Progressing Performance and Well-being at Work
Travelling the Loop
Published on 21. June 2024
Book
Hardback
160 pages
978-1-80037-793-6 (ISBN)
Description
Through concise investigations into key questions such as how we can develop meaningful work experiences and how we can create an enabling work setting, Jaap Paauwe aids readers' understanding of how optimal workplace commitment and organizational performance may be achieved.
Progressing Performance and Well-being at Work provides an indispensable overview of highly applicable organization and Human Resource Management theories, such as goal setting theory, job demands resources theory and psychological contract theory. Chapters clearly indicate how such theories may be put into practice, detailing how and why they may boost commitment and motivation in often fast-paced and challenging workplaces. Ultimately, this essential book showcases proven methods with which managers can improve employee well-being.
This timely book will be highly engaging for practitioners and managers who are seeking to boost company well-being and performance. An intriguing contribution to the field of HR, it will additionally benefit students and researchers studying business, occupational psychology and strategic management.
Progressing Performance and Well-being at Work provides an indispensable overview of highly applicable organization and Human Resource Management theories, such as goal setting theory, job demands resources theory and psychological contract theory. Chapters clearly indicate how such theories may be put into practice, detailing how and why they may boost commitment and motivation in often fast-paced and challenging workplaces. Ultimately, this essential book showcases proven methods with which managers can improve employee well-being.
This timely book will be highly engaging for practitioners and managers who are seeking to boost company well-being and performance. An intriguing contribution to the field of HR, it will additionally benefit students and researchers studying business, occupational psychology and strategic management.
Reviews / Votes
'This book provides an excellent and accessible overview of important theories in the HRM domain, with a specific focus on why they are important and what actually works in practice. A must read book for practitioners and students interested in taking a more evidence based approach to HRM!' -- Corine Boon, University of Amsterdam, the Netherlands 'This is a fresh and exciting book which bridges theory and practice in human resource management- always the hallmark of Jaap Paauwe's work. It will appeal to practitioners and academics alike. Blending theory, practice and evidence it answers the 'Big 5' questions in human resources. It is a must read for all practicing managers.' -- Patrick C. Flood, Dublin City University Business School, Ireland 'Jaap Paauwe does a wonderful job of demonstrating that theory is useful for HRM practitioners and indeed all managers. Fourteen short chapters clearly outline a range of relevant theories and their applications. This book distils the learning and experience of someone who has been both a practitioner and an eminent academic and will be valuable reading for both managers and students.' -- David E Guest, Kings College London, UK 'Progressing Performance and Well-being at Work: Traveling the Loop relies on theory and research-based evidence to answer a simple question: To improve performance and well-being when managing people, what works? This book delivers!' -- Wayne Cascio, University of Colorado, USMore details
Series
Language
English
Place of publication
Cheltenham
United Kingdom
Target group
Professional and scholarly
Dimensions
Height: 234 mm
Width: 156 mm
ISBN-13
978-1-80037-793-6 (9781800377936)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Jaap Paauwe, Professor of Organization and Human Resource Management, Department of Human Resource Studies, Tilburg University, the Netherlands
Content
Contents:
Preface xi
Acknowledgments
1 Travelling the loop: an introduction and overview of content
2 The institutional perspective: how market, society, and
organization interact
3 The contextually-based Human Resource Theory 19
4 AMO theory: How to improve abilities, motivation and
opportunity to participate
5 Goal setting theory and feedback
6 Human capital and the differentiated approach to employees
7 Strength of the HRM system
8 Well-being: the crucial link between HRM practices and
outcomes
9 Line management enactment
10 Job Demands Resources theory: how to stimulate
engagement and to avoid burn-out?
11 Job design and crafting: how can we create an optimal
work setting?
12 Psychological contract theory: fulfillment or violation?
13 Psychological safety: the secret behind well-performing teams
14 Organizational justice: in search of fairness and equity for
your staff
15 Social determination theory: how it can help to do a good
job as a manager
Appendix: Evidence-based management - meaning and
implications for practitioners
Preface xi
Acknowledgments
1 Travelling the loop: an introduction and overview of content
2 The institutional perspective: how market, society, and
organization interact
3 The contextually-based Human Resource Theory 19
4 AMO theory: How to improve abilities, motivation and
opportunity to participate
5 Goal setting theory and feedback
6 Human capital and the differentiated approach to employees
7 Strength of the HRM system
8 Well-being: the crucial link between HRM practices and
outcomes
9 Line management enactment
10 Job Demands Resources theory: how to stimulate
engagement and to avoid burn-out?
11 Job design and crafting: how can we create an optimal
work setting?
12 Psychological contract theory: fulfillment or violation?
13 Psychological safety: the secret behind well-performing teams
14 Organizational justice: in search of fairness and equity for
your staff
15 Social determination theory: how it can help to do a good
job as a manager
Appendix: Evidence-based management - meaning and
implications for practitioners