Jeffrey Pfeffer Why Companies No Longer Reward Loyal
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Jeffrey Pfeffer: Why Companies No Longer Reward Loyal. This explains why employers often don’t reciprocate employee loyalty and effort — if there is no potential benefit to the company, the company has no compelling reason to reciprocate. “That calculative, future-oriented mind-set means we shouldn’t expect companies to be as strongly bound by moral norms,”says Pfeffer.
Stanford Graduate School Of Business. Jeffrey Pfeffer has published extensively in the fields of organization theory and human resource management. His current research focuses on the effects of work environments on human health and well-being, power and leadership in organizations, evidence-based management, the knowing-doing gap, and how thinking of time like money affects people’s choices about spending time in ways that
The Knowing-Doing Gap: How Smart Companies Turn Knowledge. From Amazon. Every year, companies spend billions of dollars on training programs and management consultants, searching for ways to improve. But it's mostly all talk and no action, according to Jeffrey Pfeffer and Robert I. Sutton, authors of The Knowing-Doing Gap. "Did you ever wonder why so much education and training, management consultation, organizational research and so many books and
Jeff Pfeffer: Why Are Employees More Loyal Than Their Employers?. Jeffrey Pfeffer explains the findings of his sociological study into why employees are often more loyal to the companies they work for than those companies are in return. Pfeffer is Thomas D. Dee
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An Interview With Jeffrey Pfeffer. Jeffrey Pfeffer, the Thomas D. Dee Professor of Organizational Behavior at the Graduate School of Business at Stanford University, has spent his career studying people and organizations around the world in an attempt to understand why some companies win in the marketplace while others do not fare as well.