First Published in 1992. Routledge is an imprint of Taylor & Francis, an informa company.

First Published in 1992. Routledge is an imprint of Taylor & Francis, an informa company.

Based on the largest worldwide study of employee engagement and more than a decade of research, Gallup explains the 12 elements essential to motivating employees and features the inspiring stories of 12 managers who succeeded in these dimensions. More than a decade ago, Gallup combed through its database of more than 1 million employee and manager interviews to identify the elements most important in sustaining workplace excellence. These elements were revealed in the international bestseller First, Break All the Rules. 12: The Elements of Great Managing is that book’s long-awaited sequel. It follows great managers as they harness employee engagement to turn around a failing call center, save a struggling hotel, improve patient care in a hospital, maintain production through power outages, and successfully face a host of other challenges in settings around the world. Gallup’s study now includes 10 million employee and manager interviews spanning 114 countries and conducted in 41 languages. In 12, Gallup weaves its latest insights with recent discoveries in the fields of neuroscience, game theory, psychology, sociology and economics. Written for managers and employees of companies large and small, 12 explains what every company needs to know about creating and sustaining employee engagement.

This book presents a review of research on reaction processes and attention as it has evolved over the last 40 years in the context of the information processing tradition in cognitive psychology. It is argued and demonstrated that issues of reaction processes and attention are closely interconnected. Their common conceptualization can be seen in terms of limited processing capacity on the one hand, and stage analysis on the other. This volume concludes that, at present, a stage analysis metaphor offers better prospects as a conceptual starting point; the limited capacity metaphor was strongly tied to the digital computers of the 60s. The emphasis of the book is on behavioral research, but summaries of related findings on evoked potentials and other psychophysiological variables are included as well. From this perspective, it may be of interest to neuropsychologists who want to learn about the present state of cognitive experimental paradigms. Elements of Human Performance also addresses the question of the relationship between basic research and applications in the said areas. This is particularly urgent in view of the now common notion that the results of many simplified laboratory tasks may be artifactual and of little applied value. A back-to-back research strategy is outlined to assess the validity of basic research results for real-life tasks.

In this work, MacNeal examines why finite elements sometimes fail and how element designers have corrected their failures. It includes quantitative analyses of failure modes and illustrations of possible side effects found in proposed remedies, providing a practical understanding of finite element performance. The book is designed to enable users and practitioners to identify and circumvent the major flaws of finite elements, such as locking, patch-test failure, spurious models, rigid-body failure, induced anisotropy and shape sensitivity.

This short history of Shakespeare in global performance-from the re-opening of London theatres upon the restoration of the monarchy in 1660 to our present multicultural day-provides a comprehensive overview of Shakespeare's theatrical afterlife and introduces categories of analysis and understanding to make that afterlife intellectually meaningful. Written for both the advanced student and the practicing scholar, this work enables readers to situate themselves historically in the broad field of Shakespeare performance studies and equips them with analytical tools and conceptual frameworks for making their own contributions to the field.

A revolution in the measurement and reporting of government performance through the use of published metrics, rankings and reports has swept the globe at all levels of government. Performance metrics now inform important decisions by politicians, public managers and citizens. However, this performance movement has neglected a second revolution in behavioral science that has revealed cognitive limitations and biases in people's identification, perception, understanding and use of information. This Element introduces a new approach - behavioral public performance - that connects these two revolutions. Drawing especially on evidence from experiments, this approach examines the influence of characteristics of numbers, subtle framing of information, choice of benchmarks or comparisons, human motivation and information sources. These factors combine with the characteristics of information users and the political context to shape perceptions, judgment and decisions. Behavioral public performance suggests lessons to improve design and use of performance metrics in public management and democratic accountability.

Publisher description