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How to Be Happy at Work
"I’m working harder than I ever have, and I don’t know if it’s worth it anymore.” If you’re a manager or leader in today’s high-speed, high-stress economy, these words have probably run through your mind, maybe more than once. Many people in management positions are feeling fed up, burned out, and unhappy at work: the constant pressure and stress, the unending changes, the politics . . . People are feeling they can’t give much more, and their performance is suffering. But it’s work, after all, right? Should we even expect to be fulfilled and happy at work? Annie McKee answers with a definitive yes. She makes the most compelling case yet that happiness--and the full engagement that comes with it--is more important than ever in today’s workplace. Based on extensive research and decades of experience with leaders, this book sheds new light on the powerful relationship of happiness to individual, team, and organizational success. McKee’s research reveals that there are three essential elements that people must have in order to be happy at work: * A sense of purpose and the chance to contribute to something bigger than themselves; * A vision that is powerful and personal, creating a real sense of hope; and * Resonant, friendly relationships The book is organized around these essential elements and shows how leaders can create and sustain them in the face of ongoing stress and pressure, as well as how to create a healthy, positive climate for their teams and other groups within their companies. How to Be Happy at Work will transform and enrich our understanding of what it means to be happy at work, and it will provide clear, practical advice and instruction for how to achieve this.
Call Number: HD6955 .M365 2017
The Oxford Handbook of Human Motivation by
Motivation is that which moves us to action. Human motivation is thus a complex issue, as people are moved to action by both their evolved natures and by myriad familial, social and cultural influences. The Oxford Handbook of Human Motivation collects the top theorists and researchers of humanmotivation into a single volume, capturing the current state-of-the-art in this fast developing field. The book includes theoretical overviews from some of the best-known thinkers in this area, including chapters on Social Learning Theory, Control Theory, Self-determination theory, Terror Managementtheory, and the Promotion and Prevention perspective. Topical chapters appear on phenomena such as ego-depletion, flow, curiosity, implicit motives, and personal interests. A section specifically highlights goal research, including chapters on goal regulation, achievement goals, the dynamics of choice, unconscious goals and process versus outcomefocus. Still other chapters focus on evolutionary and biological underpinnings of motivation, including chapters on cardiovascular dynamics, mood, and neuropsychology. Finally, chapters bring motivation down to earth in reviewing its impact within relationships, and in applied areas such aspsychotherapy, work, education, sport, and physical activity.By providing reviews of the most advanced work by the very best scholars in this field, The Oxford Handbook of Human Motivation represents an invaluable resource for both researchers and practitioners, as well as any student of human nature.
Call Number: BF503 .O94 2014x
The power of shared vision : how to cultivate staff commitment & accountability by Call Number: HF5549.5.M63 C644 2015x
Organizational behavior, theory, and design in health care by Call Number: RA971 .B835 2016
Changing Employee Behavior by
An important part of every manager's job is changing people's behavior: to improve someone's performance, get them to better manage relationships with colleagues, or to stop them doing something. Yet, despite the fact that changing people's behavior is such an important skill for managers, too many are unsure how to actually go about it. This book reveals the simple, but powerful techniques for changing behavior that experts from a range of disciplines have been using for years, making them available to all managers in a single and comprehensive toolkit for change that managers can use to drive and improve the performance of their staff. Based on research conducted for this book, it introduces practical techniques drawn from the fields of psychology, psychotherapy, and behavioral economics, and show how they can be applied to address some of the most common, every-day challenges that managers face. #changingpeople
Call Number: HF5549.5.M63 K565 2015
The Power of Thanks by Call Number: HF5549.5.M63 M6627 2014
Great Work : How to make a difference people love by Call Number: HD30.3 .S79 2014x
Why Motivating People Doesn't Work ... and What Does by Call Number: HF5549.5.M63 F69 2014
Revealed: Using remote personality profiling to influence, negotiate and motivate by Call Number: BF698.5 .T387 2014
The Motivation Manifesto by Call Number: BF503 .B873 2014
Creating Engaged Employees by Call Number: HF5549.5.M63 C74 2014x
The Engagement Equation: leadership strategies for an inspired workforceCall Number: HF5549.5.M63 R534 2012
Disney U: how the Disney University developes the world's most engaged, loyal, and customer-centric employeesCall Number: HF5415.5 .L5657 2013
Contented Cows Still Give Better Milk: the plain truth about employee engagement and your bottom lineCall Number: HD57.7 .C383 2012
No Excuses: how you can turn any workplace into a great oneCall Number: HD58.7 .R625 2013
Hundred Percenters by Call Number: HF5549.5.M63 M867 2014
