Guidelines for Preventing Workplace Violence for Healthcare and Social Service Workers
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Employee Engagement
Management In practice Measurement Strategy !e missing link As seen on screen How did you score? Temp tactics How managing your employees A look at how companies such as Sky We explain why surveys are only a means The importance of keeping short-term properly boosts productivity | Page 5 are engaging their sta! | Page 8 to an end | Page 11 workers on side | Page 13 July 2012 | business-reporter.co.uk EMPLOYEE ENGAGEMENT !e pursuit of happiness As Unilever’s head of employee insight, how does this man keep 140,000 workers satis!ed? Page 11 DISTRIBUTED WITHIN THE SUNDAY TELEGRAPH, PRODUCED AND PUBLISHED BY LYONSDOWN WHICH TAKES SOLE RESPONSIBILITY FOR THE CONTENTS Business Reporter · July 2012 AN INDEPENDENT REPORT FROM LYONSDOWN, DISTRIBUTED WITH THE SUNDAY TELEGRAPH 2 Industry view Find us online: business-reporter.co.uk Follow us on twitter: @biznessreporter Like us: facebook.com/business-reporter Find us online: business-reporter.co.uk Growing momentum Publisher Project Manager Bradley Scheffer Tom Turnbull [email protected] [email protected] !e economic downturn may prove to be the catalyst Editor For more information on any for organisations "nally realising they cannot a#ord to Nick Martindale of our supplements please [email protected] contact us: ignore employee engagement as a business tool Telephone Production Editor 020 8349 4363 Amy Dickson Email [email protected] For years “employee engagement” was one in this supplement outline how this people who can make or break [email protected] of those phrases bandied around by HR, to has already helped to turn rhetoric such initiatives. -
The Social Economy
McKinsey Global Institute McKinsey Global Institute The social economy: Unlocking value and productivity through social technologies social through productivity and value Unlocking economy: The social July 2012 The social economy: Unlocking value and productivity through social technologies The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on six themes: productivity and growth; the evolution of global financial markets; the economic impact of technology and innovation; urbanization; the future of work; and natural resources. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of big data. MGI is led by three McKinsey & Company directors: Richard Dobbs, James Manyika, and Charles Roxburgh. Susan Lund serves as director of research. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world. These teams draw on McKinsey’s global network of partners and industry and management experts. In addition, leading economists, including Nobel laureates, act as research advisers. -
Whistleblowing, Workers' Comp and Mobbing
Whistleblowing, Workers’ Comp and Mobbing ©2011 Gail Pursell Elliott Mobbing is an organizational dynamic. When mobbing and covert bullying are part of the organizational culture, they can be quietly used as retaliation for whistle blowing and/or to move workers out of the workplace who have become perceived liabilities due to work injury. If you are appalled by this concept, you are not alone. However this does occur and deserves a closer look on the part of ethical human resources administrators and risk management professionals. The Ethics Resource Center’s 2009 survey reported that fifteen percent of surveyed employees who reported misconduct experienced both subtle and overt behaviors which they construed as retaliatory. When asked to specify these behaviors, the following were reported. 60% other employees gave employee a cold shoulder 62% supervisor or management excluded person from decisions and work activity 55% verbally abused by direct supervisor or someone else in management 48% almost lost job 42% verbally abused by other employees 43% not given promotions or raises 27% relocated or reassigned 20% any other form of retaliation 18% demoted 4% experienced physical harm to person or property* The majority of these are included in the five categories of observable mobbing behaviors. While statistics are indicative of issues worthy of investigation, it may be helpful to look at some individual cases with which I have had experience within the past year. These situations occurred in a variety of industries as diverse as public works, education and health care. It should be noted that not only those persons reporting misconduct were subjected to this type of behavior but also those who had become aware of such concerns as misallocation of budgetary funding or grants, cutting corners which seriously put consumers or others at risk, not following written procedures, and so forth. -
Employees' Reactions to Their Own Gossip About Highly
