Major Reward And Recognition Events

Using a range of interdisciplinary ideas, Major Reward and Recognition Events: Transformations and Critical Perspectives is an expert-led, informative volume exploring the global growth of major award shows and prize-giving ceremonies since the start of the twentieth century and outlining their key multimodal components, core functions and transformations over time. Given the growth of these events, and therefore the increase in complex resources and specialist workers required to assemble and promote them, this book discusses concerns relating to such events, including those pertaining to social justice and representation, environmental impacts, wellbeing, commercialisation, and materialistic excess. Embellished with illustrative tables and images throughout, the book covers a plethora of award shows and ceremonies, evaluating their collective future in an increasingly politically unstable, post-Covid-19 world dealing with growing global environmental change. This significant book is an invaluable resource for academics and researchers of critical event studies, communication, and media studies, as well as related social science disciplines. The book will also be of interest to enthusiasts and organisers of major recognition and reward events.

Within events management, events are commonly categorised within two axes, size and content. Along the size axis events range between the small scale and local, through major events, which garner greater media interest, to internationally significant hallmark and mega events such as the Edinburgh Festival and the Tour de France. Content is frequently divided into three forms – culture, sport or business. However, such frameworks overlook and depoliticise a significant variety of events, those more accurately construed as protest. This book brings together new research and theories from around the world and across sociology, leisure studies, politics and cultural studies to develop a new critical pedagogy and critical theory of events. It is the first research monograph that deals explicitly with the concept of critical event studies (CES), the idea that it is impossible to explore and understand events without understanding the wider social, cultural and political contexts. It addresses questions such as can the occupation and reclamation of specific spaces by activists be understood as events within its framework? And is the activity of activists in these spaces a leisure activity? If those, and other similar activities, can be read as events and leisure, what does admitting them into the scope of events management and leisure studies mean for our understanding of them and how the study of events management is to be conceptualised? This title will be of interest to undergraduate and postgraduate students on events management and related courses and scholars interested in understanding the ways in which events are constructed by the social, the cultural and the political.

This book is the first to take an in-depth examination of events and well-being, adopting a much-needed critical approach to the study of events. It uses empirical case studies to help us better understand how events foster positive well-being or counter negative well-being for event organisers, participants, spectators, volunteers and even non-attending local residents. While researchers have long understood socialisation as the major motivation to attend contemporary festivals and events, it is only just being acknowledged that well-being is also a key motivator. Those researching in the field of event studies are yet to clearly articulate "the how, why, where, and impacts of socialisation." This multidisciplinary book draws together empirical research across a range of event types and sizes, from music festivals to mega sports events, to provide a nuanced understanding of their contribution to the well-being of individuals and communities. Case studies are drawn from around the world and apply a diverse range of theoretical lenses to the conceptualisation of well-being as it applies to events and methodologies used to achieve research aims and objectives. This significant volume will be valuable reading for students and academics in the fields of sport studies, critical event studies, queer studies, cultural studies, tourism, music, sociology and end-of-life studies.

Non-monetary incentives and recognition programmes are an area of employee motivation that is often overlooked. Yet, as Fisher's book reveals, a strategic focus on non-cash rewards can generate significant return on investment in terms of employee engagement, performance improvement and financial results. In the present economic context, with companies pushing to deliver more for less, it is a particularly pertinent issue. Strategic Reward and Recognition brings together theory and practice to guide HR professionals, consultants and senior leaders in developing the most effective programmes for their organizations. It features examples of good practice from all over the world, from different sectors and from both large and small organizations, providing coverage of digital as well as in-person schemes.

Research now shows us that long-term activation of the stress cycle can have a hazardous, even lethal, effect on the body, increasing the risk of obesity, heart disease, depression, cancer, and other illnesses. This new edition of an award-winning book presents cutting-edge research on the effects of stress. Edited by one of the worlds authorit

In today’s work environment, the lines between our professional and personal lives are blurred more than ever before. Whatever is happening to us outside of our workplace —whether stressful, painful, or joyful —follows us into work as well. We may think we have to keep these realities under wraps and act as if we “have it all together.” But as Mike Robbins explains, we can work better, lead better, and be more engaged and fulfilled if —instead of trying to hide who we are —we show up fully and authentically. Mike, a sought-after motivational speaker and business consultant, has spent more than 15 years researching, writing, and speaking about essential human experiences and high performance in the workplace. His clients have ranged from Google to Citibank, from the U.S. Department of Labor to the San Francisco Giants. From small start-ups in Silicon Valley to family-owned businesses in the Midwest. From what he’s seen and studied over the years, Mike believes that for us to thrive professionally, we must be willing to bring our whole selves to the work that we do. Bringing our whole selves to work means acknowledging that we’re all vulnerable, imperfect human beings doing the best we can. It means having the courage to take risks, speak up, have compassion, ask for help, connect with others in a genuine way, and allow ourselves to be truly seen. In this book, Mike outlines five principles we can use to approach our own work in this spirit of openness and humanity, and to help the people we work with feel safe enough to do the same, so that the teams and organizations we’re a part of can truly succeed. “This book will offer you insights, ideas, and tools to inspire you to bring all of who you are to the work that you do —regardless of where you work, what kind of work you do, and with whom you do it. And, if you’re an owner, leader, or just someone who wants to have influence on those around you —this book will also give you specific techniques for how to build or enhance your team’s culture in such a way that encourages others to bring all of who they are to work.”

Written from the employees' viewpoint, this book explains why good working relationships form the core of effective workplace recognition.

In the early 1980s, Springfield Remanufacturing Corporation (SRC) in Springfield, Missouri, was a near bankrupt division of International Harvester. Today it's one of the most successful and competitive companies in the United States, with a share price 3000 times what it was thirty years ago. This miracle turnaround is all down to one man, Jack Stack, and his revolutionary system of Open-Book Management, in which every employee understands the company's key figures, can act on them and has a real stake in the business. In Stack's own words: 'When employees think, act and feel like owners ... everybody wins.' As a management strategy, 'the great game of business' is so simple and effective that it's been taken up by companies from Intel to Harley Davidson.