Workplace engagement

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  • Women have made enormous strides in recent decades, as they entered and rose through the ranks of corporations to attain leadership positions. Despite these gains, however, and despite the number of women in business schools, and in lower and middle management positions, the status of women at the top of corporate America has not increased as expected. According to the 2006 Census released by Catalyst, a research and advisory organization that conducts research on women’s career advancement, in 2006 women held just 15.

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  • Creating a team-building culture starts with individual, engaged employees. Engaged employees are happier at work, get more done, and routinely go above and beyond their job descriptions. They also encourage other employees to be more engaged and productive. Most importantly, these employees are proud to be a part of their companies and are likely to stay long-term. There is no one simple set of actions that will create increased engagement levels.

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  • The Talent Management Essentials series presents state-of-the-art thinking on critical talent management topics ranging from global staffi ng, to career pathing, to engagement, to executive staffing, to performance management, to mentoring, to real-time leadership development. Authored by leading authorities and scholars on their respective topics, each volume offers state-of-the-art thinking and the epitome of evidence-based practice.

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  • Writing skills are essential in today's classrooms and workplaces. "Better Writing Right Now: Using Words to Your Advantage helps you develop your writing abilities and communicate more effectively, improving your performance in school while preparing you for the workplace. A step-by-step approach to the writing process teaches you to focus your writing and engage your reader, whether it's a friend, a teacher, or a supervisor or coworker.

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  • Although we prefer to see baseball as a game we play or watch for recreation, from almost the beginning it has been a labor-intensive industry whose on-field personnel constitute both the entertainment product we enjoy and men engaged in doing their job. At the very heart of this laborintensive business has been the struggle between on-field employees and management over access to its opportunities, workplace rights, and overarching both of these, administering the industry and defining the relationship— paternalistic, adversarial, or cooperative—between the two sides.

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  • Chapter 16 covers the foundations of motivation and also incorporates recent thinking about motivational tools for today, including an expanded treatment of employee engagement. The chapter looks at new motivational ideas such as the importance of helping employees achieve work-life balance, incorporating fun and learning into the workplace, giving people a chance to fully participate, and helping people fi nd meaning in their work.

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  • Studies show that one concrete measure of readiness for college and careers is students’ ability to read and comprehend complex text independently. Many students who do not encounter sufficiently challenging texts in high school struggle upon entering college. In the twenty-first century, students may change jobs often; they must therefore be able to read a range of complex texts to be ready for an ever-evolving workplace.

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  • "Organizational behavior" is unparalleled in its ability to engage students by bringing cutting edge OB concepts closer to reality through the 'theory-practice link' approach. McShane and Von Glinow help readers connect OB theories to emerging workplace realities through hundreds of fascinating real-life stories from across the United States and around the world.

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