sophisticated cognition, defined as the neuronal processes concerned with the acquisition, retention, and use of information. Three illuminating examples that illustrate adaptive aspects of cognitive traits in the context of night vision, memory and antipredatory decisions are given. Most insects possess good individual learning abilities and learning is positively associated with insect fitness. While social learning has been instrumental in social insects’ lives, its prevalence and importance in other insect taxa is still unknown. The chapter concludes by highlighting promising topics for future investigation, including research on heritable variation in insect cognitive traits and its association with fitness, expertise development, social learning in non-social insects, and the role of emotion in guiding insect decisions.
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30

Minbashian, Amirali. Within-Person Variability in Performance. Edited by David G. Collings, Kamel Mellahi, and Wayne F. Cascio. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198758273.013.27.

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Understanding individual performance at work is an important element in developing effective talent-management systems. Although research on individual performance has largely addressed between-person differences in performance, more recently, focus has been on within-person variability in performance. This chapter reviews the literature on within-person variability. A model of individual performance is presented that incorporates short-term and long-term within-person performance variability and individual differences. The benefits of the model as a framework for explaining individual performance are outlined, as are its implications for the conceptualization of talent and the development of talent-management systems. Specific talent-management practices with respect to employee assessment and employee motivation are discussed.
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31

Cartwright, Susan, and Cary L. Cooper. Introduction. Edited by Susan Cartwright and Cary L. Cooper. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199234738.003.0001.

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For most organizations, human resource costs continue to be the single largest operating cost, accounting for between 50 and 80 percent of annual expenditure. Whilst the debate as to the most effective way to measure human capital continues to capture the interest of both academics and practitioners, there is a shared belief that individual employee performance contributes to organizational outcomes. Consequently, achieving optional performance from individual employees is of paramount importance to the development and performance of any organization. The field of Personnel Psychology is broadly concerned with the study of individual differences and their consequences for the organization. It is about providing a comprehensive understanding of a range of factors that influence and enhance individual performance. The purpose of this volume is to bring together the contributions of leading international scholars within the field to present state-of-the-art reviews on topical and emergent issues, constructs, and research in personnel psychology.
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32

Bieber, Scott D., and Jonathan Himmelfarb. Haemodialysis. Edited by Jonathan Himmelfarb. Oxford University Press, 2015. http://dx.doi.org/10.1093/med/9780199592548.003.0258.

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The development of haemodialysis for the treatment of chronic kidney disease was a remarkable step in medicine that moved what was once a universally fatal organ failure to a condition that is regarded as treatable. Over the decades since that remarkable advancement, mechanical methods of blood purification to correct the uraemic condition have gained a prominent and often expected role in the care of the patient with end-stage kidney failure. Even so, patients with end-stage kidney disease still experience high rates of morbidity and mortality, at times surpassing other chronic conditions such as cancer. The goal of haemodialysis should be not only to maintain life but also to restore the afflicted individual to a state of health, thus rehabilitating them so that they can lead a meaningful, fulfilling life. Currently utilized methods of haemodialysis, while effective at acutely reversing the uraemic condition, often fall short of the goal of rehabilitation. This observation, among others, has led many scientists and physicians to suspect that contemporary dialytic therapy is inadequate and has led to vigorous pursuit of the question: what is the adequate dose of dialysis? While extensive effort has been devoted to the pursuit of this question, it has yet to be definitively answered to the satisfaction of the scientific community. This chapter will predominantly focus on currently popularized and frequently utilized methods for measurement of dialysis dose with the stipulation that the reader understands that the determination of the adequate dose of dialysis is an evolving field and in clinical practice should require more diligence than simple surveillance of urea clearance. The adequacy of volume management, which is arguably of equal importance to the adequacy of uraemic retention solute clearance is covered in other chapters within this book.
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33

Michie, Jonathan, Joseph R. Blasi, and Carlo Borzaga, eds. The Oxford Handbook of Mutual, Co-Operative, and Co-Owned Business. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780199684977.001.0001.

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This handbook investigates ‘member-owned’ organizations, whether consumer co-operatives, agricultural and producer co-operatives, worker co-operatives, mutual building societies, friendly societies, credit unions, solidarity organizations, mutual insurance companies, or employee-owned companies. Such organizations can be owned by the consumers, producers, or employees—whether through single-stakeholder or multi-stakeholder ownership. ‘Employee-owned’ business means businesses where a significant proportion of the company is owned by its employees, whether as individual shareholders or through a trust, or some combination of the two; ‘significant’ is generally taken as at least 25 per cent. This complex set of organizations is named differently across countries: from ‘mutuals’ in the United Kingdom, to ‘solidarity co-operatives’ in Latin America. In some countries, such organizations are not officially recognized. For the sake of clarity, the handbook will refer to member-owned organizations to encompass the variety of non-investor-owned organizations, and in the national case-study chapters the terms used will be those most widely employed in that country. These alternative corporate forms have emerged in a variety of economic sectors in almost all advanced economies since the time of the Industrial Revolution and the development of capitalism, through the subsequent creation and dominance of the limited liability company. Until recently, these organizations were generally regarded as a rather marginal component of the economy. However, in recent years, they have come to be seen in some countries as potentially attractive in light of their ability to tackle various economic and social concerns, and their relative resilience during the financial and economic crises of 2007–2016.
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