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Open Access 2020 | Open Access | Buch

Buchtitelbild

The Art of Sustainable Performance

A Model for Recruiting, Selection, and Professional Development

verfasst von: Prof. Bas Kodden

Verlag: Springer International Publishing

Buchreihe : SpringerBriefs in Business

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

Inhaltsverzeichnis
insite
SUCHEN

Über dieses Buch

This open access book revisits common notions on how to select and recruit the right employees. It reveals that the secret of successful individuals and teams lies in a combination of talent and four important performance indicators, offering an innovative approach that companies can fruitfully adopt.

Bas Kodden has studied key performance indicators among over 1,100 executives, senior staff and professionals, including 50 CEOs from leading Dutch companies. His findings put the present recruitment and selection procedures used by many prominent companies in a new light. Moreover, the book not only addresses theory; it also offers a practically applicable model for recruitment, selection and professional development. In closing, the book includes a variety of questionnaires and checklists for HR professionals and executives whose goal is to build sustainable and successful teams and organizations.

Inhaltsverzeichnis

Frontmatter
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Open Access

Chapter 1. The Importance of Sustainable Development
Abstract
The success of organizations with many knowledge workers, such as law firms, insurance companies, and accounting firms, is assumed to be depending on the quality, performance, and engagement of the knowledge workers themselves. To quote Davenport (2002): “In the current economy, they are the horses that pull the plow of economic progress. If our companies are going to be more profitable, if our strategies are going to be successful, it will be because our knowledge workers did their work in a more productive and efficient manner.” But how can organizations be successful in engaging and retaining their knowledge workers and avoid the risk of attrition of their best employees?
Bas Kodden
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Open Access

Chapter 2. Talent as Precursor for Performance
Abstract
Giving direction to your life is only possible when you work towards high, authentic objectives with complete dedication. By doing those things where your unique talents and interests intersect. Live an engaged life and you will live a happy life, according to the Work Engagement Theory which I had studied all those years. I realized that after fifteen years of practical experience this is easier said than done.
Bas Kodden
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Open Access

Chapter 3. The Mediating Effect of Intelligence, Willpower, and Intrinsic Motivation on Talent and Performance
Abstract
The number of studies on the positive symptoms of intrinsic work motivation appears to be located in the frequently demonstrated relationship between work engagement and performance. Work engagement is not only important to the individual employee, but also to the employer. Engaged and passionate employees are more productive, more customer-friendly, loyal to the organization, make fewer mistakes, and cause fewer accidents.
Bas Kodden
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Open Access

Chapter 4. The Ability to Adapt
Abstract
The competence to adapt to a fast-changing environment influences sustainable outcomes. Adaptability refers to “an individual’s ability, skill, disposition, willingness, and/or motivation to change or fit the different task, social, or environmental features.” Adaptability is considered by many researchers to be a key source of mental resources. Mental resources are especially important for new employees who are facing a totally new environment. The increasingly changing nature of modern organizations requires employees to constantly improve their ability to adapt.
Bas Kodden
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Open Access

Chapter 5. The Impact of Self-efficacy
Abstract
Based on studies, the degree of self-efficacy appears to have a strong relationship with positive indicators of employees, such as their well-being, work engagement, and achievements. Other positive indicators of self-efficacy have also been observed, such as the positive effects on well-being and negative effects on burnout. Self-efficacy was described by the originator of the concept, Bandura, as the belief in one’s own ability to complete a particular task in a particular situation. It concerns the belief in one’s own ability and not the possession of specific competences.
Bas Kodden
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Open Access

Chapter 6. The Relationship Between Work Engagement and Sustainable Performance
Abstract
Be engaged, be happy, as the theory of engagement teaches us. To feel that you are doing exactly that where your unique talents and interests lie and where you make optimal use of personal and work-related energy sources. Who does not want to be engaged? And which manager does not desire to have engaged employees? In tough times, engagement provides extra energy to cope with stressful situations, making these employees invaluable to the organization they work in. However, studies into engagement show that almost 90% of the employees interviewed experience this work and life joy to a lesser extent, or not at all.
Bas Kodden
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Chapter 7. Nurturing Employee Vigor: Implications for Sustainable Performance
Abstract
The theory of engagement posits that an engaged employee has a highly positive attitude that is characterized by an unparalleled zest for life, energy, the will to work, and to commit themselves fully. This allows the employee to achieve special performances. Those who are engaged, are open to new ideas, are both physically and mentally healthy, look for their authentic talents, and start every new (work)day with plenty of energy and a zest for life. This is not only pleasant for the individual themselves, but also inspiring for their immediate colleagues and beneficial to the organization.
Bas Kodden
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Open Access

Chapter 8. The Effect of Person-Organization Fit on Work Engagement and Performance
Abstract
Perceived organizational fit as perceived by employees can function as an important distal organizational resource, which has motivational potential and can foster employee’s work engagement. Based on the theoretical lens, this study examines mechanisms that can explain the motivational potential that the organizational environment and personal resources might have at both the individual as the team level.
Bas Kodden
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Open Access

Chapter 9. Performance Culture: The Organization as a Tribe
Abstract
The continuing success of exceptionally successful businesses has, according to scholar as Cameron and Quinn (1998, 2011), less to do with the influences of the market it is operating in, than with the company’s own values. It is not so much about the competition than about personal beliefs, less about means than about vision. Despite the obvious importance of strategy, market presentation or technological innovations, exceptionally successful companies capitalize on something else; the powerful influence of a well-developed and managed unique corporate culture.
Bas Kodden
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Chapter 10. The Art of Sustainable Performance: The Zeigarnik Effect
Abstract
Why does one organization remain successful while others are falling apart or just disappear? Why is one person successful over and over again, while no one expected him or her to be? The secret of winning persons and teams seems to lie in performance indicators and personality traits, on which—strangely enough—many organizations just do not select their employees.
Bas Kodden
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Backmatter
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Metadaten
Titel
The Art of Sustainable Performance
verfasst von
Prof. Bas Kodden
Copyright-Jahr
2020
Electronic ISBN
978-3-030-46463-9
Print ISBN
978-3-030-46462-2
DOI
https://doi.org/10.1007/978-3-030-46463-9

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