Behavioral economics for leaders : research-driven insights on the weird, irrational, and wonderful ways humans navigate the workplace

Behavioral economics for leaders research-driven insights on the weird, irrational, and wonderful ways humans navigate the workplace

Detalles Bibliográficos
Otros Autores: Sutter, Matthias, author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Hoboken, New Jersey : John Wiley & Sons, Inc [2023]
Materias:
Economics > Psychological aspects.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009811330006719
Tabla de Contenidos:
  • Cover
  • Title Page
  • Copyright Page
  • Contents
  • Acknowledgments
  • Introduction: Why Do Smart People Behave Strangely?
  • Part I Behavioral Economics for Your Career
  • Chapter 1 The Taller You Are, The Higher Your Salary?
  • References
  • Chapter 2 The Job Interview-It's Tougher for Women
  • References
  • Chapter 3 Working from Home Is Great-But It May Hurt Your Career
  • References
  • Chapter 4 Social Skills Are Worth More Now Than 10 Years Ago-Much More
  • References
  • Chapter 5 Fifty Percent of People Find a New Job Through Their Social Networks-Weak Connections Matter More Than Strong Ones
  • References
  • Chapter 6 When Finding a New Job, Rigidly Structuring Your Day Is a Power Move
  • References
  • Chapter 7 Better "Zappa" Than "Adams"-Why Coming Later Alphabetically Gives You an Unfair Advantage
  • References
  • Chapter 8 Job Hunting and Patience
  • References
  • Part II Behavioral Economics for Hiring and Retaining Talent
  • Chapter 9 Startups with a Larger Share of Women Last Longer
  • References
  • Chapter 10 The Unintended Positive Side Effects of Employee Referral Programs
  • References
  • Chapter 11 Managers Make Systematic Hiring Mistakes-Machines Can Help
  • References
  • Chapter 12 Why Employers Prefer Employees Who Don't Job Hop
  • References
  • Chapter 13 Look for Candidates Who Demonstrate Patience and Long-Term Thinking
  • References
  • Chapter 14 Unintended Negative Consequences of Salary Transparency
  • References
  • Part III Behavioral Economics for Managers: Teamwork, Motivation, and Productivity
  • Chapter 15 Prejudiced Managers Hurt Employee Productivity-More by Neglect and Lack of Engagement Than Active Discrimination
  • References
  • Chapter 16 When It's Hot Outside, People Are More Risk Averse and Make Worse Decisions
  • References.
  • Chapter 17 Managers with Good People Management Skills Increase Employee Satisfaction and Reduce Turnover
  • References
  • Chapter 18 Can You Trust Your Bankers? The Finance Industry Attracts Less-Trustworthy People
  • References
  • Chapter 19 Peer Pressure Productivity: Employees Are Influenced by the Productivity of Others Around Them
  • References
  • Chapter 20 Employees Who Don't Support the Company Mission Are 50% Less Productive Employees
  • References
  • Chapter 21 The More Collaborative Your Team Members, the More Fish You Will Catch
  • References
  • Chapter 22 Empowering Employees Saves Lives: The Co-Determination Bonus
  • References
  • Chapter 23 Good Leaders Model the Behavior They Want to See in Others-and Employees Imitate It
  • References
  • Chapter 24 Selfish Leaders End Up with Selfish Followers
  • References
  • Part IV Behavioral Economic Research on Gender Differences and Unequal Pay: Women Are More Risk Averse (and Men Overestimate Themselves)
  • Chapter 25 An Argument for Gender Quotas in Employment: They Can Help Attract Highly Qualified Women
  • References
  • Chapter 26 The More Competitive Your Attitude, the Higher Your Lifetime Earnings
  • References
  • Chapter 27 Willingness to Compete Starts by Early Childhood: The Pivotal Role of the Family
  • References
  • Chapter 28 Cultural Conditioning Helps Explain Differing Male and Female Attitudes Toward Competition
  • References
  • Chapter 29 A "Nudge" for Reducing the Male/Female Wage Gap
  • References
  • Chapter 30 Women Leaders Earn More and Revenue per Employee Goes Up When Women Are on the Board
  • References
  • Part V The Economic Benefits of Fairness and Trust
  • Chapter 31 Trust Is an Economic Asset
  • Lack of Trust Is Expensive
  • References
  • Chapter 32 A Little Accountability Goes a Long Way: Trust Works Best When Monitoring Is Possible but Not Used
  • References.
  • Chapter 33 Why It's Important to Explain Difficult Employee Decisions: Treating One Employee Unfairly Hurts Everyone's Productivity
  • References
  • Chapter 34 Communicating Good Intentions Gets You a Better Outcome
  • References
  • Part VI Salary and Bonuses
  • Chapter 35 Paying People More Doesn't Mean They'll Make Better Decisions
  • References
  • Chapter 36 Team Bonuses Motivate Employees to Work Harder-and to Help Each Other More
  • References
  • Chapter 37 Nobody Wants to Be Below Average
  • How Performance Bonuses Can Hurt Productivity and Job Satisfaction
  • References
  • Chapter 38 The Limits of Homo Economicus: Employees Underperform If Their Performance-Based Bonus Hurts Their Colleagues' Bonus
  • References
  • Chapter 39 Wall Street Bonuses Incentivize Unhealthy Risk Taking-and Increase Systemic Risk
  • References
  • Chapter 40 Don't Incentivize Employees to Sabotage Colleagues: The Problems with Relative Performance Bonuses
  • References
  • Part VII Ethics in Companies and on the Markets
  • Chapter 41 Markets Hurt Morality: Government Intervention Can Help
  • References
  • Chapter 42 Unethical Behavior Rises and Falls with Incentives-Make It Hard for People to Get Rich Doing the Wrong Thing
  • References
  • Chapter 43 Small-Scale Cheating Can Lead to Major Corruption: Leaders Should Not Tolerate Minor Ethical Violations
  • References
  • Chapter 44 People Care More About the Environment When They Know Their Organization Cares Too
  • References
  • Chapter 45 The Stunted Career Path of Whistleblowers: Employees View Them As Disloyal
  • References
  • Chapter 46 A Bad Corporate Culture Can Turn Honest People into Liars
  • References
  • Part VIII Leadership and the C-Suite
  • Chapter 47 Visionary Leaders Outperform Operations-Oriented Leaders Over the Long Term
  • References.
  • Chapter 48 The Four Traits That Set CEOs Apart from Other Managers: Strategic Thinking, Charisma, Intellectual/Social Skills, and Focus on Results
  • References
  • Chapter 49 Leaders Who Focus on Short-Term Results Innovate Less and Lower Company ROI
  • References
  • Chapter 50 Charismatic Leaders Inspire Their People to Deliver Better Results
  • References
  • Appendix: All Takeaways-For Impatient Readers
  • Source Materials
  • About the Author
  • Index
  • EULA.

Ejemplares similares