DOCSLIB.ORG

Work Or Workout?

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Work or workout? Citation for published version (APA): Ren, X. (2019). Work or workout? designing interactive technology for workplace fitness promotion. Technische Universiteit Eindhoven. Document status and date: Published: 18/02/2019 Document Version: Publisher’s PDF, also known as Version of Record (includes final page, issue and volume numbers) Please check the document version of this publication: • A submitted manuscript is the version of the article upon submission and before peer-review. There can be important differences between the submitted version and the official published version of record. People interested in the research are advised to contact the author for the final version of the publication, or visit the DOI to the publisher's website. • The final author version and the galley proof are versions of the publication after peer review. • The final published version features the final layout of the paper including the volume, issue and page numbers. Link to publication General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal. If the publication is distributed under the terms of Article 25fa of the Dutch Copyright Act, indicated by the “Taverne” license above, please follow below link for the End User Agreement: www.tue.nl/taverne Take down policy If you believe that this document breaches copyright please contact us at: [email protected] providing details and we will investigate your claim. Download date: 06. Oct. 2021 Work or Workout? office work booster breaks micro-breaks exercise adherence Designing Interactive Technology for Workplace Fitness Promotion Xipei Ren Work or Workout? Designing Interactive Technology for Workplace Fitness Promotion Xipei Ren | 任熹培 i A catalogue record is available from the Eindhoven University of Technology Library ISBN: 978-90-386-4686-2 Cover design: Xipei Ren Printed by GVO drukkers & vormgevers B.V. © Xipei Ren All rights reserved. ii Work or Workout? Designing Interactive Technology for Workplace Fitness Promotion PROEFSCHRIFT ter verkrijging van de graad van doctor aan de Technische Universiteit Eindhoven, op gezag van de rector magnifcus prof.dr.ir. F.P.T. Baaijens, voor een commissie aangewezen door het College voor Promoties, in het openbaar te verdedigen op donderdag 18 februari 2019 om 13:30 uur door Xipei Ren geboren te Shandong, China Dit proefschrift is goedgekeurd door de promotoren en de samenstelling van de promotiecommissie is als volgt: voorzitter: prof.dr.ir. J.H. Eggen 1e promotor: dr. Y.Lu 2e promotor: prof.dr.ir. A.C. Brombacher leden: prof.dr. H. Oinas-Kukkonen (University of Oulu) prof.dr.ir. D.F. Ettema (Universiteit Utrecht) prof.dr.ir W.A. Ijsselsteijn prof.dr.ir C.C.M. Hummels adviseur(s): dr. C. Joling (HumanTotalCare) Het onderzoek of ontwerp dat in dit proefschrift wordt beschreven is uitgevoerd in overeenstemming met de TU/e Gedragscode Wetenschapsbeoefening. iv Work or Workout? Designing Interactive Technology for Workplace Fitness Promotion Summary The rapid penetration of labor-saving devices and task-oriented workplace norms have substantially reduced physical exercises while increasing sedentary behaviors in many ofce-based jobs. The prevalence of physical inactivity at work increases the risks of developing metabolic disorders, mental illnesses, and musculoskeletal injuries, threatening ofce workers’ physical and psychological well-being. To tackle such issue, many strategies have been proposed to facilitate workplace ftness initiatives, such as public policies, organizational wellness programs, promotional materials, and socioenvironmental changes, etc. However, it is challenging to reach the goals of these top-down strategies, once their applications fail to blend physical activity into everyday work and persuade individuals to keep up ftness levels in ofce settings. The emerging ftness-promoting technologies may be leveraged to support active lifestyles in the workday context. Through integrating ubiquitous sensing and human-computer interaction (HCI), interactive technologies can sense physical states of ofce workers and use that information to engage them in ofce exercises in the short-term as well as encourage their systemic behavior change in the long-term. This doctoral dissertation therefore explores this new perspective of ofce vitality: How to design interactive technology to facilitate workplace ftness promotion? v We unfold this research topic in three parts: envisioning, exploring, refecting. In the frst part of this thesis, we aim to envision the scope of the design explorations and the approach to undertaking the research investigations. In Chapter 2, we describe two kinds of related work. First, we provide an overview of existing strategies for workplace ftness interventions, which cover relevant behavioral science and public health research. Second, we present state-of-the-art designs using interactive technologies to support physical activity and encourage active lifestyles. Chapter 3 involves investigating a strategic framework for workplace ftness promotion, based on the workfow management method and occupational health research. In this framework, we propose combining self-interventions within the work period (namely: micro-break) with group-interventions at the work intermission (namely: booster break) for improved ofce vitality. Based on this framework, we identify design opportunities of interactive technologies for workplace ftness promotion in three aspects: 1) facilitate moderate physical exercise during booster breaks; 2) facilitate low-efort ftness training during micro-breaks; 3) support adherence to ftness practices among ofce workers. In response to these opportunities, the second part of this thesis involves design explorations described in three chapters. In Chapter 4, we present ShuttleKicker, an interactive system designed to facilitate a leisure physical activity called shuttle-kick as a group-intervention in the workplace. We carry out two user studies based on two iterations of ShuttleKicker, aiming to leverage social interactions and digital augmentations respectively to support participation and engagement of ftness- boosting breaks. In Chapter 5, we present a posture-based interactive system called HealthSit for promoting a short lower-back stretching exercise as a self-intervention in the work routine. We use HealthSit as a research probe to investigate the system interactivity in enhancing the quality of such micro-exercise and the resulted user experience, as well as validate its efectiveness in providing emotional benefts and mental task improvements. Chapter 6 involves exploring interactive technologies to vi support adherence to workplace ftness in two research projects. In the frst project, we analyze some design cases and derive implications to ambient interface design for awareness support that can trigger self-regulated ftness behaviors at work. In the second project, we conduct a feld study on using cooperative ftness tracking between two co-workers to promote mutual physical activities. We evaluate the efectiveness of such intervention and the impact of proximity between co- workers on its adoption. Based on the study, we discuss design implications to interactive technologies that leverage the peer-bonding as a motivational factor for encouraging physical activity. The last part of this thesis contains our conclusions and refection. In Chapter 7, we formulate answers to our research questions, refect on our research and design process, and recommend directions for future work. In conclusion, this thesis presents a series of research and design of interactive technologies dedicated to workplace ftness promotion. Our work here makes the following contributions. First, we propose multidisciplinary strategies that blend self- and group-interventions into the working context for ftness initiatives and apply such strategies for helping the HCI research. Second, we develop HCI technologies that facilitate micro-exercise and booster-exercise and examine their impact in ofering benefts to ofce workers. Third, we provide empirical evidence and derive context-specifc knowledge for HCI applications to support exercise adherence in the work routine. We look forward to seeing further research developments from other designers, researchers, and practitioners, initiated by topics emerged from this work. vii viii contents v Summary 001 Chapter 1 | Introduction PART I ENVISIONING 019 Chapter 2 | Background and Related Work 043 Chapter 3 | Work or Workout PART II EXPLORING 055 Chapter 4 | ShuttleKicker 091 Chapter 5 | HealthSit 129 Chapter 6 | Adherence Support PART III REFLECTING 179 Chapter 7 | Conclusions APPENDICES 197 Appendix A 201 Appendix B 206 Appendix C 207 References 227 Acknowledgements 231 Crriculum Vitae ix x Chapter 1 Introduction Introduction 1.1 Background During past decades, the proliferation of information communication technology (ICT) and labor-saving device and service has improved the efciency for task- solving and eased the
Recommended publications
  • 4020/1 Resignation Exit Interview Questionnaire

