Hari Kumar, Satish Raghavendran
Fostering employee engagement an be a formidable problem for large organizations with far-flung teams operating in different time zones. On the surface, large organizations should be able to handle the ups and downs of intelligent risk-taking. In practice, however, their talent management processes often enforce conformity, legitimize mediocrity and penalize failed attempts at innovative thinking. For employees, a tried-and-true way to survive in such environments is to be average and to avoid rocking the boat. In this article, the authors describe a program they designed to find new ways to enhance employee participation and promote valuable employer-employee relations
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