The Peak Performing Organization

Building a peak performing organization is not easy or else everybody would be achieving this goal. Organizations today are facing heightened challenges in remaining competitive in a more demanding global business environment. New technology, customer expectation, outsourcing, low cost competitors and needs for both higher performance and more innovation from employees are only a few of these. In this book Burke and Cooper present an international collection of current research and new perspectives, examining why people and human resource management matter to the success of organizations and presenting examples of efforts to build more satisfying and effective organizations that have worked. The book includes chapters on organizational processes as well as organizational strategies and design. The former includes performance management, building employee engagement, developing psychological capital (e.g., resilience, self-esteem), managing talent, supporting teams and inspiring leaders at all levels of the organization. The latter tackles how to develop and sustain an ethical organizational culture, fostering the ability to cork across cultures (cultural agility), employer branding, the sustainable organization and improving corporate governance practices. These chapters offer suggestions as to how organizations can embrace the need for continual change.

Forewords: Peak performing organizations relish change, William F. Weitzel, Designing and nurturing peak performing organizations, Gene Deszca, Preface: Achieving peak performance: Healthy individuals and healthy organizations, Ronald J. Burke, Part I Introduction, 1. The peak performing organization: An overview, Ronald J. Burke and Lisa Fiksenbaum, Part II Organizational Processes, 2. Work motivation and performance management prescriptions, Gary P. Latham, Rebecca L. Greenbaum and Mary Bardes, 3. Building engagement in the workplace, Arnold Bakker, 4. Leaning motivation and transfer of human capital development: Implications from Psychological Capital, Gwendolyn M. Combs, Fred Luthans and Jakari Griffith, 5. Fostering career development in organizations, Yehuda Baruch, 6. Talent proofing the organization, Paul Sparrow and Shashi Balain, 7. How to build expert teams: Best practices, Sallie J. Weaver, Jessica L. Wildman and Eduardo Salas, 8. Maintaining executive health and well-being, Joanne H. Gavin, James Campbell Quick, Cary L. Cooper and Jonathan D. Quick, 9. Leadership development: Training design strategies for growing adaptability in leaders, Katherine Ely, Stephen J. Zaccaro and Elizabeth A.Conjar, Part III Organizational Strategy and Design, 10. Employee selection and retention: The added value of psychological well-being for peak performing organizations, Ivan T. Robertson, 11. Developing and sustaining an ethical and moral tone in organizations, R. Edward Freeman, Dean W .Krehmeyer and Brian Moriarty, 12. Developing managerial and organizational cultural agility, Paula Caligiuri and Ibraiz Tarique, 13. Employer branding and corporate reputation management: A model and some evidence, Graeme Martin, 14. Improving the success of mergers and acquisitions, Mitchell Lee Marks, 15. Development of corporate citizenship: Four trajectories, Philip M. Mirvis, 16. Improving corporate governance practices, Morton Huse, Jonas Gabrielsson and Alesasandro Minichilli

Ronald J. Burke is the Professor of Organizational Behaviour at the Schulich School of Business, York University in Toronto, Canada. Cary L. Cooper , CBE, is the Distinguished Professor of Organizational Psychology and Health at Lancaster University , UK.