    4020/1 Resignation Exit Interview Questionnaire

    4020/1 RESIGNATION EXIT INTERVIEW QUESTIONNAIRE As an employee leaving the employment of Danville Area Community College, you can be a valuable source of information regarding various working conditions you have experienced at the College. I hope that you will be candid with your answers to the questions so we may gain from your experience at Danville Area Community College. Please be assured that your questionnaire will not become a part of your permanent personnel file and your comments will in no way affect your re-employment possibilities should you desire to seek employment again with the College. The College strives to maintain a positive working environment and hopes that your suggestions, comments, and observations will aid us in accomplishing this goal. Staff Member Name Department Job Title Resignation Date Anniversary Date Supervisor Name Why are you leaving our organization? Why now? Do you have a new job? Where? Title/Position Is your new rate of pay: lower than equal to or higher than what you were paid at the College? What did you like best about your job? What did you like least about your job? What changes would you make to improve your department if you were managing it? Did you receive your performance appraisals on time? How were they helpful/not helpful? When was your last appraisal? What was your rating? Were there opportunities for career advancement? If not, do you know why? Do you feel you were kept informed with respect to organizational policies and procedures? Please circle the word(s) that best express how you feel about the following: The Job Very Satisfied Slightly Satisfied Neutral Slightly Dissatisfied Very Dissatisfied 1.
  • Physician Wellness the Problem(S)