David and Goliath: underdogs, misfits and the art of battling giantsCall Number: BF503 .G53 2013
Respect: delivering results by giving employees what they really needCall Number: HF5549.5.M63 W54 2012
Motivation : identifying strengths, interests, abilities, hopes and dreams by Call Number: BF724.3.M65 B87 2012x
The Big Book of Motivation GamesCall Number: BF503 .E67 2001
Linchpin by Call Number: HF5549.5.M63 G63 2010
The great workplace : how to build it, how to keep it, and why it mattersCall Number: HD58.7 .B867 2011
Managing the Unmanageable: How to Motivate Even the Most Unruly Employee by Call Number: HF5549.5.E42 L64 2011
Perfect Phrases for Motivating and Rewarding EmployeesCall Number: HF5549.5.M63 D52 2010
90 Days 90 Ways by Call Number: HF5549 .V435 2012
Conversations for Creating Star PerformersCall Number: HF5549.5.M63 H38 2012
Building a Magnetic Culture; how to attract and retain top talent to create an engaged productive workforceCall Number: HF5549 .S552 2012
The Progress PrincipleCall Number: HF5549.5.M63 A58 2011
Do More Great Work: stop the busywork, and start the work that mattersCall Number: HF5549.5.J63 B85 2010
The Best Place to Work by Call Number: HF5549.5.M63 F746 2014
Die Empty: unleash your best work every dayCall Number: HF5549.5.J63 H37 2013
The Open Organization by
TODAY'S LEADERS KNOW THAT SPEED and agility are the keys to any company's success, and yet many are frustrated that their organizations can't move fast enough to stay competitive. The typical chain of command is too slow; internal resources are too limited; people are already executing beyond normal expectations. As the pace accelerates, how do you inspire people's energy and creativity? How do you collaborate with customers, vendors, and partners to keep your organization on the cutting edge? What kind of organization matches the speed and complexity that businesses must master--and how do you build that organization? Jim Whitehurst, CEO of Red Hat, one of the world's most revolutionary companies, shows how open principles of management--based on transparency, participation, and community--reinvent the organization for the fast-paced connected era. Whitehurst gives readers an insider's look into how an open and innovative organizational model works. He shows how to leverage it to build community, respond quickly to opportunities, harness resources and talent both inside and outside theorganization, and inspire, motivate, and empower people at all levels to act with accountability. The Open Organization is a must-read for leaders struggling to adapt their management practices to the values of the digital and social age. Brimming with Whitehurst's personal stories and candid advice for leading an open organization, as well as with instructive examples from employees and managers at Red Hat and companies such as Google, The Body Shop, and Whole Foods, this book provides the blueprint for reinventing your organization.
Call Number: HD58.9 .W526 2015
StandOut 2. 0 by
The Groundbreaking Strengths Assessment from the Leader of the Strengths Revolution In the years since the publication of First, Break All the Rules and Now, Discover Your Strengths, millions have come to the simple but powerful realization that to get the most out of people, you must build on their strengths. And yet, as Marcus Buckingham astutely points out, though the strengths-based approach is now conventional wisdom, the tools and systems inside organizations--performance appraisals, training programs, and succession planning systems--remain stubbornly remedial and exclusively focused on measuring skills, finding gaps, and attempting to plug them. It’s a crisis for individuals and organizations, with management ideas and everyday practice utterly out of sync. That’s about to change. StandOut 2.0 is a revolutionary book and tool that enables you to identify your strengths, and those of your team, and act on them. The original edition of StandOut provided top-notch insights from one of the world’s foremost authorities on strengths, as well as access to a powerful, cutting-edge online assessment tool. Now, in addition to a much more powerful assessment and a robust report on your most dominant strengths, StandOut 2.0 contains or provides access to: * A StandOut profile, easily customized and exported, that you can use to present the very best of yourself to your team and your company * Your own Personalized Strengths Channel, which, after you’ve taken the 15-minute assessment, will send you a weekly tip, insight, or technique to help you do your best work this week * An entire strengths-based performance management system, including check-in and evaluation tools to track your progress, and that of your team And much more. StandOut 2.0 is your indispensable guide for building on your strengths to further your career--and help your team and organization win.
Call Number: HF5549.5.M63 B833 2015
Cutting Through the Noise by
Managers are flooded with theories, concepts, and ideas for how to improve employee engagement but what works, and what doesn t? This book helps managers cut through the clutter of all those strategies and find the one that works for them. Beginning with the myths and realities of employee engagement, authors Davila and Pina-Ramirez highlight the importance of organizational culture and context when it comes to keeping employees invested in the organization. Understand the various stages of employee engagement. Consider change management as a critical issue in employee engagement. Learn how to maintain that engagement throughout your employees careers."
Call Number: HF5549.5.M63 D38 2013
