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Employee engagement in contemporary ...

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Employee engagement in contemporary organizationsmaintaining high productivity and sustained competitiveness /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Employee engagement in contemporary organizationsby Paul Turner.
Reminder of title:	maintaining high productivity and sustained competitiveness /
Author:	Turner, Paul.
Published:	Cham :Springer International Publishing :2020.
Description:	xvii, 282 p. :ill., digital ;24 cm.
Contained By:	Springer eBooks
Subject:	Employee motivation.
Online resource:	https://doi.org/10.1007/978-3-030-36387-1
ISBN:	9783030363871$q(electronic bk.)

Employee engagement in contemporary organizationsmaintaining high productivity and sustained competitiveness /
Turner, Paul.

Employee engagement in contemporary organizationsmaintaining high productivity and sustained competitiveness /[electronic resource] :by Paul Turner. - Cham :Springer International Publishing :2020. - xvii, 282 p. :ill., digital ;24 cm.

Chapter 1: Employee Engagement and the Employee Experience -- Chapter 2: What is Employee Engagement? -- Chapter 3: Why is Employee Engagement Important? -- Chapter 4: A Model for Employee Engagement -- Chapter 5: The Psychology of Work and Employee Engagement -- Chapter 6: The Sociology of Work and Employee Engagement -- Chapter 7: The Organisation of Work and Employee Engagement -- Chapter 8: Measuring Employee Engagement -- Chapter 9: Engagement Driven Strategic HRM -- Chapter 10: Twenty Important Conclusions about Employee Engagement.

Although researchers have made great strides in clarifying the meaning of employee engagement, scholars are ambivalent as to whether employee engagement is distinct from other constructs related to the employee-organization relationship, and it is argued that there is a need for further scholarly examination and exploration, particularly within the context of the rapidly changing work environment where twenty-first-century technology and behaviour meet twentieth-century organization, demanding innovative responses to the challenges of employee engagement. Addressing this issue, this book reviews, analyses and presents evidence from academic researchers and supplements this with practice-based case studies from a range of international organizations. The author seeks to provide a coherent, consistent definition of employee engagement; clarity about its benefits; identification of its key features and attributes, and an understanding of how these are translated into practice; and insight into the most effective ways of measuring employee engagement in a meaningful way. Paul Turner is Professor of Management Practice at Leeds Business School, Leeds Beckett University, UK, and has held similar roles at universities in Birmingham, Nottingham and Cambridge. In a long business career Paul held Executive and HR Director positions in FTSE and Fortune companies and was Vice President of the CIPD. Paul has written and co-authored a number of books on management and human resource development, including his most recent publication, Leadership in Healthcare (Palgrave Macmillan)

ISBN: 9783030363871$q(electronic bk.)

Standard No.: 10.1007/978-3-030-36387-1doiSubjects--Topical Terms:

200193
Employee motivation.

LC Class. No.: HF5549.5.M63 / T874 2020

Dewey Class. No.: 658.314

Employee engagement in contemporary organizationsmaintaining high productivity and sustained competitiveness /
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505 0 $a Chapter 1: Employee Engagement and the Employee Experience -- Chapter 2: What is Employee Engagement? -- Chapter 3: Why is Employee Engagement Important? -- Chapter 4: A Model for Employee Engagement -- Chapter 5: The Psychology of Work and Employee Engagement -- Chapter 6: The Sociology of Work and Employee Engagement -- Chapter 7: The Organisation of Work and Employee Engagement -- Chapter 8: Measuring Employee Engagement -- Chapter 9: Engagement Driven Strategic HRM -- Chapter 10: Twenty Important Conclusions about Employee Engagement.
520 $a Although researchers have made great strides in clarifying the meaning of employee engagement, scholars are ambivalent as to whether employee engagement is distinct from other constructs related to the employee-organization relationship, and it is argued that there is a need for further scholarly examination and exploration, particularly within the context of the rapidly changing work environment where twenty-first-century technology and behaviour meet twentieth-century organization, demanding innovative responses to the challenges of employee engagement. Addressing this issue, this book reviews, analyses and presents evidence from academic researchers and supplements this with practice-based case studies from a range of international organizations. The author seeks to provide a coherent, consistent definition of employee engagement; clarity about its benefits; identification of its key features and attributes, and an understanding of how these are translated into practice; and insight into the most effective ways of measuring employee engagement in a meaningful way. Paul Turner is Professor of Management Practice at Leeds Business School, Leeds Beckett University, UK, and has held similar roles at universities in Birmingham, Nottingham and Cambridge. In a long business career Paul held Executive and HR Director positions in FTSE and Fortune companies and was Vice President of the CIPD. Paul has written and co-authored a number of books on management and human resource development, including his most recent publication, Leadership in Healthcare (Palgrave Macmillan)
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