    Physician Wellness the Problem(S)

    Disclosure • I have no relevant financial relationships with Physician Wellness the manufacturers(s) of any commercial products(s) and/or provider of commercial services discussed in this CME activity Elizabeth Ablah, PhD, MPH • I do not intend to discuss an unapproved/investigative use of a University of Kansas School of Medicine commercial product/device in my presentation. Intent of Initiative WorkWell KS Goal To create healthier worksites in Kansas So the healthy behavior is easy through worksite implementation of policies, systems, and environmental best practices to sustainably promote: 1) integration of worksite wellness into the worksite's infrastructure 2) physical activity 3) access to and consumption of healthy foods 4) tobacco prevention and cessation 5) well-being The Problem The Problem(s) WorkWellKS ? 1 WorkWellKS Stress The Problem “A non-specific response of the body to any demand placed upon it… arises when there is an imbalance between demands in life, such as those related to work, and the coping resources available to an individual.” Stress Bjornstad et al., 2014 Pressure vs. Stress Stress 66% of Americans: work is main source of stress Pressure can stimulate motivation, alertness (APA, 2007) “Extreme, persistent, and unrelieved Approximately 30% of workers report pressure can lead to stress…” “extreme” stress levels (APA, 2008) Giga, Cooper, Faragher, 2003 Causes of Stress Causes of Stress Unclear job expectations High work demands (Bjornstad et al., 2014) Work/non-work balance Low decision/job control (Trousselard
  • The Exit Interview: Perceptions on Why Black Professionals Leave Grantmaking Institutions 3 PERCENT of PHILANTHROPIC INSTITUTIONS ARE LED by BLACK CHIEF EXECUTIVES

    The Exit Interview: Perceptions on Why Black Professionals Leave Grantmaking Institutions 3 PERCENT of PHILANTHROPIC INSTITUTIONS ARE LED by BLACK CHIEF EXECUTIVES

    2 ABFE - A Philanthropic Partnership for Black Communities The Exit Interview: Perceptions on Why Black Professionals Leave Grantmaking Institutions 3 PERCENT OF PHILANTHROPIC INSTITUTIONS ARE LED BY BLACK CHIEF EXECUTIVES. Introduction Most would agree that in recent years, the field of Over the last few years, ABFE and the philanthropy has begun to take seriously the need to increase diversity within its sector—and particularly Black Philanthropic Network—comprising among its leadership. Indeed, we are a long way from eleven regional affinity groups whose the days when the founding members of the Association of Black Foundation Executives (ABFE) stood up at a focus is to support philanthropy in Black Council on Foundations meeting to advocate for more communities—have increasingly taken equitable representation among Council leadership and note of a disturbing pattern: an uptick in grantmaking institutions more generally.1 In most major foundations today, it is now commonplace not just to in the number of Black philanthropic track but to require diversity of staff and leadership both professionals leaving the sector. within their own organizations and externally among their grantees. At first, this pattern seemed purely anecdotal. Goodbye emails from Black colleagues with new contact information Earlier this year, even the Chronicle of Philanthropy started popping up more frequently, and news that a key marveled at the progress that American philanthropy member of the network had taken a job elsewhere began has made toward these goals, highlighting the diversity to feel more routine than surprising. Then—as the above reflected by several major foundations’ recent senior hires. statistics suggest—the data began to support the pattern.
  • Employees Can Receive Unemployment Benefits After a Voluntary Quit Employees Can Receive Unemployment

    Employees Can Receive Unemployment Benefits After a Voluntary Quit Employees Can Receive Unemployment

    EMPLOYEES CAN RECEIVE UNEMPLOYMENT BENEFITS AFTER A VOLUNTARY QUIT EMPLOYEES CAN RECEIVE UNEMPLOYMENT BENEFITS AFTER A VOLUNTARY QUIT Many managers believe that all employee quits disqualify someone from collecting unemployment benefits, which is not always true. Careful reporting and documentation of voluntary quits is absolutely vital for effective control of unwarranted claims. It cannot be stressed enough that you should document the reasons why an individual says they have quit. • If you are unable to obtain a written resignation letter, you should document your conversation with the person about the reasons for leaving including the date and with whom they spoke. • If the individual does not provide much information other than quitting for “personal reasons,” it is okay to ask more questions to obtain additional details and information. • If you can get them to text or email you with their reasons for leaving, that communication can be saved and used as documentation. Most states expect that if an employee provided reasons for quitting, then the employer could have offered solutions rather than having the person quit. The burden is on the employer to propose options such as using vacation time, offering a leave of absence, changing work hours, or moving locations, to name a few. Just because someone did not ask for alternate arrangements does not mean the employer will win. Employers should document what was offered and reasons given as to why the offer was not accepted. This will show that the employer attempted to preserve the employment relationship. Next, it will be the claimant who needs to show good cause for refusing proposed options that could have remedied their situation.
  • Onb and Crossboarding SIT2 Overview

