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Bibliografias temáticas / Motivational career resources / Livros

Livros sobre o tema "Motivational career resources"

Siga este link para ver outros tipos de publicações sobre o tema: Motivational career resources.

Autor: Grafiati

Publicado: 25 de maio de 2024

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1

Dancing 'round the handbags: A life-changing book and resources to support hard-working women to dance to their own tunes and find balance between work and life. St Albans, Herts: Ecademy Press, 2012.

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2

R, Lucas J., e James Raymond Lucas. The passionate organization: Igniting the fire of employee commitment. New York: AMACOM/American Management Association, 1999.

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3

The tao of coaching: Boost your effectiveness at work by inspiring those around you. Santa Monica, Calif: Knowledge Exchange, 1997.

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4

Taylor, John. Revealed: Using remote personality profiling to influence, negotiate and motivate. New York: Palgrave Macmillan, 2014.

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5

BZX628/Textbook, Open University, ed. Managing and managing people. 2^a ed. Milton Keynes: Open University, 2011.

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6

Managing and managing people. Milton Keynes: Open University, 2009.

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7

Truxillo, Donald M., David M. Cadiz e Jennifer R. Rineer. The Aging Workforce. Editado por Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley e Douglas Michael Wright. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780190650230.013.004.

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This article examines the implications of an aging workforce for human resource management (HRM). It first looks at research and theories relevant to understanding age-related changes at work, including lifespan development theories, changes in work outcomes such as motivation and performance, and the social context for age (e.g., age stereotyping). It then considers the ways that organizations can keep their employees-including those who are aging-satisfied, engaged, productive, and healthy in their jobs in terms of traditional HR practices like recruitment and selection, training, career development, and occupational safety and health. Finally, it offers suggestions on how HRM can take age differences into account and identifies a number of areas for future research.

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8

Gilley, Jerry W., e Ann Gilley. The Manager as Coach. Greenwood Publishing Group, Inc, 2007. http://dx.doi.org/10.5040/9798400681950.

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In theory, managers serve as guides, directors, decision makers, and energizers for their employees. Unfortunately, few managers have, themselves, been trained in the skills and techniques to get the best results from their employees, and managerial styles can run the gamut from permissive-but-ineffectual to aloof to autocratic. In The Manager as Coach, the authors focus on the key purposes of coaching—improving individual performance, solving problems, and securing results—in order to address the challenges of effective management head-on. Dispelling popular myths and misconceptions about coaching as a passing fad or a collection of superficial motivation techniques, they offer practical tools for mastering the skills of effective coaching to the benefit of employees and the organization, identifying four primary roles that managers—as coaches—play on a regular basis: trainer, career advisor, strategist, and performance appraiser. Featuring diagnostic exercises, worksheets, and a listing of resources, The Manager as Coach will help readers develop the qualities and skills to align individual and organizational goals and forge dynamic, productive relationships. Whether large or small, manufacturing or service, every organization selects managers and assigns them the task of securing results through people. In theory, managers serve as guides, directors, decision makers, and energizers for their employees. Unfortunately, few managers have, themselves, been trained in the skills and techniques to get the best results from their employees, and managerial styles can run the gamut from permissive-but-ineffectual to aloof to autocratic. This volume in The Manager as… series addresses the challenges of effective management head-on by exploring the role of manager as coach. Focusing on the key purposes of coaching—improving individual performance, solving problems, and securing results—the authors dispel popular myths and misconceptions of management coaching as a passing fad, a process of endless tutoring, or superficial motivation techniques, and offer practical tools for mastering the skills of effective coaching to the benefit of both employees and the organization. They identify four primary roles managers—as coaches—play on a regular basis: trainer, career advisor, strategist, and performance appraiser. Featuring diagnostic exercises, worksheets, and a listing of resources, The Manager as Coach will help readers develop the qualities and skills to align individual and organizational goals and forge dynamic, productive relationships.

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9

Bad Apples: How to Manage Difficult Employees, Encourage Good Ones to Stay, and Boost Productivity. Adams Media Corporation, 2009.

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10

Sember, Brette, e Terrance Sember. Bad Apples: How to Manage Difficult Employees, Encourage Good Ones to Stay, and Boost Productivity. Adams Media Corporation, 2009.

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11

The Talent Management Handbook. New York: McGraw-Hill, 2003.

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12

Landsberg, Max. Tao of Coaching. HarperCollins Canada, Limited, 1997.

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13

Tao of Coaching. HarperCollins Publishers Limited, 1996.

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14

Tao of Coaching. HarperCollins Canada, Limited, 1997.

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15

Landsberg, Max. Tao of Coaching: Boost Your Effectiveness at Work by Inspiring and Developing Those Around You. Profile Books Limited, 2015.

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16

The Tao of Coaching: Boost Your Effectiveness at Work by Inspiring and Developing Those Around You. Profile Books Limited, 2005.

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17

Green, Thad B., e Jay Knippen. Breaking the Barrier to Upward Communication. Greenwood Publishing Group, Inc., 1999. http://dx.doi.org/10.5040/9798400621246.

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Much has been written about communicating within organizations but relatively little on the critical skill of communicating upward. Green and Knippen, experts in employee motivation and performance, show how essential it is to the success of an organization, public or private, for employees to get their ideas up the ladder and into the hands of the top decision-makers. Their book outlines more than 40 specific upward communication needs and offers a structure that will ensure that the movement of ideas upward actually takes place. Unique in that it provides concrete advice for executives, managers, and employees alike, the book is especially important for human resource specialists, people engaged in training and developing the managers of tomorrow and contributing to the organization’s success today. Green and Knippen are quick to identify the barriers to communication of any kind, and particularly the special barriers that inhibit the flow of ideas upward. They provide readers with concrete advice, not only on what to communicate upward but the essential skills of how to do it. They maintain that knowing both what to communicate and how to communicate are the most crucial talents that one can have, and yes, they can be taught. But not only do they help people in their careers, they also help people take control of their lives off the job as well. Those who want to improve these essential skills and in doing so get along better with people in higher level positions will find much wisdom here, in a readable, engaging presentation, and a thoughtful look at what they must do first, and do now.

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18

Curtis, Kent, e Steve McMillen. Building Community: The Human Side of Work. South-Western Pub, 1995.

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19

Building community: The human side of work. Cincinnati, Ohio: Thomson Executive Press, 1996.

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