Engaged employees are assets to every company because they are not only more productive but are also open to new ideas and technologies that often lead to significant business outcomes. Businesses need to establish credible antecedents to employee engagement based on their own culture and needs to develop a pool of highly engaged employees. Management Techniques for Employee Engagement in Contemporary Organizations provides theoretical frameworks and the latest empirical research findings on management strategies for the promotion, adoption, and implementation of work engagement policies. The content within this publication examines gamification, employee engagement, and management techniques and is designed for academicians, managers, business professionals, human resources officers, policymakers, and researchers.

Human resource departments have been a crucial part of business practices for decades and particularly in modern times as professionals deal with multigenerational workers, diversity initiatives, and global health and economic crises. There is a necessity for human resource departments to change as well to adapt to new societal perspectives, technology, and business practices. It is important for human resource managers to keep up to date with all emerging human resource practices in order to support successful and productive organizations. The Research Anthology on Human Resource Practices for the Modern Workforce presents a dynamic and diverse collection of global practices for human resource departments. This anthology discusses the emerging practices as well as modern technologies and initiatives that affect the way human resources must be conducted. Covering topics such as machine learning, organizational culture, and social entrepreneurship, this book is an excellent resource for human resource employees, managers, CEOs, employees, business students and professors, researchers, and academicians.

Lack of effective leadership strategies contributes to a reduction in employee engagement and productivity. Managers are concerned about the lack of effective leadership strategies because it negatively affects employee engagement and productivity, reducing organizational growth. Grounded in Bass’s transformational leadership theory, the purpose of this qualitative single case study was to explore effective leadership strategies used to enhance employee engagement and increase productivity. Five managers from an electric cooperative in Northwest Florida who implemented effective leadership strategies participated in the study. Data were collected using semistructured interviews and a review of organizational documents. Data were analyzed using Yin’s five-step approach. The four emergent themes were teamwork, encouragement, leading by example, and rewards. A key recommendation is for business leaders to provide frequent, honest feedback, coach when needed, and provide appropriate training, allowing to succeed in a conducive environment. By nurturing and seeking advice from subordinates, managers show employees they are valued and contribute to the organization. The implications for positive social change include the potential for managers to create a safe, comfortable environment that improves social conditions by promoting their subordinates' worth, dignity, and development.

Management leaders must constantly be prepared to correct the deviant behaviors of their employees and redirect the negative energy for the betterment of all. Ignoring this type of destructive behavior not only spoils the overall work environment for employees, but also risks the loss of quality, talented personnel. Analyzing Workplace Deviance in Modern Organizations is an essential reference source containing innovative research on best practices for adopting and implementing employee deviance remedial strategies. While highlighting topics including conflict resolution, cultural issues, and deviant behavior, this book is ideally designed for executives, managers, directors, business professionals, industry practitioners, human resources managers, policymakers, researchers, academicians, and students working in management, organizational behavior, human resources, and employee relations fields.

Although researchers have made great strides in clarifying the meaning of employee engagement, scholars are ambivalent as to whether employee engagement is distinct from other constructs related to the employee–organization relationship, and it is argued that there is a need for further scholarly examination and exploration, particularly within the context of the rapidly changing work environment where twenty-first-century technology and behaviour meet twentieth-century organization, demanding innovative responses to the challenges of employee engagement. Addressing this issue, this book reviews, analyses and presents evidence from academic researchers and supplements this with practice-based case studies from a range of international organizations. The author seeks to provide a coherent, consistent definition of employee engagement; clarity about its benefits; identification of its key features and attributes, and an understanding of how these are translated into practice; and insight into the most effective ways of measuring employee engagement in a meaningful way.

In a volatile economic climate characterised by various challenges and changes at every turn, organisationss must adjust their management system in order to preserve or even grow their productivity and competitive edge. All operations carried out inside an organisation are based on a sequence of interdependent managerial decisions that set the aims and modalities of activity, guaranteeing economic-financial balance. The activities carried out inside a company frequently change as the conditions and characteristics of the business environment undergo alterations, necessitating the updating of decision-making procedures. As a result, company personnel must be prepared to arrange their activities in a volatile, unpredictable, complex, and ambiguous world - the VUCA world.