    Onb and Crossboarding SIT2 Overview

    • ONB, OFB, GMPM SUCCESSFACTORS PREP PURDUE FORT WAYNE ONB, XB, OFB, GMPM Who will use each system? High-level Overview ONB, XB, OFB, GMPM ONB, XB OFB GMPM Audience Audience Audience Faculty ONB, XB OFB GMPM Module Faculty Module Module Staff Staff Staff Students Students Temps ONB, XB IN SUCCESSFACTORS ONB Functionality in Everyday Speak 4 Simple Steps 2A 3 Prepare and send Payroll data is 1 online new hire reviewed for One last review of messaging accuracy and saved data entered during 2B in the system recruitment. Kickoff Submit online establishing steps 2A and 2B at paperwork: direct employee identity the same time deposit, work 4 authorization, sign Meet face-to-face important policies, with employee on tax forms, other first day to complete related employment work authorization information paperwork Post Hire Data Verification Panels Post Hire Data Verification Panels Post Hire Data Verification Panels Post Hire Data Verification Panels Assign a Peer Mentor Onboarding Set-up Panels Assign a Peer Mentor Onboarding Set-up Panels Assign a Peer Mentor Onboarding Set-up Panels Assign a Peer Mentor Assign a Peer Mentor Onboarding Set-up Panels New Hire Data Collection Panels New Hire Data Collection Panels New Hire Data Collection Panels New Hire Data Collection Panels New Hire Data Collection Panels New Hire Data Collection Panels New Hire Data Verification Panels New Hire Data Verification Panels E-Verify Panels E-Verify Panels XB Functionality in Everyday Speak 2 Simple Steps (required) 1 2 One last review of Payroll data is data entered during reviewed for recruitment. accuracy and saved to EC and ECP.
  • CONFIDENTIAL EMPLOYEE EXIT INTERVIEW FORM Date: Name

    CONFIDENTIAL EMPLOYEE EXIT INTERVIEW FORM Date: Name

    CONFIDENTIAL EMPLOYEE EXIT INTERVIEW FORM Date: Name: Security Social Number: Location/Department: Supervisor: Hire Date: Termination Date: Starting Position: Ending Position: Starting Salary: Ending Salary: PART l: REASONS FOR LEAVING More than one reason may be given if appropriate; if so, circle primary reason. RESIGNATION Took another position Dissatisfaction with salary Pregnancy/home/family needs Dissatisfaction with type of work Poor health/physical disability Dissatisfaction with supervisor Relocation to another city Dissatisfaction with co-workers Travel difficulties Dissatisfaction with working conditions To attend school Dissatisfaction with benefits Other (specify) LAID OFF RETIREMENT Lack of work Voluntary retirement Abolition of position Disability retirement Lack of funds Regular retirement Other (specify) Plans After Leaving 08/24/10 Page 1 of 3 PART ll: COMMENTS/SUGGESTIONS FOR IMPROVEMENT We are interested in what our employees have to say about their work experience with the University. Please complete this form. 1. What did you like most about your job? 2. What did you like least about your job? 3. How did you feel about the pay and benefits? Excellent Good Fair Poor Rate of pay for your job Paid holidays Paid vacations Retirement plan Medical coverage for self Medical coverage for dependents Life insurance Sick leave 4. How did you feel about the following: Very Slightly Slightly Very Satisfied Satisfied Neutral Dissatisfied Dissatisfied Opportunity to use your abilities Recognition for the work you did Training you received Your supervisor’s management methods The opportunity to talk with your supervisor The information you received on policies, programs, projects and problems The information you received on departmental structure Promotion policies and practices Discipline policies and practices Job transfer policies and practices Overtime policies and practices Performance review policies and practices Physical working conditions 08/24/10 Page 2 of 3 COMMENTS: 5.
  • WHISTLE BLOWING and WHISTLE BLOWER PROTECTION in the SOUTH AFRICAN PUBLIC SECTOR by NATASJA HOLTZHAUSEN Submitted in Accordance

