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"Textbooks on employee loyalty provide valuable knowledge advances. The experts agree: Employee loyalty not only lowers fluctuation, but also increases employer attractiveness and employee motivation!"(Read more experiences!)

Literature Employee loyalty: Looking for a book about employee loyalty?

Our specialist books on employee loyalty, reduced turnover, and employer attractiveness

Are you looking for books on employee retention? Do you check which publications address employee retention? Are you currently researching which publications exist on the subject of employee loyalty? Then you are right here. The experts at the Competence Center for Employee Loyalty have written one or two works.

»Take a look at the specialist articles that have appeared in magazines and journals. These are available for download: Literature Technical article Employee loyalty. So that you can download them free of charge, we create all of our publications in specialist magazines free of charge.

Textbooks employee loyalty, employer attractiveness, motivation

The experts at the Competence Center for Employee Loyalty have recorded their research results and practical experience in various specialist books. Get an idea of ​​the experts or use the know-how from the publications for your future projects and tasks. For each book you will find a link where you can view it and order it if you like.

Some of the books deal with the conception and implementation of helpful systems such as PEA or SELIMAB. These works are primarily aimed at company management and HR managers. Other books have been written for executives: These are about implementing employee loyalty, engagement, motivation and performance management.

Publications of employee loyalty ☆ Textbooks for staff loyalty ☆ Publications for staff loyalty ☆ Textbook for staff loyalty

The bestseller: employee loyalty

AWARD-WINNING | Employee retention. Strategy and implementation in the company. Fourth, extensively expanded and updated edition. Freiburg: Haufe-Lexware.

Awarded the German Management Book Prize. Multiple number 1 on the Amazon bestseller list. With work aids online. With 94 guest contributions by Mario Ohoven, Prof. Dr. Dr. Dr. h.c. F. J. Radermacher, Prof. Dr. Armin Trost, Dr. Gregor Gysi, Christian Lindner, Robindro Ullah, Boris Grundl, Anne M. Schüller, Sahra Wagenknecht, Prof. Dr. Thomas Schwartz, Volker Bouffier, Ralf R. Strupat, Annegret Kramp-Karrenbauer, Prof. Dr. Gunther Olesch, Malu Dreyer, Prof. Dr. Dr. h.c. mult. Hermann Simon, Jörg Buckmann, Andreas Buhr, Tjalf Nienaber and many more

Reader votes: “Great book for managing directors, HR managers and bosses who have long since understood that their future also lies in the hands of their own employees. To sustainably motivate and retain the top people in the company is the guarantee of survival in crisis-ridden global competition. ”(Managementbuch.de) | “The author explains the way to an employee-centered culture of success and offers numerous tools for practical implementation. Really well worth reading. ”(Anne M. Schüller) | “Gunther Wolf gives numerous suggestions and practical examples of how employee loyalty can be achieved. Many readers are to be hoped for his book. ”(Christian Lindner Member of the Bundestag) | “The motivation and loyalty of employees is an important key to corporate success. Companies should make it clear that what they are doing is meaningful and beneficial for the future of the world. Gunther Wolf shows this and much more in his book in a convincing way. ”(Prof. Dr. Dr. Dr. h.c. F. J. Radermacher, University of Ulm, member of the Club of Rome) | "In his book, Gunther Wolf uses numerous concrete examples from operational practice to show how medium-sized companies can strategically secure their most valuable capital." (Mario Ohoven, President of the Federal Association of Medium-Sized Enterprises and President of the European Association of European Entrepreneurs)

ISBN print: 978-3-648-13712-3, ISBN ePub: 978-3-648-13716-1, ISBN PDF 978-3-648-13717-8. »Order now from the publisher or from Amazon!

Publications Skilled worker loyalty ☆ Textbooks management loyalty ☆ Technical book employee loyalty

Book contribution: Skilled worker loyalty and managerial loyalty

Skilled worker loyalty and managerial loyalty. In: Laske, Stephan / Orthey, Astrid / Schmid, Michael J. (Ed.): PersonalEntwickeln. Contribution 8.131. Cologne: German economic service.

More and more company managements are realizing how important their employees are for adding value and for differentiating themselves from competitors. It is not products or services that make the difference, because competitors can quickly copy them. The customer relationships that are highly relevant to economic success arise primarily between people: the employee on the one hand and the customer on the other. The decisive factor in competition, as Peter F. Drucker already emphasized, is the advantage in terms of knowledge and skills of employees and their willingness to use them. For example, employee orientation is becoming more and more important in more and more companies. Some even describe it as the primary value that should shape a company's culture. For other company heads, on the other hand, the retention of specialists and executives is merely a means to the end of cost reduction. In view of these two extreme positions, an both / and: employee-centered culture of success is recommended. Here, employee focus is established as a value and the actions of employees are geared towards the wishes of the customer and entrepreneurial success. This book contribution shows examples of how an employee-centered culture of success can be useful and successful. »Order now from the publisher!

