Info
- Utilizzare la checkbox di selezione a fianco di ciascun documento per attivare le funzionalità di stampa, invio email, download nei formati disponibili del (i) record.
Bringing the Human Being Back to Work [[electronic resource] ] : The 10 Performance and Development Conversations Leaders Must Have / / by Tim Baker
| Bringing the Human Being Back to Work [[electronic resource] ] : The 10 Performance and Development Conversations Leaders Must Have / / by Tim Baker |
| Autore | Baker Tim (Management consultant) |
| Edizione | [1st ed. 2019.] |
| Pubbl/distr/stampa | Cham : , : Springer International Publishing : , : Imprint : Palgrave Macmillan, , 2019 |
| Descrizione fisica | 1 online resource (XV, 223 p. 2 illus.) |
| Disciplina | 658.3 |
| Soggetto topico |
Manpower policy
Leadership Employees—Coaching of Human Resource Development Business Strategy/Leadership Coaching |
| ISBN | 3-319-93172-5 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | 1 The dumbing down of work -- 2 Human spirit and work -- 3 The concept of workplace of dignity -- 4 A lack of authentic conversations -- 5 Two task-focused pillars of authentic conversations -- 6 Three people-focused pillars of authentic conversations -- 7 Conversation #1 — The coaching conversation -- 8 Using G.R.O.W. for a better coaching conversation -- 9 Conversation #2 — The delegation conversation -- 10 Ten keys to a better delegation conversation -- 11 Conversation #3 — The visioning conversation -- 12 Visioning questions to ask -- 13 Conversation #4 — The encouraging conversation -- 14 Twelve powerful ways to engage or disengage people at work -- 15 Conversation #5 — The relationship building conversation -- 16 Five steps to relationship building conversations -- 17 Overview of the five conversations framework -- 18 Rationale and benefits of the five conversations framework -- 19 Conversation # 6 — The climate review conversation -- 20 Conversation # 7 — The strengths and talents conversation -- 21 Conversation # 8 — The opportunities for growth conversation -- 22 Conversation # 9 — The learning and development conversation -- 23 Conversation # 10 — The innovation and continuous improvement conversation. |
| Record Nr. | UNINA-9910337799503321 |
Baker Tim (Management consultant)
|
||
| Cham : , : Springer International Publishing : , : Imprint : Palgrave Macmillan, , 2019 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The End of the Job Description [[electronic resource] ] : Shifting From a Job-Focus To a Performance-Focus / / by Tim Baker
| The End of the Job Description [[electronic resource] ] : Shifting From a Job-Focus To a Performance-Focus / / by Tim Baker |
| Autore | Baker Tim (Management consultant) |
| Edizione | [1st ed. 2016.] |
| Pubbl/distr/stampa | London : , : Palgrave Macmillan UK : , : Imprint : Palgrave Macmillan, , 2016 |
| Descrizione fisica | 1 online resource (237 p.) |
| Disciplina | 658.3/128 |
| Soggetto topico |
Personnel management
Management Behavioral economics Public relations Organization Planning Office management Human Resource Management Behavioral/Experimental Economics Corporate Communication/Public Relations Office Management |
| ISBN | 1-137-58146-8 |
| Classificazione | BUS007000BUS030000BUS041000BUS085000BUS097000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: -- Introduction -- PART I: JOB DESCRIPTIONS TO ROLE DESCRIPTIONS -- 1. Role Descriptions: The Next Generation -- 2. A New Definition of Work Performance -- 3. The Job Description and the Traditional Employment Relationship -- 4. The Job Description and New Employment Relationship -- PART II: NON-JOB ROLES -- 5. The Rising Importance of the Non-job Role -- 6. The Positive Mental Attitude and Enthusiasm Role -- 7. The Team Role -- 8. The Career Role -- 9. The Innovation and Continuous Improvement Role -- PART III: Implementing role descriptions -- 10. Strategies to Formulate Role Descriptions -- 11. Evaluating the Performance of Non-job Roles -- 12. Bringing it all Together: the Performance Management Framework. |
| Record Nr. | UNINA-9910254949403321 |
|
Baker Tim (Management consultant)
|
||
| London : , : Palgrave Macmillan UK : , : Imprint : Palgrave Macmillan, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The Future of Human Resources : Unlocking Human Potential
| The Future of Human Resources : Unlocking Human Potential |
| Autore | Baker Tim (Management consultant) |
| Edizione | [First edition.] |
| Pubbl/distr/stampa | New York : , : Business Expert Press, , 2022 |
| Descrizione fisica | 1 online resource (234 pages) |
| Disciplina | 658.3 |
| Collana | Business Expert Press human resource management and organizational behavior collection |
| Soggetto topico | Personnel management |
| Soggetto non controllato |
Human resources
Trends in human resources HR Managing performance Performance management Employee development Job design Employee engagement Attraction and retention |