    WHISTLE BLOWING and WHISTLE BLOWER PROTECTION in the SOUTH AFRICAN PUBLIC SECTOR by NATASJA HOLTZHAUSEN Submitted in Accordance

    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Unisa Institutional Repository WHISTLE BLOWING AND WHISTLE BLOWER PROTECTION IN THE SOUTH AFRICAN PUBLIC SECTOR by NATASJA HOLTZHAUSEN Submitted in accordance with the requirements for the degree of DOCTOR OF LITERATURE AND PHILOSOPHY in the subject PUBLIC ADMINISTRATION at the UNIVERSITY OF SOUTH AFRICA PROMOTER: PROF CJ AURIACOMBE JOINT PROMOTER: PROF EC STRÖH JUNE 2007 DECLARATION Student number: 3511-240-9 I declare that WHISTLE BLOWING AND WHISTLE BLOWER PROTECTION IN THE SOUTH AFRICAN PUBLIC SECTOR is my own work and that all the sources that I have used or quoted have been indicated and acknowledged by means of complete references. ……………………………………… ………………………….. SIGNATURE DATE MS NATASJA HOLTZHAUSEN ii ACKNOWLEDGEMENTS When one starts with this process, nothing can prepare one for the magnitude of completing a thesis. The never ending hours and sifting through countless sources and interviews are only made bearable by the knowledge that this time will come to an end. I would be ungrateful if I were not to express my appreciation to the various individuals who were part of this journey: • Professor Christelle Auriacombe for her dedication, constant support and specialist knowledge on whistle blowing and research. I could not have asked for a better promoter and mentor. • Professor Eddie Ströh for his technical excellence, kindness and patience. • Mrs H Napaai (subject librarian) for the innumerable searches and the gathering of material. • Ms Leona Labuschagne for the outstanding language editing. • The Research Committee of the Faculty of Humanities, Tshwane University of Technology for financial support.
  • Wendell C. Taylor, Phd, Mph

    Wendell C. Taylor, Phd, Mph

    Taylor 1 WENDELL C. TAYLOR, PHD, MPH CURRENT POSITION AND ADDRESS Associate Professor (with Tenure) of Health Promotion and Behavioral Sciences Department of Health Promotion and Behavioral Sciences Center for Health Promotion and Prevention Research The University of Texas Health Science Center at Houston School of Public Health 7000 Fannin Street, Suite 2670 Houston, Texas 77030 Telephone: 713.500.9635 Fax: 713.500.9602 E-mail: [email protected] EDUCATION Institution Degree Date Conferred Field of Study The University of Texas Health MPH 1989 Community Health Science Center at Houston Practice School of Public Health Houston, TX (Postdoctoral Fellow: 1987–89) Arizona State University PhD 1984 Social Psychology Tempe, AZ Eastern Washington University MS 1974 Psychology Cheney, WA Grinnell College AB 1972 Psychology Grinnell, IA PROFESSIONAL EXPERIENCE 09/2009–Present Admissions Officer Department of Health Promotion and Behavioral Sciences The University of Texas Health Science Center at Houston School of Public Health Houston, TX 09/1999–Present Associate Professor (with Tenure) of Health Promotion and Behavioral Sciences Department of Health Promotion and Behavioral Sciences Center for Health Promotion and Prevention Research The University of Texas Health Science Center at Houston School of Public Health Houston, TX October 3, 2019 Taylor 2 09/1999–09/2001 Convener of Behavioral Sciences Discipline The University of Texas Health Science Center at Houston School of Public Health Houston, TX 09/91–08/99 Assistant Professor
  • Exit Interview Survey

    Exit Interview Survey

    University of Southern Maine Exit Interview As a recently separated University employee, you are a valuable source of information regarding work conditions during your employment. We hope that you will be candid with your answers so we may gain from your experience with the University. Thank you very much for your time and support. Name: _________________________________________________ Date: ____________________ Hire date: _____________________ End date: ____________________ Most recent Department: ____________________________ Job title: ______________________________________ Supervisor: _____________________________________________ Classified Professional Faculty Part-time Full-time Please indicate your primary reason for joining USM: Benefits Career Advancement Unemployed and needed a job Salary Tuition Waiver Reputation as a good place to work Other _________________ Please read each of the following questions and respond according to your personal experiences at USM. Below each question is space to explain any items. 1. USM’s benefits program met my needs: Strongly Agree Agree Neutral Disagree Strongly Disagree Comments: ________________________________________________________________________________ 2. My salary was competitive: Strongly Agree Agree Neutral Disagree Strongly Disagree Comments: ________________________________________________________________________________ 3. I was satisfied with my performance management process: Strongly Agree Agree Neutral Disagree Strongly Disagree Comments: ________________________________________________________________________________
  • 2018 Exit Interview Report Hutt International Boys School April 2016