Publications lack of nursing staff ☆ Textbooks lack of personnel ☆ Publications lack of personnel ☆ Textbook lack of personnel

Book contribution: Lack of staff in nursing

Forced to excel. How you, as an employer, can reduce staff shortages in the care sector. Cologne: Dr. Holldorf Media.

The shortage of nursing staff is now chronic. Every care manager - care directors, home managers, ward managers and residential area managers - know: The demographic development will clearly and predictably worsen even more drastically. This guide from Dr. Lars Holldorf shows how employers in the care sector can optimize their recruitment process and take full advantage of their opportunities when recruiting abroad. Every buyer of the book can also download the accompanying audio book for free. The factual part of the guide can be read or heard in a short time; the audio runtime is only about 100 minutes.

With the help of expert interviews, the reader gains further inspiration. Five interviews are in the print version, eight more are in the audio book.

The interview with Gunther Wolf is about initiating the necessary change processes in personnel management in order to increase both employee loyalty and employer attractiveness. The reader learns the benefits hospitals and other healthcare employers can achieve by investing in employee loyalty and employer attractiveness. And how much effort and what total duration can be expected. Gunther Wolf gives, as an example for a hospital with 240 beds and 550 employees, figures for the cost-benefit analysis of employee loyalty. He shows that employee loyalty in no way contradicts result and performance orientation. In addition, he gives the practitioner valuable tips from his experience for the best possible procedure to ensure sustainability in terms of employee loyalty and employer attractiveness. »Order now from Amazon!

Publications for employee loyalty ☆ Textbooks for staff loyalty ☆ Publications for staff loyalty ☆ Textbook for staff loyalty

Textbook: Employee Retention

Employee retention. Hamburg: EURO-FH University of Applied Sciences.

In this textbook about employee loyalty you will learn the positive effects of a high level of employee loyalty. You find out who can bind whom at all. And know how this retention takes place: Is the strength of employee retention solely a question of salary? You will get to know other aspects that play a role in addition to the rational level. You will learn how to develop strategy-oriented measures and how you can measure employee loyalty - at the same time, the need for and the success of measures. You will get to know methods with the help of which you can define the most economically sensible measures for employee retention for each target group and learn how you can strategically control the entire range of instruments.

Contents: Introduction 1 Employee retention: overview 1.1 Employee retention: macroeconomic perspective 1.2 Employee retention: economic perspective 1.3 Effects of employee retention 2 The four levels of retention 2.1 Employee retention on the rational level 2.1.1 Measures 2.1.2 Impact analysis 2.2 Employee retention on the behavioral level 2.2.1 Measures 2.2 .2 Impact analysis 2.3 Employee loyalty on the normative level 2.3.1 Measures 2.3.2 Impact analysis 2.4 Employee loyalty on the emotional level 2.4.1 Measures 2.4.2 Impact analysis 3 The four relationships 3.1 Company loyalty 3.1.1 Measures 3.1.2 Impact analysis 3.2 Task commitment 3.2.1 Measures 3.2.2 Impact analysis 3.3 Team and colleague loyalty 3.3.1 Measures 3.3.2 Impact analysis 3.4 Supervisor loyalty 3.4.1 Measures 3.4.2 Impact analysis 4 Measure and manage employee loyalty 4.1 Objectives of employee loyalty controlling 4.2 Assessment of supervisors 4.2.1 Procedure 4.2.2 Evaluation 4.3 Gallup Engagement Index 4.3.1 Results 4.3.2 Evaluation 4.4 Effectorys Global Employee Engagement Index 4.4.1 Results 4.4.2 Evaluation 4.5 Profitability of employee loyalty measures 4.5.1 Cost-benefit forecast of planned measures 4.5. 2 Return on employee loyalty investments 5 The SELIMAB method 5.1 Person level: performance and potential 5.1.1 Survey and analysis 5.1.2 Deriving measures 5.2 Functional level: relevance and deficiency 5.2.1 Survey and analysis 5.2.2 Deriving measures 6 The PEA -System 6.1 Personnel potential 6.1.1 Elements 6.1.2 Upward spiral 6.2 Success of the company 6.2.1 Elements 6.2.2 Upward spiral 6.3 Employer attractiveness 6.3.1 Elements 6.3.2 Upward spiral Final consideration Appendix

Publications of employee loyalty ☆ Textbooks for staff loyalty ☆ Publications for staff loyalty ☆ Textbook for staff loyalty

e-book: When and whom which incentives?

