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Coffman, Curt, and Gabriel Gonzalez-Molina. Follow This Path: How the
World™s Greatest Organizations Drive Growth by Unleashing Human Poten-
tial. New York: Warner Business Books, 2002.
Collins, Jim. Good to Great: Why Some Companies Make the Leap and Others
Don™t. New York: Harper Business, 2001.
Fitz-enz, Jac. The ROI of Human Capital. New York: AMACOM, 2000.
Heskett, James L., W. Earl Sasser, Jr., and Leonard A. Schlesinger. The
Service-Pro¬t Chain: How Leading Companies Link Pro¬t and Growth to
Loyalty, Satisfaction, and Value. New York: Free Press, 1997.
Lawler, Edward E., III. Treat People Right! How Organizations and Individuals
Can Propel Each Other into a Virtual Spiral of Success. San Francisco:
Jossey-Bass, 2003.
Pfeffer, Jeffrey. The Human Equation: Building Pro¬ts by Putting People First.
Boston: Harvard Business School Press, 1998.
Reichheld, Frederick F. Loyalty Rules: How Today™s Leaders Build Lasting
Relationships. Boston: Harvard Business School Press, 2001.
Reichheld, Frederick F. The Loyalty Effect: The Hidden Force Behind Growth,
Pro¬ts, and Lasting Value. Boston: Harvard Business School Press, 1996.
Rosenbluth, Hal F., and Diane McFerrin Peters. The Customer Comes Sec-
ond: And Other Secrets of Exceptional Service. New York: Quill Morrow,
Ulrich, Dave, and Norm Smallwood. When the Bottom-Line Isn™t: How to
Build Value Through People and Organization. Hoboken, N.J.: John
Wiley & Sons, 2003.


Work Design and Job Enrichment
Csikszentmihalyi, Mihaly. Flow: The Psychology of Optimal Experience. New
York: Harper & Row Publishers, 1990.
Hackman, Richard, and Greg R. Oldham. Work Redesign. Reading, Mass.:
Addison-Wesley, 1980.

Abrashoff, Michael (former commander, USS Benfold). It™s Your Ship:
Management Techniques from the Best Damn Ship in the Navy. New York:
Warner Books, 2002.
Block, Peter. Stewardship: Choosing Service Over Self-Interest. San Francisco:
Berrett-Koehler, 1996.
Bossidy, Larry, and Ram Charan. Execution: The Discipline of Getting Things
Done. New York: Random House, 2002.
DePree, Max. Leadership Is an Art. New York: Dell Publishing, 1989.
Downey, Diane, with Tom March and Adena Berkman. Assimilating New
Leaders: The Key to Executive Retention. New York: AMACOM, 2001.
Farson, Richard. Management of the Absurd: Paradoxes in Leadership. New
York: Simon & Schuster, 1996.
Goleman, Daniel. Primal Leadership: Realizing the Power of Emotional Intelli-
gence. Boston: Harvard Business School Press, 2002.
McCall, Morgan W., Jr. High Flyers: Developing the Next Generation of Lead-
ers. Boston: Harvard Business School Press, 1998.
Welch, Jack, and John A. Byrne. Jack: Straight from the Gut. New York:
Warner Books, 2001.

Servant Leadership
Greenleaf, Robert K. Servant Leadership: A Journey into the Nature of Legiti-
mate Power and Greatness. Mahwah, N.J.: Paulist Press, 1977.
Melrose, Ken. Making the Grass Greener on Your Side: A CEO™s Journey to
Leading by Serving. San Francisco: Berrett-Koehler, 1995.
Secretan, Lance H. Reclaiming Higher Ground: Building Organizations That
Inspire Excellence. New York: McGraw-Hill, 1997.

Performance Management
Coens, Tom, and Mary Jenkins. Abolishing Performance Appraisals: Why They
Back¬re and What to Do Instead. San Francisco: Berrett-Koehler, 2000.


Fournies, Ferdinand. Coaching for Improved Work Performance. New York:
McGraw-Hill, 2000.

Employee Rewards and Recognition
Kouzes, James M., and Barry Z. Posner. Encouraging the Heart: A Leader™s
Guide to Rewarding and Recognizing Others. San Francisco: Jossey-Bass,
Lawrence-Lightfoot, Sara. Respect: An Explanation. New York: Perseus
Books, 1999.
Nelson, Bob. 1001 Ways to Reward Employees. New York: Workman Pub-
lishing, 1994.
Secretan, Lance. Inspire! What Great Leaders Do. Hoboken, N.J.: John
Wiley & Sons, 2004.
Zingheim, Patricia K., and Jay R. Schuster. Pay People Right! Breakthrough
Reward Strategies to Create Great Companies. San Francisco: Jossey-Bass,

Open-Book Management
Case, John. Open-Book Management. New York: HarperBusiness, 1995.
Stack, Jack, with Bo Burlingham. The Great Game of Business: Unlocking the
Power and Pro¬tability of Open-Book Management. New York: Double-
day, 1992.

