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- Author: Steve Bailey
- Publisher: LAP Lambert Academic Publishing
- ISBN-10: 3659117145
- ISBN-13: 9783659117145
- Format: 15.2 x 22.9 x 0.8 cm, minkšti viršeliai
- Language: English
- SAVE -10% with code: EXTRA
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Description
The Employee Driven Change (EDC) process was developed to deal specifically with dysfunctional workplace behaviours in a non-punitive manner. The process encourages collaboration and concerted effort towards clearly defined company or departmental goals. This is achieved by targeting and reinforcing behaviours conducive to optimal employee functioning. The Process deals with Enhancing Employee Performance through Behaviour Modification -- increasing employee morale, efficiency and productivity using the Behavioural or Learning perspective. This approach was developed after experiencing a host of processes and programs that were implemented over a period of more than thirty years - the length of time that I have been involved with heavy industry. All these initiatives fell short because, I believe, they were mainly "top down" processes that did not address the fundamental issue of employee empowerment. Moreover, programs for implementing change may have failed because they intended to impose themselves on the existing culture.
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- Author: Steve Bailey
- Publisher: LAP Lambert Academic Publishing
- ISBN-10: 3659117145
- ISBN-13: 9783659117145
- Format: 15.2 x 22.9 x 0.8 cm, minkšti viršeliai
- Language: English English
The Employee Driven Change (EDC) process was developed to deal specifically with dysfunctional workplace behaviours in a non-punitive manner. The process encourages collaboration and concerted effort towards clearly defined company or departmental goals. This is achieved by targeting and reinforcing behaviours conducive to optimal employee functioning. The Process deals with Enhancing Employee Performance through Behaviour Modification -- increasing employee morale, efficiency and productivity using the Behavioural or Learning perspective. This approach was developed after experiencing a host of processes and programs that were implemented over a period of more than thirty years - the length of time that I have been involved with heavy industry. All these initiatives fell short because, I believe, they were mainly "top down" processes that did not address the fundamental issue of employee empowerment. Moreover, programs for implementing change may have failed because they intended to impose themselves on the existing culture.
Reviews