When and whom which incentives? Use incentives for employees in a targeted and economical manner. Munich: Edenred.

Contents: 1 Incentives for employees 1.1 Goals: What do you want to achieve? 1.2 Criteria: Who will (not) receive the incentive? 2 Performance in sight 2.1 Effects that can be achieved in advance 2.2 Effects that can be achieved when implemented 2.3 Long-term targeted results 3 The right incentive for every purpose and every goal 3.1 For everyone is good 3.2 Wholly individual is better 3.3 Incentive vouchers 3.4 Team incentives 3.5 Corporate events 3.6 Incentive trips and events 4 Conclusion: selective and individual

Incendium is the Latin word for arson. This is exactly what incentives are about: It is the fire of enthusiasm that should be lit with incentives.

Anyone looking for a German translation of this term will find incentives and incentives, motivation and performance boost or bonuses and rewards, for example. This variety of terms shows the enormous range of expectations that incentive givers usually attach to their incentives. Everything is correct, because an incentive can work in three directions for your company. Firstly, before it is carried out, as an incentive for all employees to qualify for this incentive. Second, with the incentive, with the help of the appropriate type and design of the incentive. And thirdly, after the implementation, by broadcasting the implemented incentive to colleagues and even to potential applicants.

First, clarify which goals you would like to achieve with the incentive. For the success of your incentive in terms of these goals, the decisive factor is which condition you attach to the granting of the incentive. This undoubtedly means that some will benefit from the incentive in question. Others, however, who do not meet this criterion, do not. Still, you should. With incentives that are distributed according to the "the same for everyone" procedure, you do not reach the employees who are in your focus specifically enough. On top of that, you're throwing a lot of money out of the window with this watering can process. »Order now from the publisher!

Publications for employee loyalty ☆ Textbooks for staff loyalty ☆ Publications for staff loyalty ☆ Textbook for staff loyalty

Textbook Employer Branding

Employer branding. In four steps to a successful employer brand. Hamburg: Dashöfer Verlag.

With this book you receive a directly applicable guide for your activities in the formation, development, positioning and management of your employer brand. You gain updated, valuable background information for your decisions and internal argumentation, as well as practical implementation knowledge and useful application tips.

Table of Contents: 1 Employer Branding - An Introduction. 2 Before you start. 2.1 Clarify terms: employer attractiveness, employer image and employer brand, personnel marketing, recruiting, corporate culture, employee loyalty, social identity, identification and cohesion. 2.2 PEA system: subsystems of the PEA system, interactions, requirements for employer branding, the 5 biggest mistakes in employer branding. 3. Your employer branding project. 3.1 Step A Analysis phase: Overview of tasks and results, preparation of the analysis, analysis and evaluation, coordination with company management. 3.2 Step B Conceptual phase: overview of tasks and results, strategic positioning as an employer, segmentation of target groups, coordination with company management. 3.3 Step C Implementation phase: overview of tasks and results, internal activities, external activities, coordination with company management. 3.4 Step D Employer Brand Management: Overview of tasks and results, project completion, strategic brand management. 4 Special: Profession Branding. 5 Special: Winning Generation Y in Web 2.0. 6 Special: Employer Hot Air Branding. 7 Conclusion.

This practical guide focuses on the immediate benefit for you. The pages are not filled with scientific excursions, not even with colorful pictures of employer branding campaigns that have already run. In any case, you cannot reuse them for your own purposes. In fact, in three specials you will find a contribution by the guest author Katharina Schlüter on how to address Generation Y appropriately in Web 2.0, as well as stimulating interviews about profession branding and employer hot air branding. Available as a printed book, PDF or for Kindle. »Order now from the publisher or from Amazon!

Publications of employee loyalty ☆ Textbooks for staff loyalty ☆ Publications for staff loyalty ☆ Textbook for staff loyalty

e-book: Attract the right applicants with employer branding

Attract the right applicants with employer branding. Hamburg: quayou Verlag.

Job vacancies are created by staff leaving and company growth. If these gaps in the workforce are not closed immediately and precisely, incoming orders can often not be implemented on time. You may have to forego some sales altogether. In order to avoid this kind of loss of income and the ensuing churn of customers, more and more company and HR managers are giving the go-ahead for an employer branding project. A carefully developed, strategically structured and concisely positioned employer brand represents a feasible way to achieve the goal of becoming the employer of choice for exactly the right target candidate.

