by Ivan Robertson and Cary Cooper (2011)
High levels of psychological well-being amongst employees translate into good news for the organization, including lower sickness-absence levels, attraction and retention of talented people, and more satisfied customers, clients, or service users. People with higher levels of psychological well-being work better, live longer and have happier lives. Engagement and well-being can sustain each other and lead to a healthier and more productive organization, a win-win for employees and employers. - jacket flap.
Eugène Houde
Ce que les employés doivent faire pour "diriger efficacement" leur patron, tout en ne perdant pas de vue les objectifs de l'entreprise. L'auteur privilégie l'approche émotivo-rationnelle mise au point par Lucien Auger.
Willie Hammer
For courses in industrial safety. This classic text offers a practical, contemporary approach to accident prevention-based on legal, management, and technical aspects of the application of system safety engineering to industrial safety.
Ilan Kelman
"When an earthquake hits a war zone or cyclone aid is flown in by an enemy, many ask: Can catastrophe bring peace? Disaster prevention and mitigation provide similar questions. Could setting up a flood warning system bring enemy countries together? Could a regional earthquake building code set the groundwork for wider regional cooperation? "This book examines how and why disaster-related activities do and do not create peace and reduce conflict. Disaster-related activities refer to actions before a disaster such as prevention and mitigation along with actions after a disaster such as emergency response, humanitarian relief, and reconstruction. This volume investigates disaster diplomacy case studies from around the world, in a variety of political and disaster circumstances, from earthquakes in Greece and Turkey affecting these neighbours' bilateral relations to volcanoes and typhoons influencing intra-state conflict in the Philippines. Dictatorships are amongst the case studies, such as Cuba and Burma, along with democracies such as the USA and India. No evidence is found to suggest that disaster diplomacy is a prominent factor in conflict resolution. Instead, disaster-related activities often influence peace processes in the short-term - over weeks and months - provided that a non-disaster-related basis already existed for the reconciliation. That could be secret negotiations between the warring parties or strong trade or cultural links. Over the long-term, disaster-related influences disappear, succumbing to factors such as a leadership change, the usual patterns of political enmity, or belief that an historical grievance should take precedence over disaster-related bonds. "This is the first book on disaster diplomacy. Disaster-politics interactions have been studied for decades, but usually from a specific political framing, covering a specific geographical area, or from a specific disaster framing. As well, plenty of quantitative work has been completed, yet the data limitations are rarely admitted openly or thoroughly analysed. Few publications bring together the topics of disasters and politics in terms of a disaster diplomacy framework, yielding a grounded, qualitative, scientific point of view on the topic."-- Publisher description.
Edward E. Lawler III
In 1986 Edward Lawler alerted American business to the power of the high-involvement organization--one that fosters quick adaptation and change through fewer levels of hierarchy and satisfying work relationships. The logic is simple and the results indisputable: people give more to their work when they have more say in how the company is run. Now Lawler, called "one of today's most prominent scholars" in management literature by Choice magazine, shows us that high-involvement is not just a good idea--it's an economic necessity. Rather than try to copy other nations' management styles, Lawler says, organizations should develop approaches rooted in their own cultures. He explains, "We need an alternative to the total quality management approach that builds on many of its key elements but goes beyond it to provide a competitive advantage for organizations in societies that are characterized by diversity, democracy, entrepreneurial behavior, and respect for the individual.". The Ultimate Advantage is an informed and detailed overview of how an organization must be designed to encourage innovation, increase cost-effectiveness, and deliver enhanced quality, customer service, and speed. Lawler demonstrates how to set up work teams, improvement groups, skill-based pay systems, and other practices that can create an environment where employees grow and the organization prospers. And throughout, Lawler emphasizes the need for interrelated, organizationwide implementation so that quality comes from within, rather than being added on or "inspected in" at a later stage.