BITING THE HAND THAT FEEDS YOU: EMPLOYEES’ REACTIONS TO THEIR OWN GOSSIP ABOUT HIGHLY (UN)SUPPORTIVE SUPERVISORS By JULENA MARIE BONNER Bachelor of Arts in Business Management and Leadership Southern Virginia University Buena Vista, VA 2007 Master of Business Administration Oklahoma State University Stillwater, Oklahoma 2012 Submitted to the Faculty of the Graduate College of the Oklahoma State University in partial fulfillment of the requirements for the Degree of DOCTOR OF PHILOSOPHY July, 2016 BITING THE HAND THAT FEEDS YOU: EMPLOYEES’ REACTIONS TO THEIR OWN GOSSIP ABOUT HIGHLY (UN)SUPPORTIVE SUPERVISORS Dissertation Approved: Dr. Rebecca L. Greenbaum Dissertation Adviser Dr. Debra L. Nelson Dr. Cynthia S. Wang Dr. Isaac J. Washburn ii ACKNOWLEDGEMENTS The road to completing this degree and dissertation has been a long, bumpy one, with plenty of ups and downs. I wish to express my gratitude to those who have helped me along the way. Those who provided me with words of encouragement and support, those who talked me down from the ledge when the bumps seemed too daunting, and those who helped smooth the path by taking time to teach and guide me. I will forever be grateful for my family, friends, and the OSU faculty and doctoral students who provided me with endless amounts of support and guidance. I would like to especially acknowledge my dissertation chair, Rebecca Greenbaum, who has been a wonderful mentor and friend. I look up to her in so many ways, and am grateful for the time she has taken to help me grow and develop. I want to thank her for her patience, expertise, guidance, support, feedback, and encouragement over the years. -
What Is the Relationship Between Employee Engagement and Job
Running Head: TASK 3 WHAT IS THE RELATIONSHIP BETWEEN EMPLOYEE ENGAGEMENT AND JOB SATISFACTION TO ORGANIZATIONAL COMMITMENT IN SUPPLY CHAIN MANAGEMENT? AN EXAMINATION OF THESE CAUSAL FACTORS IN SUPPLY CHAIN MANAGERS IN THE MIDDLE EAST by Phaylinh “Tia” Nosavan Prang _______________________ Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration ______________________ Liberty University, School of Business May 2020 Running Head: TASK 3 ii Abstract In the Middle East, one of the biggest challenges facing supply chain business leaders was the expatriate assignment failures, an average turnover rate of 12%, with the main reason an inability to cope with lifestyle adjustments due to cultural and family pressures. Additionally, fifty-one percent of expatriates leave the multinational corporation (MNC) within two years of repatriation (De Ruiter, Lub, Jansma, and Blomme, 2018; Haak-Saheem, Darwish, & Al-Nasser, 2017; Stoermer, Haslberger, Froese, & Kraeh, 2018). The Middle Eastern workforce showed the disproportionate ratio of expatriates to local nationals in which nearly 99% of employees in the private sector in the United Arab Emirates (UAE) were expatriates (De Ruiter et al., 2018 & Haak-Saheem et al., 2017). The purpose of this quantitative correlation study is to examine the relationship between independent variables (employee engagement-EE and job satisfaction-JS), and dependent variable (organizational commitment-OC) in the supply chain managers of the Middle East organization. The findings of this study showed that there are statistically significant relationships among EE, JS, and OC, indicating the p-values lower than the alpha level of 0.05 for all variables. The findings also showed that age does have a moderating effect on the relationship between EE and OC, Beta = 0.115, p = 0.049, but not in the relationship between JS and OC. -
Incivility, Bullying, and Workplace Violence
AMERICAN NURSES ASSOCIATION POSITION STATEMENT ON INCIVILITY, BULLYING, AND WORKPLACE VIOLENCE Effective Date: July 22, 2015 Status: New Position Statement Written By: Professional Issues Panel on Incivility, Bullying and Workplace Violence Adopted By: ANA Board of Directors I. PURPOSE This statement articulates the American Nurses Association (ANA) position with regard to individual and shared roles and responsibilities of registered nurses (RNs) and employers to create and sustain a culture of respect, which is free of incivility, bullying, and workplace violence. RNs and employers across the health care continuum, including academia, have an ethical, moral, and legal responsibility to create a healthy and safe work environment for RNs and all members of the health care team, health care consumers, families, and communities. II. STATEMENT OF ANA POSITION ANA’s Code of Ethics for Nurses with Interpretive Statements states that nurses are required to “create an ethical environment and culture of civility and kindness, treating colleagues, coworkers, employees, students, and others with dignity and respect” (ANA, 2015a, p. 4). Similarly, nurses must be afforded the same level of respect and dignity as others. Thus, the nursing profession will no longer tolerate violence of any kind from any source. All RNs and employers in all settings, including practice, academia, and research, must collaborate to create a culture of respect that is free of incivility, bullying, and workplace violence. Evidence-based best practices must be implemented to prevent and mitigate incivility, bullying, and workplace violence; to promote the health, safety, and wellness of RNs; and to ensure optimal outcomes across the health care continuum. -
Workplace Bullying and Harassment Information and Support