With this four-step method, you will successfully implement your employer branding project as a personnel manager or member of the company management. The analysis phase is the first stage. Here you will determine the starting positions, goals and framework conditions of the upcoming employer branding project. You set up the strategic cornerstones for the implementation of the company-specific employer brand in the course of the conception phase (stage 2). In the third stage, implementation, there are activities for realizing the strategic brand positioning. It leads to level 4, the strategic management of the employer brand. You will get to know possible solutions for possible problems after the presentation of the method.

The project structure over four levels, which has meanwhile been mostly implemented and proven many times over, is suitable for companies of all sizes.In the event that you have to implement an employer branding project in an international context or in a group structure, this book will provide you with further information on measures to involve decision-makers and implementers in the subsidiaries. »Read now!

Publications of employee loyalty ☆ Textbooks for staff loyalty ☆ Publications for staff loyalty ☆ Textbook for staff loyalty

Textbook article: Management of employee retention and fluctuation

Management of employee retention and fluctuation. Shown using the example of a consulting company. In: Handbuch der Unternehmensberatung. Supplementary information work for companies and business organizations, for advisors and advisory associations. Loose-leaf edition. Berlin: Erich Schmidt Verlag.

Economic fluctuations, whether foreseeable or not, in one direction or in the other, always have an impact on the planning of staffing levels. Almost all companies are aware of the great importance of employees for overall company performance and differentiation from the competition. In order to secure the long-term supply of the necessary specialists and executives, the strategic personnel management of the consulting company is required to be just as selective with measures for employee retention as with those for downsizing.

As with any other form of human relationships, strengthening an employee's loyalty to the company requires sufficient attention, commitment and effort. Binding in the sense of connectedness is never for sale, is usually based on reciprocity and is always given voluntarily. It therefore requires a certain sensitivity in the procedure. Using the example of consulting firms, the book contribution shows specific ways in which the right employees can be specifically tied, how attractive as an employer can be maintained and the productivity of the company can be sustainably increased. »Order now from the publisher!

You will find a total of four articles by the employee ties in the management consultancy's manual. The book chapters are only available individually from the publisher:

  1. Design of variable remuneration in consulting companies »see
  2. View management and controlling of human capital »
  3. See Management of Retention and Fluctuation »
  4. See employer branding in management consultancy »

Publications of employee loyalty ☆ Textbooks for staff loyalty ☆ Publications for staff loyalty ☆ Textbook for staff loyalty

Textbook contribution: employee loyalty

Employee retention. In: Niedereichholz, Christel et al. (Ed.): The consulting company - foundation, structure and strategy, leadership, succession. Munich: Oldenbourg Wissenschaftsverlag.

Discontinuities to be taken into account in the strategy development of consulting firms are increasingly related to the worsening shortage of specialists and managers in the area of ​​human resources. Due to demographic change, the availability of experienced consultants who are well networked with customers will decrease in the labor market, as will the availability of young talents.

In particular, the recruitment of talented university graduates already presents management consultancies with tasks that cannot be adequately solved with existing resources. For this reason, on the one hand, talent management and, on the other hand, employee loyalty, based on the success-relevant forces, are in the focus of HR strategy considerations.

The group of employees that is crucial for future economic success and the viability of the consulting company includes above all those consultants who have pronounced potential or who show consistently high performance. In order to be able to identify this target group for retention measures, the consulting company should have established appropriate methods and processes for determining potential and performance as well as their analysis.

From a function-oriented perspective, the critical skill employees (CSE) are also to be assigned to the success-relevant forces. These are holders of functions that are of high strategic importance and require skills that are difficult to find on the job market. »Order now from the publisher or from Amazon

Publications of employee loyalty ☆ Textbooks for staff loyalty ☆ Publications for staff loyalty ☆ Textbook for staff loyalty

Textbook article: Measure, plan and control human capital

Measure, plan and control human capital. In: Handbuch der Mittelstandsberatung: Selection and use of consulting services. Berlin: Erich Schmidt Verlag.

The continuously worsening lack of sufficiently qualified and at the same time highly motivated specialists and executives is already stalling the implementation of growth strategies of some companies. In view of the changes in the economic situation, mobility, demographics and social values, it is clear that the relevance of human capital for corporate success will continue to increase in the next few years.

“Human capital” combines two terms: “Human” shows that it is about activities that are close to personnel management. “Capital” indicates that the company's intangible assets are to be appropriately mapped and increased.

