Breaking the proactive paradox : maximizing performance through empowerment / Tim Baker.
Material type: TextSeries: Human resource managementand organizational behavior collectionPublisher: New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, [(c)2021.]Edition: First editionDescription: 1 online resource (xviii, 208 pages)Content type:- text
- computer
- online resource
- 9781637421406
- HD58.7
- COPYRIGHT NOT covered - Click this link to request copyright permission: https://lib.ciu.edu/copyright-request-form
Item type | Current library | Collection | Call number | URL | Status | Date due | Barcode | |
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Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) | G. Allen Fleece Library ONLINE | HD58.7 (Browse shelf(Opens below)) | Link to resource | Available | BEP9781637421406 | |||
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) | G. Allen Fleece Library | Non-fiction | HD58.7 (Browse shelf(Opens below)) | Link to resource | Available | 9781637421406 |
Part I. The proactive paradox. Chapter 1. What is the proactive paradox? ; Chapter 2. The them and us relationship ; Chapter 3. The collaborative relationship ; Chapter 4. The proactive paradox process -- Part II. Strategies for resolving the paradox. Chapter 5. The rour strategies ; Chapter 6. The proactive framework ; Chapter 7. Shared purpose practices ; Chapter 8. Boundary management practices ; Chapter 9. Information exchange practices ; Chapter 10. Proactive accountability practices -- Part III. Job design. Chapter 11. Rethinking job design ; Chapter 12. The job description's limitations for developing people ; Chapter 13. The job description's limitations for rewarding people ; Chapter 14. Using the proactive framework to promote nonjob performance ; Chapter 15. Job crafting as an antidote to traditional job design ; Chapter 16. The application of job crafting -- Part IV. Measuring proactive behavior. Chapter 17. Manager profile and action plan.
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How do you get your team members to exercise appropriate independent judgment? How do you get employees to be more accountable for their actions? Leaders need team members to be empowered and proactive post COVID-19. What are the roadblocks? How are they overcome? Most books on employee empowerment bypass two critical relationships: the employment compact and the job holder and their job. These two relationships hold the key to unlocking employee empowerment. This breakthrough book is for leaders who want to maximize performance through empowerment. It offers a new approach and practical strategies to energize employees to exercise their initiative when needed and be accountable for their actions. A proactive employee is engaged in their job and can confidently make decisions without overly relying on their manager.
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