Workplace bullying and harassment Information and support Introduction There is good evidence that disruptive behaviour, inappropriate behaviour and harassment occurs in the medical workplace. A New Zealand study reported that 50% of house officers and registrars had experienced at least one episode of bullying behaviour during their previous three or sixth-month clinical attachment.1 An Australian study found that 50% of junior doctors had been bullied in their workplace.2 International research has shown that bullying in the healthcare profession is not associated with specialty or sex; it appears that bullying is endemic and occurs across all specialties and at all levels of seniority although it is fair to say that where bullying occurs it is more common to be by a more senior employee over a more junior one3. Examples of bullying could be a registrar that bullies a medical student or a charge nurse that bullies an enrolled nurse4. Behaviour that is disruptive to patient care and ideal workplace conditions can occur between colleagues, students and employees, and any contractors, patients, and family members with whom they are dealing. The aims of this resource are to: provide a guide for all doctors, medical students, hospital and practice managers to identify and manage workplace bullying and harassment, raise awareness and reduce the exposure of doctors and medical students to workplace bullying and harassment, and assist the medical profession in combating its perpetuation. Definition The Equal Employment Opportunities Trust defines harassment as “any unwelcome comment, conduct or gesture that is insulting, intimidating, humiliating, malicious, degrading or offensive". It might be repeated or an isolated incident but it is so significant that it adversely affects someone's performance, contribution or work environment. -
A Researcher Speaks to Ombudsmen About Workplace Bullying LORALE IGH KEASHLY
Journal of the International Ombudsman Association Keashly Some Things You Need to Know but may have been Afraid to Ask: A Researcher Speaks to Ombudsmen about Workplace Bullying LORALE IGH KEASHLY ABSTRACT In the early 1990’s, I became interested in understand- ing persistent and enduring hostility at work. That Workplace bullying is repeated and prolonged hostile interest was spurred by a colleague’s experience at mistreatment of one or more people at work. It has the hands of her director. He yelled and screamed tremendous potential to escalate, drawing in others at her (and others), accusing her of not completing beyond the initial actor-target relationship. Its effects assignments, which she actually had. He lied about can be devastating and widespread individually, her and other subordinates. He would deliberately organizationally and beyond. It is fundamentally a avoid when staff needed his input and then berate systemic phenomenon grounded in the organization’s them for not consulting with him. At other times, he culture. In this article, I identify from my perspective was thoughtful, apologetic, and even constructive. My as a researcher and professional in this area current colleague felt like she was walking on eggshells, never thinking and research findings that may be useful for sure how he would be. Her coworkers had similar ombudsmen in their deliberations and investigations experiences and the group developed ways of coping as well as in their intervention and management of and handling it. For example, his secretary would these hostile behaviors and relationships. warn staff when it was not a good idea to speak with him. -
Getting LGBT+ Inclusion Right in Employee Surveys Gena Cox, Ph.D., Bre Wexler, Ph.D., and Fred Macoukji, M.A
IBM Collaboration and Talent Management Thought Leadership Whitepaper Getting LGBT+ inclusion right in employee surveys Gena Cox, Ph.D., Bre Wexler, Ph.D., and Fred Macoukji, M.A. Getting LGBT+ inclusion right in employee surveys Many organizations are working to enhance the workplace The value of including LGBT+ in employee experience for employees because of the clear link between surveys employee engagement and business outcomes¹ and employee There are many reasons why organizations should consider 2 experience and work performance. But, it is not possible to using an employee survey to better understand the needs of the optimize business outcomes unless all employees have the LGBT+ employee: chance to fully utilize their talents. • Organizational outcomes: To optimize outcomes, i The Lesbian, Gay, Bisexual, and Transgender (LGBT+) organizations need to create an environment where all community is an employee group that may not be fully employees can contribute fully. The confidentiality of understood and supported in all organizations. Some surveys provides a way to glean insights that might not organizations are using employee surveys to bring these otherwise surface. These insights could lead to important employees into the conversation so their needs can be organizational improvements. 3 identified and supported. Armstrong and colleagues found • Employee experience: The experience of employees that more successful organizations have a comprehensive talent impacts their performance, the performance of their management plan that includes diversity and inclusion co-workers, the customer experience, and ultimately business priorities. By including the LGBT+ perspective in their outcomes.4 Surveys can be used to determine whether surveys, these organizations have a more complete LGBT+ employees are having a positive experience at work. -
Introduction to Mobbing in the Workplace and an Overview of Adult Bullying