    2018 Exit Interview Report Hutt International Boys School April 2016

    Address: 118 Woburn Road Phone: 045664177 www.game.school.nz Lower Hutt 0275664177 [email protected] Director: Bryan Gwilliam B.Ed., M.Ed.Admin. (Hons), Dip.Teach. __________________________________________________________________________________ 2018 Exit Interview Report Hutt International Boys School April 2016 BACKGROUND Hutt International Boys School was interested in seeking the views of parents of departing students to determine a more comprehensive understanding of some of the school’s strengths and possible areas for future development. The principal saw benefit in the engagement of an external consultant to oversee the project. This report succeeded a similar survey completed in April 2016 The specific purpose of the interviews was to determine: o The programmes and practices that have worked well for students o The programmes and practices that have not been working well o The ways the school could improve its existing programmes and practices The school was asked to provide the names and contact numbers of all families of boys who had left the school at the end of 2017. The consultant was given a comprehensive spreadsheet of 104 boys in this category. Of these only 5 were recorded to have left before the end of Year 13 (this compares with 12 in 2016). In total 31 individual parents were contacted to express their views about the school. The interviews were conducted during February / March 2018 when a randomly selected parent of each boy was contacted by phone. Although it was mothers who usually responded to the interviews, there were also a good number of fathers interviewed. Phone calls ranged in length from 10 minutes to 45 minutes.
  • Exiting It Employee Offboarding Handover Checklist

    Exiting It Employee Offboarding Handover Checklist

    Exiting It Employee Offboarding Handover Checklist Corporal Charlton detoxifying no catheterisation scourges someday after Talbot qualifying shillyshally, quite caudal. If consolidativemountainous oris Colin?squeezable Is Milton Wit allowableusually irrationalise or purpose-built his chemmy after homoplastic muffle worst Ty or captions importune so rompishlygrindingly? and rapaciously, how Our team needs to use a part in employee it can call agenda and that a strategy is a miracle worker Some final project areas that attorney need please be considered are: Documentation requirements. A wedding exit is neat as adultery as a great base While an onboarding process helps an employee learns everything broke and about the moose the offboarding procedure allows both my company exercise the employee to part ways or move. We use cookies to ill you the roof experience expand our website. The employment relationship including payments handover of assets data access etc. How tight do employers have its keep benefit enrollment forms? There would serve those moments that as checklists? What is also asking an exit interviews, handover of completing benefits, we need one of a grad a number. Unpaid travel advance balances come out of linen last paycheck. 7 Things to despair on Your Termination Checklist. Add note record where HR can comment on the gravy of leaving. More diverse workforce reduction in addition, software offering severance template that? Pointing fingers is saying rude. How you voiced your handover utilities terminate them for example via email addresses associated with resources side view there are taken as seamless process final. Once an employee has left the company, wide software, preferably in writing.
  • The Challenger Disaster

    The Challenger Disaster

    Engineering Ethics Case Study: The Challenger Disaster Course No: LE3-001 Credit: 3 PDH Mark Rossow, PhD, PE, Retired Continuing Education and Development, Inc. 22 Stonewall Court Woodcliff Lake, NJ 07677 P: (877) 322-5800 [email protected] Engineering Ethics Case Study: The Challenger Disaster Mark P. Rossow, P.E., Ph.D. © 2015 Mark P. Rossow All rights reserved. No part of this work may be reproduced in any manner without the written permission of the author. 2 Preface On January 28, 1986, the Space Shuttle Challenger was destroyed in a disastrous fire shortly after liftoff. All passengers aboard the vehicle were killed. A presidential commission was formed to investigate the cause of the accident and found that the O-ring seals had failed, and, furthermore, that the seals had been recognized as a potential hazard for several years prior to the disaster. The commission’s report, Report to the President by the Presidential Commission on the Space Shuttle Challenger Accident, stated that because managers and engineers had known in advance of the O-ring danger, the accident was principally caused by a lack of communication between engineers and management and by poor management practices. This became the standard interpretation of the cause of the Challenger disaster and routinely appears in popular articles and books about engineering, management, and ethical issues. But the interpretation ignores much of the history of how NASA and the contractor’s engineers had actually recognized and dealt with the O-ring problems in advance of the disaster. When this history is considered in more detail, the conclusions of the Report to the President become far less convincing.