Organizational Career Management
Bardwick, Judith. Danger in the Comfort Zone: From Boardroom to Mailroom”
How to Break the Entitlement Habit That™s Killing American Business. New
York: AMACOM, 1995.
Farren, Caela, Beverly Kaye, and Zandy Liebowitz. Designing Career Devel-
opment Systems. San Francisco: Jossey-Bass, 1988.
Kaye, Beverly. Up Is Not the Only Way, 2nd Edition. Palo Alto: Davies-
Black Publishing, 2002.
Simonson, Peggy. Promoting a Developmental Culture in Your Organization.
Palo Alto: Davies-Black Publishing, 1997.

Corporate Culture
Wright, Lesley, and Marti Smye. Corporate Abuse: How ˜˜Lean and Mean™™
Robs People and Pro¬ts. New York: Macmillan, 1996.

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Abrashoff, D. Michael, 139 Boorstin, Daniel J., 1
Addison, Greg, 40 Bossidy, Larry, 49, 74
advancement opportunities, see career
opportunities Cain, George, 188
Agrawal, Vivek, 47 Capital One Financial Corporation,
Allstate Insurance Company, psycho- screening of job applicants, 56
logical contract, 35“36 career contract, old vs. new, 98
Alston & Bird, 157 career growth
Applebees International, 88 employee responsibility for, 99“100,
appreciation, see also recognition 114“115
creating culture of, 134 Lands™ End program, 101
employee responsibility for, 144“145 manager responsibility for, 100
focus on new hires, 137“138 organization responsibility for, 100
forms of expressing, 135 signs of blockage, 99
improving physical environment, tools for, 101“102
143“144 virtual career center, 102
lack of, 118
career opportunities
˜˜open book management,™™ 141“142
accessible information for, 103
responding to employee input,
alternate career ladders, 103“105
best practices, 101“113
Ash, Mary Kay, 118
checklist, 216
AT&T, Resource Link program, 108
employee frustration with, 99
autonomy, 65
as key to employee satisfaction, 97
limits of, 93“97
Ball, John, 135
new realities, 97
bene¬t programs
˜˜SWAT Team™™ concept, 105
cost-bene¬t analyses, 164“165
A vs. B players, 111
1999 vs. 2003, 160“164
career patterns, types of, 104
recent additions, 164
CenterBeam, Inc., 190
strategic options, 198
Cerner Corporation, 107
blocking behavior
Chamales, Gerald, 192
of managers, 107“108
Chambers, John, 142
time-in-grade policies, 108

Charles Schwab & Company, 102 compliance, vs. commitment, 63
chief talent of¬cer, as newly created po- Connor, Wilton, 160
sition, 50 Container Store, The, 126, 157“158
Cisco Systems, 142 Creal, Tom, 158“159
human capital dashboards, 207 ˜˜culture of giving,™™ 165“168
civility score, 153
Davison, Barbara, 24
decision to leave, 27“28
checklist, 216
deliberation process, 15“16
continuous, 78“80
Deloitte & Touche, 165
critical role in retaining employees,
DePree, Max, 93
72“73, 76“77
D3 Inc., 161
¬ve-step process, 82“83
disengagement, see also reasons for
as key competency, 87
lack of, 70“72
cost of, 4
management failure to provide, 73“
decision to leave, 27“28
74, 75
˜˜last straw™™ events, 13“14
as positive leadership style, 87
process, 11“15
tied to commitment, 73
triggering events, 12“13, 75
Collins, Jim, 50, 187, 211
Disneyland, ˜˜Eiffel Tower™™ organiza-
commitment, vs. compliance, 63
company loyalty, 158“159 tional structure, 31
compensation, see also pay Driver, Michael, 104
based on job evaluations, 127 Dunn, Debra, 86
bene¬t programs, see bene¬t pro- Dunn, Peter, 202
Eliot, T.S., 31
broadbanding, 128
emotional intelligence
competitive pay, 24“26
of managers, 81
executive pay, 184
as selection factor, 87
fairness of, 26
less reliance on benchmarking, 128
adapting to company needs, 52
ranking systems, 85
attraction tracking measures, 208
total rewards approach, 132“133
cost of replacement, 33
feeling unappreciated, 118, 123“124
employees™ need for, 20, 23“24
listening and responding to, 139“141
as key to trust, 187
mismatched with job, 47“48
natural talents of, 50
coaching, 87
partnering with company leaders, 83,
employee access to listing of, 103
feedback, 87
placing trust in, 191“192
as job requirements, 41“42
role in matching process, 67“68
leadership, 97
social connectedness among,
mentoring, 108“109
used in pay determination, 127
used in talent review, 110 training, see training


employee selection, tracking measures, 360-degree, 80
209 importance in employee retention,
employee turnover, see turnover 73
employer-of-choice scorecard, importance in job enrichment,
207“211 65“66
employment branding strategies, 159 as key competency, 87
engagement strategies lack of, 70“72, 73“74, 75
examples, 198“205 management failure to provide,
lessons learned, 205 73“75
linked with business objectives, to-do list for employees, 90


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