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Produktbild: Behavioral Economics for Leaders

Behavioral Economics for Leaders Research-Based Insights on the Weird, Irrational, and Wonderful Ways Humans Navigate the Workplace

24,99 €

inkl. gesetzl. MwSt., Versandkostenfrei

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

05.01.2023

Verlag

John Wiley & Sons Inc

Seitenzahl

256

Maße (L/B/H)

23,3/15,8/2,4 cm

Gewicht

448 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-119-98297-5

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

05.01.2023

Verlag

John Wiley & Sons Inc

Seitenzahl

256

Maße (L/B/H)

23,3/15,8/2,4 cm

Gewicht

448 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-119-98297-5

EU-Ansprechpartner

Zeitfracht Medien GmbH
Ferdinand-Jühlke-Straße 7
99095 Erfurt
DE
produktsicherheit@zeitfracht.de

Herstelleradresse

Wiley & Sons
1 Oldlands Way
PO22 9NQ Bognor Regis
GB
trade@wiley.com

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  • Produktbild: Behavioral Economics for Leaders
  • Acknowledgments xi
     
    Introduction: Why Do Smart People Behave Strangely? xiii
     
    Part I Behavioral Economics for Your Career 1
     
    1 The Taller You Are, The Higher Your Salary? 3
     
    2 The Job Interview-- It's Tougher for Women 7
     
    3 Working from Home Is Great-- But It May Hurt Your Career 11
     
    4 Social Skills Are Worth More Now Than 10 Years Ago-- Much More 15
     
    5 Fifty Percent of People Find a New Job Through Their Social Networks-- Weak Connections Matter More Than Strong Ones 19
     
    6 When Finding a New Job, Rigidly Structuring Your Day Is a Power Move 23
     
    7 Better "Zappa" Than "Adams"-- Why Coming Later Alphabetically Gives You an Unfair Advantage 27
     
    8 Job Hunting and Patience 31
     
    Part II Behavioral Economics for Hiring and Retaining Talent 35
     
    9 Startups with a Larger Share of Women Last Longer 37
     
    10 The Unintended Positive Side Effects of Employee Referral Programs 41
     
    11 Managers Make Systematic Hiring Mistakes-- Machines Can Help 45
     
    12 Why Employers Prefer Employees Who Don't Job Hop 49
     
    13 Look for Candidates Who Demonstrate Patience and Long- Term Thinking 53
     
    14 Unintended Negative Consequences of Salary Transparency 57
     
    Part III Behavioral Economics for Managers: Teamwork, Motivation, and Productivity 61
     
    15 Prejudiced Managers Hurt Employee Productivity-- More by Neglect and Lack of Engagement Than Active Discrimination 63
     
    16 When It's Hot Outside, People Are More Risk Averse and Make Worse Decisions 67
     
    17 Managers with Good People Management Skills Increase Employee Satisfaction and Reduce Turnover 71
     
    18 Can You Trust Your Bankers? The Finance Industry Attracts Less- Trustworthy People 75
     
    19 Peer Pressure Productivity: Employees Are Influenced by the Productivity of Others Around Them 79
     
    20 Employees Who Don't Support the Company Mission Are 50% Less Productive Employees 83
     
    21 The More Collaborative Your Team Members, the More Fish You Will Catch 87
     
    22 Empowering Employees Saves Lives: The Co- Determination Bonus 91
     
    23 Good Leaders Model the Behavior They Want to See in Others-- and Employees Imitate It 95
     
    24 Selfish Leaders End Up with Selfish Followers 99
     
    Part IV Behavioral Economic Research on Gender Differences and Unequal Pay: Women Are More Risk Averse (and Men Overestimate Themselves) 103
     
    25 An Argument for Gender Quotas in Employment: They Can Help Attract Highly Qualified Women 105
     
    26 The More Competitive Your Attitude, the Higher Your Lifetime Earnings 109
     
    27 Willingness to Compete Starts by Early Childhood: The Pivotal Role of the Family 113
     
    28 Cultural Conditioning Helps Explain Differing Male and Female Attitudes Toward Competition 117
     
    29 A "Nudge" for Reducing the Male/Female Wage Gap 121
     
    30 Women Leaders Earn More and Revenue per Employee Goes Up When Women Are on the Board 125
     
    Part V the Economic Benefits of Fairness and Trust 129
     
    31 Trust Is an Economic Asset; Lack of Trust Is Expensive 131
     
    32 A Little Accountability Goes a Long Way: Trust Works Best When Monitoring Is Possible but Not Used 135
     
    33 Why It's Important to Explain Difficult Employee Decisions: Treating One Employee Unfairly Hurts Everyone's Productivity 139
     
    34 Communicating Good Intentions Gets You a Better Outcome 143
     
    Part VI Salary and Bonuses 147
     
    35 Paying People More Doesn't Mean They'll Make Better Decisions 149
     
    36 Team Bonuses Motivate Employees to Work Harder-- and to Help Each Other More 153
     
    37 Nobody Wants to Be Below Average; How Performance Bonuses Can Hurt Productivity and Job Satisfaction