| ISBN | 1-63742-228-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Part 1. Employee-centered approach. Chapter 1. The hanging world of work ; Chapter 2. A world without work? ; Chapter 3. Employee purpose, potential, and perspective ; Chapter 4. The employee lLifecycle framework ; Chapter 5. The big HR mindset shifts -- Part 2. Starting phase of employment. Chapter 6. Shift 1: Past performance to future potential ; Chapter 7. Shift 2: Induction to integration ; Chapter 8. Shift 3: Onsite to hybrid working ; Chapter 9. Shift 4: Them and us to collaboration -- Part 3. Developing phase of employment. Chapter 10. Shift 5: Training to multidimensional learning ; Chapter 11. Shift 6: Job to nonjob roles ; Chapter 12. Shift 7: Job description to role description ; Chapter 13. Shift 8: Job design to job redesign ; Chapter 14. Shift 9: Competition to partnership -- Part 4. Rewarding phase of employment. Chapter 15. Shift 10: Technical knowhow to people leadership ; Chapter 16. Shift 11: Appraising to developing performance ; Chapter 17. Shift 12: Carrot and stick to human spirit and work -- Part 5. Parting phase of employment. Chapter 18. Shift 13: Exit interviews to building networks -- Action plan. |
| Record Nr. | UNINA-9910795875203321 |
|
Baker Tim (Management consultant)
|
||
| New York : , : Business Expert Press, , 2022 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The Future of Human Resources : Unlocking Human Potential
| The Future of Human Resources : Unlocking Human Potential |
| Autore | Baker Tim (Management consultant) |
| Edizione | [First edition.] |
| Pubbl/distr/stampa | New York : , : Business Expert Press, , 2022 |
| Descrizione fisica | 1 online resource (234 pages) |
| Disciplina | 658.3 |
| Collana | Business Expert Press human resource management and organizational behavior collection |
| Soggetto topico | Personnel management |
| Soggetto non controllato |
Human resources
Trends in human resources HR Managing performance Performance management Employee development Job design Employee engagement Attraction and retention |
| ISBN | 1-63742-228-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Part 1. Employee-centered approach. Chapter 1. The hanging world of work ; Chapter 2. A world without work? ; Chapter 3. Employee purpose, potential, and perspective ; Chapter 4. The employee lLifecycle framework ; Chapter 5. The big HR mindset shifts -- Part 2. Starting phase of employment. Chapter 6. Shift 1: Past performance to future potential ; Chapter 7. Shift 2: Induction to integration ; Chapter 8. Shift 3: Onsite to hybrid working ; Chapter 9. Shift 4: Them and us to collaboration -- Part 3. Developing phase of employment. Chapter 10. Shift 5: Training to multidimensional learning ; Chapter 11. Shift 6: Job to nonjob roles ; Chapter 12. Shift 7: Job description to role description ; Chapter 13. Shift 8: Job design to job redesign ; Chapter 14. Shift 9: Competition to partnership -- Part 4. Rewarding phase of employment. Chapter 15. Shift 10: Technical knowhow to people leadership ; Chapter 16. Shift 11: Appraising to developing performance ; Chapter 17. Shift 12: Carrot and stick to human spirit and work -- Part 5. Parting phase of employment. Chapter 18. Shift 13: Exit interviews to building networks -- Action plan. |
| Record Nr. | UNINA-9910820223203321 |
|
Baker Tim (Management consultant)
|
||
| New York : , : Business Expert Press, , 2022 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Performance Management for Agile Organizations [[electronic resource] ] : Overthrowing The Eight Management Myths That Hold Businesses Back / / by Tim Baker
| Performance Management for Agile Organizations [[electronic resource] ] : Overthrowing The Eight Management Myths That Hold Businesses Back / / by Tim Baker |
| Autore | Baker Tim (Management consultant) |
| Edizione | [1st ed. 2017.] |
| Pubbl/distr/stampa | Cham : , : Springer International Publishing : , : Imprint : Palgrave Macmillan, , 2017 |
| Descrizione fisica | 1 online resource (XIX, 228 p. 9 illus.) |
| Disciplina | 658.3 |
| Soggetto topico |
Personnel management
Leadership Organization Planning Management Industrial management Human Resource Management Business Strategy/Leadership Innovation/Technology Management |
| ISBN | 3-319-40153-X |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Part I: The Agile Enterprise -- 1. Profit measures the past – Agility predicts the future -- 2. The characteristics of agility -- 3. Seven dimensions of agile performance -- Part II: Myths Blocking Agile Performance -- 4. Management Myth # 1—Job specification improves performance -- 5. Management Myth # 2—Quality systems and processes guarantee good outcomes -- 6. Management Myth # 3—The job description helps the employee understand their organizational role -- 7. Management Myth # 4—A business is best organized around functions -- 8. Management Myth # 5—A satisfied employee is a productive employee -- 9. Management Myth # 6—A loyal employee is an asset to the business -- 10. Management Myth # 7— A technically superior workforce is a pathway to a high performing business -- 11. Management Myth # 8—Employees can’t be trusted with sensitive information -- Part III: The Right Culture for Agile Performance -- 12. A new psychological contract for managing agile performance. |
| Record Nr. | UNINA-9910164980603321 |
|
Baker Tim (Management consultant)
|
||
| Cham : , : Springer International Publishing : , : Imprint : Palgrave Macmillan, , 2017 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||