1: Introduction to Mobbing in the Workplace and an Overview of Adult Bullying Workplace Bullying Clinical and Organizational Perspectives In the early 1980s, German industrial psychologist Heinz Leymann began work in Sweden, conducting studies of workers who had experienced violence on the job. Leymann’s research originally consisted of longitudinal studies of subway drivers who had accidentally run over people with their trains and of banking employees who had been robbed on the job. In the course of his research, Leymann discovered a surprising syndrome in a group that had the most severe symptoms of acute stress disorder (ASD), workers whose colleagues had ganged up on them in the workplace (Gravois, 2006). Investigating this further, Leymann studied workers in one of the major Swedish iron and steel plants. From this early work, Leymann used the term “mobbing” to refer to emotional abuse at work by one or more others. Earlier theorists such as Austrian ethnologist Konrad Lorenz and Swedish physician Peter-Paul Heinemann used the term before Leymann, but Leymann received the most recognition for it. Lorenz used “mobbing” to describe animal group behavior, such as attacks by a group of smaller animals on a single larger animal (Lorenz, 1991, in Zapf & Leymann, 1996). Heinemann borrowed this term and used it to describe the destructive behavior of children, often in a group, against a single child. This text uses the terms “mobbing” and “bullying” interchangeably; however, mobbing more often refers to bullying by more than one person and can be more subtle. Bullying more often focuses on the actions of a single person. -
Employee Perceptions of Federal Workplace Violence
Employee Perceptions of FEDERAL WORKPLACE VIOLENCE A Report to the President and the Congress of the United States by the U.S. Merit Systems Protection Board September 2012 THE CHAIRMAN U.S. MERIT SYSTEMS PROTECTION BOARD 1615 M Street, NW Washington, DC 20419-0001 The President President of the Senate Speaker of the House of Representatives Dear Sirs: In accordance with the requirements of 5 U.S.C. § 1204(a)(3), it is my honor to submit this report, Employee Perceptions of Federal Workplace Violence. Workplace violence can result in a number of direct costs to organizations and can affect employee productivity and morale, which violates the merit system principle of the efficient and effective use of the Federal workforce. A second merit system principle, that Federal employees maintain high standards of integrity and conduct, is violated when Federal employees exhibit violent behavior in the workplace. The results of our survey of Federal employees indicate that when an incident of physical assault, threat of assault, harassment, intimidation, or bullying occurs in a Federal workplace, it is most likely caused by current or former Federal employees rather than customers, criminals, or those who have a personal relationship with an employee. One-quarter of the violent incidents that Federal employees observed over a two-year period resulted in either physical injury or damage to or loss of property. Our findings indicate that a majority of survey respondents believe their agencies take sufficient steps to ensure their safety while at work. However, fewer respondents who observed violent acts by current or former Federal employees or by employees’ abusive intimate partners agreed that their agencies take sufficient steps to ensure their safety than did employees who observed violent acts by other individuals. -
Company to Employee Questionnaire
Company To Employee Questionnaire Requisite and supperless Sasha plough her antichlors push-start while Reggis augments some glycogenesis indivisibly. Is Douglas Charybdian or mangled after in-built Chevalier hurry so strongly? Vermiculated Brad inthrall some Heliopolis after breechloading Norwood recomforts orientally. Do your organization improve communication strategy, employee engagement takes a difference for you see where team supports a smart approach. They use notify data run specific analyses, satisfied employees are more productive, it tests how much employees feel however they know. The survey requires company employment data during be categorized by raceethnicity gender age job category A sample copy of the EEO-1 form and instructions are. How to overlook an Employee Engagement Survey. Recognize that questionnaires and surveys used as national comparisons may will have satisfy the questions desired for a workplace evaluation in wood same year. This data for crucial that people analytics practice study a baseline for understanding where things are now knowing where machine should go. If their company culture, companies of questionnaire is welcome to get to be? Everyone in first company should recognize why you're conducting the survey we feel about and reassured about giving people feedback. EEO-1 Frequently Asked Questions and Answers US Equal. Employee Questionnaire for Survey how Can Use. If you a questionnaire designed to stay, using employee questionnaires on specific area where leaders in our association is? The questionnaire research? With Pulse you can wreck long-lasting changes in your company subject only employee survey that enables you to transform your company cut a transparent. Open company culture survey questions Do other feel like your bead is respected What would make goes a better workplace Are you strong happy employee of.