Corporate leaders, consultants, and academics explore the many ways organizations can raise productivity, innovate, please customers, and improve profits by tapping into the passion, dedication, knowledge, and talent of their people.

Business success depends on employee innovation, drive, skill, endurance, and dedication. Engaged employees, studies show, provide tangible advantages to the organization like greater customer satisfaction and improved profitability. In contrast, the Gallup Organization has discovered that disengaged workers cost U.S. business between $250 billion and $350 billion each year. How do you engage employees and, in turn, create the high-performance organization? That's what this set is all about. From the latest theories on motivation to innovations in HR to methods to increase employee retention, it provides the essential insights and tools managers, leaders, and HR people need to find new ways to succeed—while keeping employees happy, productive, and loyal.

Employees know that cradle-to-grave—or even week-to-week—employment security is a thing of the past, and that they are at the helm of their own career ship. Discerning consumers in the employment marketplace, they therefore seek employment opportunities that speak not only to their wallets and life circumstances, but also to their desire to find work that provides purpose and passion. How can employers meet these needs and create a team of engaged employees? That's a large question, and one that spans a spectrum of issues that includes career development, human resource management, and the alignment between individual and organizational goals. In these three volumes, leaders and managers will find answers. They feature articles, interviews, and reports from academics, psychologists, managers in the practical corporate world, and experts in career management. Despite what Donald Trump might say, work is personal, and the ways in which individuals navigate the organizational environment—and businesses organize to seek, attract, and retain the best employees—is of primary concern. That goes double in these turbulent times, when job security is at stake, cynicism rampant, and loyalty at risk. Building High-Performance People and Organizations connects the dots so employers can maintain a loyal, satisfied, and productive workforce.

Volume 1: The New Employer-Employee Relationship looks at trends in demographics and the general business environment leading to and driving the concept of employee engagement.

Volume 2: The Engaged Workplace: Organizational Strategies focuses on real-world organizational strategies to find, develop, and retain the best employees, with an emphasis on innovative practices in both the U.S. and internationally.

Volume 3: Case Studies and Conversations features interviews with thought leaders in the entire landscape of performance management and employee engagement. Their insights will provide readers with the absolute latest thinking in their fields of expertise. Volume 3 also contains short case studies of companies that are pioneering high-performance cultures.

Highlights
• This set covers both theories and practices driving the development of the modern employment relationship—from both employee and organizational perspectives.
• Touches on the timely issues of career management, balance of personal and professional goals, and, for organizations, finding and retaining the best employees and creating workplace cultures that inspire them to do their best work
• Provides principles and practices that can be used by companies of all sizes, in all sectors, and in all parts of the world
• Features an all-star cast of contributors from corporate leadership, academia, practice, and consulting; special elements include interviews with business leaders and many best practice examples.

