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Connectivity

Klicken Sie auf die Indikatoren, um die Wirkungszusammenhänge zu sehen. Details finden Sie unterhalb der Grafik.

Energie­verbrauch
Kompetenz­entwicklung
Gesellschaft­liches Enga­gement
Frauen in Führungs­positionen
Mitarbeiter­bindung
BHCI
Mitarbeiter­engagement
Wachstum
Profitabilität
Kundentreue
CO₂-Emissionen
Klicken Sie auf die Indikatoren, um die Wirkungszusammenhänge zu sehen.
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Energie­verbrauch

Kompetenz­entwicklung

[20] Tower Watson (2012): Global Workforce Study. Geld, Karriere, Sicherheit? Was Mitarbeiter motiviert und in ihrem Unternehmen hält. Verfügbar unter: https://www.towerswatson.com/de-AT/Insights/IC-Types/Survey-Research-Results/2012/07/Towers-Watson-Global-Workforce-Study-2012-Deutschlandergebnisse [Zugriff am 16. Dezember 2016].

[21] Bedarkar, M., Pandita, D. (2014): A Study on the drivers of employee engagement impacting employee performance. In: Procedia – Social and Behavioral Sciences, Band 133, S. 106–115.

Gesellschaft­liches Enga­gement

[17] Johnson, S.S. (2017): The Art of Health Promotion ideas for improving health outcomes. American Journal of Health Promotion, 31(2), pp.163–164.

[18]Mueller, K., Hattrup, K., Spiess, S., Lin-Hi, N. (2012): The effects of corporate social responsibility on employees’ affective commitment: A cross-cultural investigation. In: Journal of Applied Psychology, Band 97(6), S. 1186–1200.

[19]Muritala, T. (2013): Does CSR Improve Organization Financial Performance? Evidence from Nigeria Using Triangulation Analysis. In: Economics and Applied Informatics, Ausgabe 3, S. 41–46.

Frauen in Führungs­positionen

[13] McKinsey & Company (2013): Women Matter. Gender diversity in top management: Moving corporate culture, moving boundaries. Verfügbar unter: http://www.mckinsey.com/~/media/McKinsey/Global%20Themes/Women%20matter/WomenMatter%202013%20Report%20(8).ashx [Zugriff am 16. Dezember 2016].

[14] Catalyst Information Center (2013): Why Diversity Matters. Verfügbar unter: http://www.catalyst.org/system/files/why_diversity_matters_catalyst_0.pdf [Zugriff am 16. Dezember 2016].

[15] Catalyst Information Center (2013): Why Diversity Matters. Verfügbar unter: http://www.catalyst.org/system/files/why_diversity_matters_catalyst_0.pdf [Zugriff am 16. Dezember 2016].

[16] McKinsey & Company (2007): Women Matter. Gender diversity, a corporate performance driver. Verfügbar unter: http://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Women%20matter/ Women_matter_oct2007_english.ashx [Zugriff am 16. Dezember 2016].

Mitarbeiter­bindung

[10] Tower Watson (2012): Global Workforce Study. Geld, Karriere, Sicherheit? Was Mitarbeiter motiviert und in ihrem Unternehmen hält. Verfügbar unter: https://www.towerswatson.com/de-AT/Insights/IC-Types/Survey-Research-Results/2012/07/Towers-Watson-Global-Workforce-Study-2012-Deutschlandergebnisse [Zugriff am 16. Dezember 2016].

[11]Meifert, M. (2005): Mitarbeiterbindung: eine empirische Analyse betrieblicher Weiterbildner in deutschen Großunternehmen. München and Mering: Hampp Verlag.

[12]Koys, D. (2001): The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study. In: Personnel Psychology, Band 54(1), S. 101–114.

BHCI

[5] McKinsey & Company (2013): Women Matter. Gender diversity in top management: Moving corporate culture, moving boundaries. Verfügbar unter: http://www.mckinsey.com/~/media/McKinsey/Global%20Themes/Women%20matter/WomenMatter%202013%20Report%20(8).ashx [Zugriff am 16. Dezember 2016].

[6] Johnson, S.S, (2017): The Art of Health Promotion ideas for improving health outcomes. American Journal of Health Promotion, 31(2), pp.163–164.