The assets tied up in employees are recognized by innovative medium-sized companies as one of the key value drivers and as decisive for market success. Human capital management is therefore faced with the requirement to show monetary key figures as far as possible and to give advice on how these can be optimized.

The author of this book contribution shows tried and tested measures with which decision-makers in small and medium-sized companies can control the company's human capital in order to improve the company's value, competitiveness and profitability in the long term. »Read now!

Publications of employee loyalty ☆ Textbooks for staff loyalty ☆ Publications for staff loyalty ☆ Textbook for staff loyalty

Textbook article: Visionary personnel controlling

Visionary personnel controlling. In: Controlling - An instrument for result-oriented corporate management and long-term livelihood security. Guidelines for controlling practice and management consulting. 5th edition. Berlin: Erich Schmidt Verlag.

A mutually nourishing network of tendencies is moving personnel controlling more and more into the focus of company management, share- holders and stakeholders. Already today, in almost all companies, the expenses for personnel make up a considerable, sometimes the largest part of the total expense in the profit and loss account.

The quality of the staff, which is based on current and future needs, becomes a decisive success factor. Only in the case of a small and steadily shrinking number of workplaces is the qualitative and quantitative output determined solely by the machines operated and their cycle times. More and more companies are realizing that their ability to survive depends to an enormous extent on whether their employees are committed with heart, brain and hand.

The staff is obviously the most expensive, most sensitive and least predictable resource of the company at the same time. In contrast to property investments or property leasing, there is no fixed useful life, no guarantee, and often the highest material one-off expense as a severance payment is at the end of the effective period.

Modern personnel controlling can make considerable contributions to quality assurance and to support decision-makers in the above-mentioned fields in many ways. »Read now!

Publications of employee loyalty ☆ Textbooks for staff loyalty ☆ Publications for staff loyalty ☆ Textbook for staff loyalty

Textbook contribution: Management and controlling of human capital

Management and controlling of human capital. Areas of activity for consulting companies. In: Handbuch der Unternehmensberatung. Supplementary information work for companies and business organizations, for advisors and advisory associations. Loose-leaf edition. Berlin: Erich Schmidt Verlag.

The topic of “human capital” is moving into the focus of controllers and CFOs in the course of efforts to accurately map intangible assets. The concepts originally to be located in the vicinity of human resources come into conflict.

On the one hand, human capital management promises the most exact possible numbering and control of human capital. Because in consulting companies, the assets tied up in the consultants are one of the key value drivers and are of decisive importance for market success. Human capital experts see themselves exposed to the requirement to show monetary key figures whenever possible and to give advice on how these can be optimized.

On the other hand, “human capital” took first place in the poll for the bad word of the year 2004, which indicates resentment against the terminology and the concepts behind it.

The author of this book contribution shows ways in which decision-makers can comply with the justified demands of shareholders and at the same time take comprehensive account of the equally comprehensible ethical and moral issues. »Order now from the publisher!

You will find a total of four articles by the employee binders in the management consultancy's manual. The book chapters are only available individually from the publisher:

  1. Design of variable remuneration in consulting companies »see
  2. View management and controlling of human capital »
  3. See Management of Retention and Fluctuation »
  4. See employer branding in management consultancy »

Publications of employee loyalty ☆ Textbooks for staff loyalty ☆ Publications for staff loyalty ☆ Textbook for staff loyalty

Textbook contribution: Successful employee loyalty

Successful employee loyalty and Measure, plan and control human capital. In: Handbuch der Mittelstandsberatung: Selection and use of consulting services. Berlin: Erich Schmidt Verlag.

A quick look at the job market is enough to see deep black clouds in the sky for medium-sized businesses. On the one hand, the high unemployment rate shows that there are large numbers of people who are quickly available to employers. To a large extent, however, they only have qualifications for the exercise of jobs that are performed in “low-wage countries” at far lower costs. On the other hand, there is a lack of sufficiently qualified and motivated specialists. There is even more a lack of talented young and top talent.

But the noticeable shortage of skilled workers today is only the tip of the iceberg. Medium-sized companies in particular are called upon to immediately tackle the necessary changes in the area of ​​personnel management: In the “battle for talent”, the future viability of many companies will depend on whether they succeed in avoiding the collision with the huge cost blocks that arise from fluctuation and a lack of employee loyalty.

This book chapter shows ways in which you can increase your attractiveness as an employer, retain the right employees, increase productivity in the long term, demonstrate changes in company value that have been achieved and use them profitably. »Read now!

 

 

 

 

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Employee loyalty | In a nutshell
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