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The art of sustainable performance [electronic resource] : a model for recruiting, selection, and professional development / Bas Kodden.

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This open access book revisits common notions on how to select and recruit the right employees. It reveals that the secret of successful individuals and teams lies in a combination of talent and four important performance indicators, offering an innovative approach that companies can fruitfully adop...

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Bibliographic Details
Online Access: Full Text (via EBSCO)
Main Author: Kodden, Bas (Sebastiaan Franciscus Gerardus Paulus), 1970-
Format: Electronic eBook
Language:English
Dutch
Published: Cham : Springer, 2020.
Series:SpringerBriefs in business.
Subjects:
Personnel management.
Table of Contents:
  • Intro
  • Preface
  • Acknowledgements
  • Introduction
  • Introduction
  • Time to Take Stock
  • What is Needed to Continue Performing?
  • The Journey, Not the Destination
  • Past Performance
  • Culture of Mediocrity
  • Moneyball
  • References
  • Contents
  • About the Author
  • 1 The Importance of Sustainable Development
  • 1.1 Introduction
  • 1.2 Intrinsic Motivation
  • 1.3 Successful Selection
  • 1.4 Performance Indicators and Selection Criteria
  • 1.5 Research Model and Questions
  • 1.6 Structure of the Book
  • 1.7 On a Final Note
  • References
  • 2 Talent as Precursor for Performance
  • 2.1 Introduction
  • 2.2 The Concept of "Talent"
  • 2.3 Talent Is Overrated
  • 2.4 Individuals Who Excel
  • 2.5 Winner DNA or Dedication?
  • 2.6 Gold Mines
  • 2.7 Deliberate Practice
  • 2.8 Results of the Study
  • References
  • 3 The Mediating Effect of Intelligence, Willpower, and Intrinsic Motivation on Talent and Performance
  • 3.1 Introduction
  • 3.2 Intelligence and Willpower
  • 3.3 Discipline and Rules
  • 3.4 Ego Depletion
  • 3.5 Intrinsic Motivation
  • 3.6 The Motivation Continuum
  • 3.7 Motivation 3.0
  • 3.8 Results of the Study
  • References
  • 4 The Ability to Adapt
  • 4.1 Introduction
  • 4.2 The Importance of Adaptability
  • 4.3 Vuca
  • 4.4 Radical Changes
  • 4.5 Agile Talent
  • 4.6 Results of the Study
  • References
  • 5 The Impact of Self-efficacy
  • 5.1 Introduction
  • 5.2 Risk Avoidance
  • 5.3 Domain-Specific Knowledge Is Power
  • 5.4 What Is Self-efficacy?
  • 5.5 Deliberate Practice and Self-efficacy
  • 5.6 Top Performers See Less and Understand More
  • 5.7 Top Performers See the Future
  • 5.8 Top Performers Know More by Seeing Less
  • 5.9 A Powerful Combination
  • 5.10 Results of the Study
  • References
  • 6 The Relationship Between Work Engagement and Sustainable Performance
  • 6.1 Introduction
  • 6.2 Success Through Enthusiasm.
  • 6.3 The Theory of Work Engagement
  • 6.4 Supreme Satisfaction
  • 6.5 Highly Energetic Leading Doers
  • 6.6 Personal Sources of Energy
  • 6.7 Results of the Study
  • References
  • 7 Nurturing Employee Vigor: Implications for Sustainable Performance
  • 7.1 Introduction
  • 7.2 Energy and Motivation
  • 7.3 The Hedgehog Concept
  • 7.4 The Need for Vigor
  • 7.5 Focus
  • 7.6 Vigor and Self-efficacy
  • 7.7 Results of the Study
  • References
  • 8 The Effect of Person-Organization Fit on Work Engagement and Performance
  • 8.1 Introduction
  • 8.2 Fit with Job and Supervisor
  • 8.3 Organizational Culture and Change
  • 8.4 Conditions for Success
  • 8.5 Results of the Study
  • References
  • 9 Performance Culture: The Organization as a Tribe
  • 9.1 Tribal Cultures
  • 9.2 Whakapapa: The Higher Purpose
  • 9.3 Ubuntu: Connection to Others and the Organization
  • 9.4 Whanau: Ownership
  • 9.5 Mana: Talent Is Good, Character Is Better
  • References
  • 10 The Art of Sustainable Performance: The Zeigarnik Effect
  • 10.1 The Brilliant Waiter
  • 10.2 Memory Experiments
  • 10.3 A Plan Is Crucial
  • 10.4 Subconscious Ability
  • 10.5 Letting Go Without Losing Focus
  • 10.6 Recruitment and Selection
  • References
  • Conclusion and Summary
  • Introduction
  • Professional Development
  • Organizational Development
  • References
  • Appendix A Justification of the Study
  • Appendix B Important Results of the Study on Performance Indicators
  • Appendix C Correlation Matrix
  • Appendix D Correlation Matrix Factors
  • Appendix E Regression Analysis
  • Appendix F Results of Study on the Use of Selection Criteria
  • Appendix G Results of Study on Pad-Analysis and Fit Research Model (Structural Equation Modeling)
  • Appendix H Research Model Analysis-Model-Fit Analysis (AMOS)
  • Tools
  • Reference
  • Checklist Recruitment and Selection
  • Questionnaire Self-efficacy (Bandura 1977).
  • Reference
  • Questionnaire Adaptability (Cozijnsen and Vrakking 2013)
  • Reference
  • Questionnaire Work Engagement (Bakker et al. 2009)
  • Reference
  • The STAR and STARR(A) Methods
  • Reference
  • Sources of Inspiration
  • Glossary.

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