[7] Johnson, Sheena et al. (2018): WELL-BEING: Productivity and Happiness at Work 2. ed. 2018., Cham: Springer International Publishing Imprint: Palgrave Macmillan.

[8] Rundle, A. G., Revenson T. A. & Friedman, M. (2017): Business travel and behavioral and mental health. Journal of Occupational and Environmental Medicine,1 DOI: 10.1097/JOM.0000000000001262.

[9] Reed, Goolsby & Johnston (2016): Listening in and out: Listening to customers and employees to strengthen an integrated market-oriented system. Journal of Business Research, 69(9), S. 3591–3599.

Mitarbeiter­engagement

[1] Bedarkar, M., Pandita, D. (2014): A Study on the drivers of employee engagement impacting employee performance. In: Procedia – Social and Behavioral Sciences, Vol. 133, pp. 106–115.

[2] Mueller, K., Hattrup, K., Spiess, S., Lin-Hi, N. (2012): The effects of corporate social responsibility on employees’ affective commitment: A cross-cultural investigation. In: Journal of Applied Psychology, Vol. 97(6), pp. 1186–1200.

[3] Johnson, Sheena et al. (2018): WELL-BEING: Productivity and Happiness at Work 2. ed. 2018., Cham: Springer International Publishing Imprint: Palgrave Macmillan.

[4] Harter, J., Schmidt, F., Asplund, J., Kilham, E., Agrawal, S. (2010): Causal Impact of Employee Work Perceptions on the Bottom Line of Organizations. In: Perspectives on Psychological Science, Vol. 5(4), pp. 378–389.

Wachstum

[22] Muritala, T. (2013): Does CSR Improve Organization Financial Performance? Evidence from Nigeria Using Triangulation Analysis. In: Economics and Applied Informatics, Ausgabe 3, S. 41–46.

[23] Catalyst Information Center (2013): Why Diversity Matters. Verfügbar unter: http://www.catalyst.org/system/files/why_diversity_matters_catalyst_0.pdf [Zugriff am 16. Dezember 2016].

[24] Meifert, M. (2005): Mitarbeiterbindung: eine empirische Analyse betrieblicher Weiterbildner in deutschen Großunternehmen. München and Mering: Hampp Verlag.

[25] PwC (2013): Busting the carbon budget – Low Carbon Economy Index 2013. Verfügbar unter: https://www.pwc-wissen.de/pwc/de/shop/publikationen/Low+Carbon+Economy+Index+2013/?card=12994 [Zugriff am 16. Dezember 2016].

[26] Harter, J., Schmidt, F., Asplund, J., Kilham, E., Agrawal, S. (2010): Causal Impact of Employee Work Perceptions on the Bottom Line of Organizations. In: Perspectives on Psychological Science, Band 5(4), S. 378–389.

[27] Reichheld, F. (2003): The One Number You Need to Grow. In: Harvard Business Review, Band 81(12), S. 46–54.

Profitabilität

[28] McKinsey & Company (2007): Women Matter. Gender diversity, a corporate performance driver. Verfügbar unter: http://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Women%20matter/ Women_matter_oct2007_english.ashx [Zugriff am 16. Dezember 2016].

Kundentreue

[29] Catalyst Information Center (2013): Why Diversity Matters. Verfügbar unter: http://www.catalyst.org/system/files/why_diversity_matters_catalyst_0.pdf [Zugriff am 16. Dezember 2016].

[30]Koys, D. (2001): The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study. In: Personnel Psychology, Band 54(1), S. 101–114.

[31]Reichheld, F. (2003): The One Number You Need to Grow. In: Harvard Business Review, Band 81(12), S. 46–54.

[32]Reed, Goolsby & Johnston (2016). Listening in and out: Listening to customers and employees to strengthen an integrated market-oriented system. Journal of Business Research, 69(9), S. 3591–3599.

CO₂-Emissionen

[33] Rundle, A. G., Revenson T. A. & Friedman, M. 2017. Business travel and behavioral and mental health. Journal of Occupational and Environmental Medicine,1 DOI: 10.1097/JOM.0000000000001262.

[34] PwC (2013): Busting the carbon budget – Low Carbon Economy Index 2013. Available at: https://www.pwc-wissen.de/pwc/de/shop/publikationen/Low+Carbon+Economy+Index+2013/?card=12994 [Zugriff am 16. Dezember 2016].

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