Volume 1
Acknowledgments
Preface
Chapter 1 A Candid Look at Employee Engagement: Five Global Truths
Chapter 2 People Equity: A New Model for Managing Talent
Chapter 3 The Differentiators of High Performance: Aligning People Strategy with Business Strategy
Chapter 4 Designing Global Employee Survey Process to Realize Engagement and Alignment
Chapter 5 Your Employer Brand: A Tool For Fulfilling Customer Promise
Chapter 6 The Changing Workforce
Chapter 7 Are Employee Surveys Disengaging Employees
Chapter 8 Building a Culture of Trust
Chapter 9 Moving Beyond Engagement: Motivating and Enabling Individual and Team Performance
Chapter 10 Engagement in Non-Profit Setting
Chapter 11 A Multi-Level Approach to Assessing and Improving Employee Engagement: Engaging an Organizations People in the Drive for High Performance
Chapter 12 Creating the Engaged Organization: The Engaged Employee as a Key Lever for Change
Chapter 13 Anchor: The Intuit Engagement Story
Index
About the Editor and Contributors
Volume 2
Acknowledgments
Preface
Chapter 1 The Six Degrees of Preparation
Chapter 2 Being Connected: The Effects of Technology on Employee Engagement
Chapter 3 Driving Long-Term Engagement Through a High Performance Culture
Chapter 4 The Lost 20 Percent: Engaging the Almost Great
Chapter 5 Essential Building Blocks to Successful Engagement Survey Programs
Chapter 6 Spirit: A Vital Key to Engagement at Work
Chapter 7 No Best Practices
Chapter 8 Managers: The Key to an Engaged Workplace
Chapter 9 Work-Life Means Business
Chapter 10 Coaching for High Potentials to Become High Performing Leaders
Chapter 11 The Five Points of Peak Performance
Chapter 12 Rebuilding Trust within Organizations
Chapter 13 Fun: Essential to Creating a Culture of Engagement
Chapter 14 Ten Things You Should Know About Executive Search Now
Chapter 15 Compensation Strategy: A Guide for Senior Managers
Chapter 16 Anchor: The Caterpillar Engagement Journey: Connecting the Dots
Index
About the Editor and Contributors
Volume 3
Acknowledgments
Preface
Chapter 1 Ann Rhoades on people-centric cultures
Chapter 2 Dan Walker on leadership
Chapter 3 David Russo on leadership
Chapter 4 Case Study: Patagonia
Chapter 5 Scott Bedbury on employee branding
Chapter 6 Beverly Kaye on employer regard
Chapter 7 Al Lucia on company values
Chapter 8 Case Study: Kahler Slater
Chapter 9 Diana Whitney on appreciative inquiry
Chapter 10 Judi Neal on visionary workplace cultures
Chapter 11 Susan Todd on corporate universities
Chapter 12 Case Study: Digital Credit Union
Chapter 13 Jane Creech on running high-performance teams
Chapter 14 Susan Gebelein on talent management
Chapter 15 Case Study: Badger Mining Corporation
Chapter 16 Tiane Mitchell Gordon on diversity
Chapter 17 Jennifer Floren on millennial generation employees
Chapter 18 Catherine D. Fyock on aging employees
Chapter 19 Denise Brouillette on women in the workplace
Chapter 20 Case Study: Motorola
Chapter 21 Jim Shaffer on collaborative problem-solving
Chapter 22 Kathryn Yates on the ROI of employee communications
Chapter 23 Jeffrey Saltzman on the future of employee engagement
Chapter 24 Anchor: Starwood Hotels & Resorts: Creating a Branded Service Culture
Allison Barber, Mariangela Battista, Kirsten Clark, Norm Perreault, Matt Redmond, and Matt Valenti
Index
About the Editor and Contributors

Reviews
"Editor Finney, a journalist and consultant, explains what it means to love work in companies that focus on employee engagement. She notes engaged employees express satisfaction, demonstrate commitment, and advocate the organization's work ethic, products, and services. This three-volume set covers theories associated with employee engagement (v. 1); ways to create engaged cultures (v. 2); and conversations with experts and case studies of small to medium businesses (v. 3). Contributors include consultants and executives of successful firms. Key theoretical dimensions of employee engagement discussed in the first volume include company values and policies, development opportunities, interactions with people, the work environment, rewards and recognition, and job descriptions. The chapters on employee engagement surveys are the best part of volume 1. Chapter authors suggest that the weakest surveys are data driven. Survey approaches recommended include focusing on two-way interviews with employees, including quantitative and qualitative data, and trying to apply what was learned. To engage employees, contributors to the second volume suggest balancing work and home, getting top management commitment, having fun at work, coaching high-potential employees, focusing on employees' spiritual needs, using a variety of technologies to enhance workplace communication, and hiring executives aware of employee needs and compensating them based on a strategic plan rather than just the bottom line. The third volume provides case studies of how corporations such as Patagonia, Kahler Slater, Motorola, Digital Federal Credit Union, and Badger Mining Corporation engage employees.

Mixed in with the case studies are chapters that feature interviews with consultants. Additional topics covered in the third volume include talent management, employee branding, corporate universities, diversity, leadership, and employee communications.

All three volumes end with a long case study involving a major engagement effort; the three studies involve Intuit, Caterpillar, and Starwood Hotels and Resorts. All volumes mix interviews, case studies, research results, and diagrams showing engagement theories or programs. Recommended. Upper-division undergraduate through professional collections.'
"—Choice