"This volume in the Routledge Global Human Resource Management Series is dedicated to analyzing the process of trust development between managers and subordinates in different countries of the main cultures of the world. Behaviors and trust are linked in a process that can reinf…
"This volume in the Routledge Global Human Resource Management Series is dedicated to analyzing the process of trust development between managers and subordinates in different countries of the main cultures of the world. Behaviors and trust are linked in a process that can reinf…
"Part of the Comparative Work and Employment Relations series, Putting Labour in its Place is an edited collection, containing cutting-edge research and theoretical innovation on global value chains, the nature of work and labour process theory. It addresses the different proces…
"Part of the Comparative Work and Employment Relations series, Putting Labour in its Place is an edited collection, containing cutting-edge research and theoretical innovation on global value chains, the nature of work and labour process theory. It addresses the different proces…
This book has both empirical and theoretical goals. The primary empirical goal is to examine the evolution of industrial relations in Western Europe from the end of the 1970s up to the present. Its purpose is to evaluate the extent to which liberalization has taken hold of Europ…
Hommes et femmes de terrain, à la fois gestionnaires et encadrants, les managers de proximité constituent la courroie de transmission entre la direction et les salariés. En première ligne pour faire partager les objectifs, mais aussi contrôler, évaluer, motiver les collaborateur…
"What drives or delivers engaged people? Employers need to focus on creating the right conditions. Employers can't impose engagement: people need to choose to engage themselves. In The Velvet Revolution at Work, the follow-up to his best-selling The CEO: Chief Engagement Officer…
What drives or delivers engaged people? Employers need to focus on creating the right conditions. Employers can't impose engagement: people need to choose to engage themselves. In The Velvet Revolution at Work, the follow-up to his best-selling The CEO: Chief Engagement Officer,…
What drives or delivers engaged people? Employers need to focus on creating the right conditions. Employers can't impose engagement: people need to choose to engage themselves. In The Velvet Revolution at Work, the follow-up to his best-selling The CEO: Chief Engagement Officer,…
What drives or delivers engaged people? Employers need to focus on creating the right conditions. Employers can't impose engagement: people need to choose to engage themselves. In The Velvet Revolution at Work, the follow-up to his best-selling The CEO: Chief Engagement Officer,…