This design for future-ready human resources is a futurist guide to the challenges and changes lying ahead in the world of work and offers a way forward. The world of work is evolving at an exponential rate, and significant shifts are expected. COVID-19 was a warm-up lap and an accelerator of changes, but many still lie ahead. Those changes are rarely addressed in current general HR thinking. At the same time, the growing complexity is making employees and employers alike anxious about the future of work. This is an academic-grade book backed up by evidence-based trends and signals and offers pragmatic upskilling pathways. It is priceless in such an environment for forward-looking scholars and present-oriented, pragmatic industry captains and HR leaders compelled to find answers for their inevitably obsolescing, inorganically morphing workforce. The book was written by the former Director of HEC Lausanne’s Executive MBA and founder of Executive Education of HEC Lausanne, with 12 years’ experience in leading and designing educational programs, together with a NATO- and U.S.-awarded futurist with experience in academic teaching and executives training. This volume offers metaphors to help convey the messages, a clear structure to plan for the decade to come, and several guidelines to follow.

As organizations continue to develop and adapt in today’s modern society, various approaches have begun to emerge as managers look for the best techniques to improve company performance. Appreciative inquiry is the practice of maintaining a positive and optimistic environment within the workplace, and it’s a concept that has transformed many corporations as it spread across the globe. Understanding this powerful shift in employee perception requires considerable research on how appreciative inquiry is affecting various companies worldwide. Appreciative Inquiry Approaches to Organizational Transformation provides emerging research that serves to increase the productivity of individuals and organizations exponentially by sharing case studies from organizations where appreciative inquiry has been implemented successfully as well as best practices that can benefit organizations and common pitfalls that can be avoided by becoming more vigilant. Featuring coverage on a broad range of topics such as individual execution, productivity, and occupational solutions, this book is ideally designed for managers, practitioners, corporate professionals, executives, researchers, educators, and students.

This unique volume explores the various aspects of human resources management and challenges that leaders, managers, and employees are facing in dealing with the new normal that is the result of changing workplace conditions and priorities due to the COVID-19 pandemic. With the outbreak of the pandemic and the resulting nationwide lockdowns, business across the globe came to an unexpected halt. This volume looks at the paradigm shift in the workplace ecosystem and how the world has changed in a big way. It discusses HR’s role in organizational growth strategies, employee well-being, and employee mental health during the economic downturn and offers coping strategies that aim to empower human resources through learning and resilience. This book explains strategies that will help in preserving healthy human resources, which are an important component of an organization’s effectiveness and growth. Chapters explain current trends in business and technology, the need for constant upskilling and digital dexterity, managing tech detox, and the way employees should work in the new normal. Chapters in Human Resource Management in a Post-Epidemic Global Environment: Roles, Strategies, and Implementations cover how the role of HR has changed with the pandemic; workplace communication strategies; challenges and opportunities of technology use in work-from-home scenarios; flexible work practices; effective employee retention; preserving employees’ well-being, mental health, and work-life balance; the effect on gender equity; HR challenges in the tourism sector; and much more. Organizations that adopt post-pandemic HR roles and strategies not only have the path to innovation but will also have a competitive landscape in the changing scenario. HR leadership and others at corporations and organizations—both large and small—will find this volume to be a useful resource for discussion, implementation, and innovation.

Recently there has been a tremendous paradigm shift in diversifying the workforce at both national and international levels. Having roots in the globalization trend that began in the 20th century, the boundaries of many states have been opened to foreign workers in the international business environment. Furthermore, depending on the dynamics of civilized societies around the world, employees from different ethnicities, races, and genders are offered more job positions day after day with the joint contributions of public and private enterprises. However, there is still a need to improve workplace diversity and equity, even if there have been promising developments. Role of Human Resources for Inclusive Leadership, Workplace Diversity, and Equity in Organizations brings together the emerging topics of inclusive leadership, diversity, equity, and inclusion in organizations in the digital transformation context. The book also offers theoretical infrastructure and the latest empirical research findings on inclusive leadership, diversity, equity, and digital transformation. Covering key topics such as social entrepreneurship, employee motivation, and diverse organizations, this premier reference source is ideal for managers, entrepreneurs, business owners, policymakers, researchers, scholars, academicians, practitioners, instructors, and students.