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Firms that restructure through downsizing are not more profitable than those that don't, and often end up hurting themselves in the long run. Responsible Restructuring draws on the results of an eighteen-year study of S&P 500 firms to prove that it makes good business sense to restructure responsibly-to avoid downsizing and instead regard employees as assets to be developed rather than costs to be cut. Wayne Cascio explodes thirteen common myths about downsizing, detailing its negative impact on profitability, productivity, quality, and on the morale, commitment, and even health of survivors. He uses real-life examples to illustrate successful approaches to responsible restructuring used by companies such as Charles Schwab, Compaq, Cisco, Motorola, Reflexite, and Southwest Airlines. And he offers specific, step-by-step advice on what to do-and what not to do-when developing and implementing a restructuring strategy that, unlike layoffs, leaves the organization stronger and better able to face the challenges ahead.
This exploration of what employee turnover is, why it happens, and what it means for companies and employees draws together contemporary and classic theories and research to present a well-rounded perspective on employee retention and turnover. The book uses models such as job embeddedness theory, proximal withdrawal states, and context-emergent turnover theory, as well as highlights cultural differences affecting global differences in turnover. Employee Retention and Turnover contextualises the issue of turnover, its causes and its consequences, before discussing underrepresented antecedents of turnover, key aspects of retention and methods for regulating turnover, and future research directions. Ideal for both academics and advanced students of industrial/organizational psychology, Employee Retention and Turnover is essential for understanding the past, present, and future of turnover and related research.
This is the eBook of the printed book and may not include any media, website access codes, or print supplements that may come packaged with the bound book. Psychological theories, complete with tools and methods, for dealing with human resource issues. Interdisciplinary and research-based in approach, Applied Psychology in Human Resource Management integrates psychological theory with tools and methods for dealing with human resource problems in organizations and for making organizations more effective and more satisfying places to work. The seventh edition reflects the state of the art in personnel psychology and dramatic changes that have recently characterized the field, and outlines a forward-looking, progressive model toward which HR specialists should aim.
Robbins/Judge provide the research you want in the language your students understand; accompanied with the best selling self-assessment software, SAL. Some topics include management functions; the social sciences; helping employees balance work and other responsibilities; improving people skills; improving customer service; motivational concepts; communication; power and politics; conflict and negotiation; culture; and stress management. Globally accepted and written by one of the most foremost authors in the field, this is a necessary read for all managers, human resource workers, and anyone needing to understand and improve their people skills.
In this era of frequent corporate restructuring and rapid technological change, successful companies must have employees who are open to innovation and to changing roles, and are able to work together productively. Research shows that employees most likely to be adaptable, cooperative, and productive are those who are satisfied with their jobs. Therefore, it is essential that leaders of American business understand how to enhance job satisfaction within their organizations. In Job Satisfaction, top academic researchers in the field share state-of-the-art information on creating job satisfaction, its resulting benefits, and the risks of having too many employees who are dissatisfied with their jobs. As they show, job satisfaction is also an extremely useful predictor for management. An employee's level of job satisfaction is the single most important piece of data a manager or organizational psychologist can have to predict an employee's rate of absenteeism, decision to resign or retire, desire for union representation, or level of psychological withdrawal. Before they can enhance job satisfaction, managers must understand its components. Research demonstrates that an employee's level of satisfaction is based not only on events in the present and past, but also on his perceptions of the future. Foreseeing future opportunities for advancement, for increased pay, for participation in decision-making, or for networking lead to a high level of job satisfaction. In fact, the authors reveal, perceiving future opportunity can actually be more motivating than actually receiving a raise, getting promoted, or being given additional responsibilities. Job Satisfaction dispels the notion that jobstress necessarily leads to dissatisfaction, and shows how an organization should focus on increasing satisfaction rather than just reducing stress. It is especially important for managers to stimulate job satisfaction by improving their employees' sense of achievement through making tasks and their objectives clear, as well as giving feedback. Academics and managers alike will find Job Satisfaction a source of new and useful information for understanding and enhancing satisfaction on the job.
Distilling the vast literature on this frequently studied variable in organizational behaviour research, Paul E Spector provides the student and professional with a pithy overview of the application, assessment, causes and consequences of job satisfaction. In addition to discussing the nature of and techniques for assessing job satisfaction, the author summarizes the findings concerning how people feel towards work, including: cultural and gender differences in job satisfaction and personal and organizational causes; and potential consequences of job satisfaction and dissatisfaction. Students and researchers will particularly appreciate the extensive list of references and the Job Satisfaction Survey included in the Appendix.
Why do people choose the careers they do? What factors cause people to be satisfied with their work? No single work did more to make concepts like motive, goal incentive, and attitude part of the workplace vocabulary. This landmark work, originally published in 1964, integrates the work of hundreds of researchers in individual workplace behavior to explain choice of work, job satisfaction, and job performance. Includes an extensive new introduction that highlights and updates his model for current organization behavior educators and students, as well as professionals who must extract the highest levels of productivity from today's downsized workforces.
In his landmark study of exchange and power in social life, Peter M. Blau contributes to an understanding of social structure by analyzing the social processes that govern the relations between individuals and groups. The basic question that Blau considers is: How does social life become organized into increasingly complex structures of associations among humans.This analysis, first published in 1964, represents a pioneering contribution to the sociological literature. Blau uses concepts of exchange, reciprocity, imbalance, and power to examine social life and to derive the more complex processes in social structure from the simpler ones. The principles of reciprocity and imbalance are used to derive such processes as power, changes in group structure; and the two major forces that govern the dynamics of complex social structures: the legitimization of organizing authority of increasing scope and the emergence of oppositions along different lines producing conflict and change.
Why do most employees leave? The reasons aren't what you'd think.