Workplace Health and Well-Being Strategy Report of Expert Group
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Workplace Conflict and How Businesses Can Harness It to Thrive
JULY 2008 JULY WORKPLACE CONFLICT AND HOW BUSINESSES CAN Maximizing People Performance HARNESS IT TO THRIVE United States Asia Pacific CPP, Inc. CPP Asia Pacific (CPP-AP) 369 Royal Parade Fl 7 Corporate Headquarters P.O. Box 810 1055 Joaquin Rd Fl 2 Parkville, Victoria 3052 Mountain View, CA , 94043 Tel: 650.969.8901 Australia Fax: 650.969.8608 Tel: 61.3.9342.1300 REPORT HUMAN CAPITAL Website: www.cpp.com Email: [email protected] DC Office Beijing 1660 L St NW Suite 601 Tel: 86.10.6463.0800 Washington DC 20036 Email: [email protected] Tel: 202.887.8420 Fax: 202.8878433 Hong Kong Website: www.cpp.com Tel: 852.2817.6807 Email: [email protected] Research Division 4801 Highway 61 Suite 206 India White Bear Lake, MN 55110 Tel: 91.44.4201.9547 Email: [email protected] Customer Service Product orders, inquiries, and support Malaysia Toll free: 800.624.1765 Tel: 65.6333.8481 CPP GLOBAL Tel: 650.969.8901 Email: [email protected] Email: [email protected] Shanghai Professional Services Tel: 86.21.5386.5508 Consulting services and inquiries Email: [email protected] Toll free: 800.624.1765 Tel: 650.969.8901 Singapore Website: www.cpp.com/contactps Tel: 65.6333.8481 Email: [email protected] Email: [email protected] Mexico CPP, Inc Toll free: 800.624.1765 ext 296 Email: [email protected] Maximizing People Performance WORKPLACE CONFLICT AND HOW BUSINESSES CAN HARNESS IT TO THRIVE by Jeff Hayes, CEO, CPP, Inc. FOREWORD OPP® is one of Europe’s leading business psychology firms. -
Violence Free Workplace Policy No
Sub Topic: Violence Free Workplace Policy No. 13-03 Topic: Health & Safety Employees Covered: All Employees Section: Human Resources Council Adoption Date: June 21, 2010 Effective Date: June 15, 2010 Revision No: 001 Date: July 1, 2016 CAO Approval: Date: Policy Statement & Strategic Plan Linkages The Corporation of the Town of Newmarket is committed to ensuring that all employees feel safe and secure at all times within the workplace. Maintaining a workplace that is free from violence is a responsibility of all employees as part of the health and safety Internal Responsibility System. The Town will not tolerate, ignore, or condone workplace violence and considers violence to be a serious offence. The Town policy emphasizes education, risk management, prevention and zero-tolerance for workplace violence. All employees are expected to work in a safe and respectful manner and uphold this policy as workplace violence is unacceptable at the Town of Newmarket. Purpose The purpose of this policy is to demonstrate the Town’s commitment to the Occupational Health & Safety Act by protecting employees from sources of workplace violence; to define the duties and responsibilities of the employer and employees in supporting this policy; and to address all incidents or complaints of workplace violence. The Town’s violence free workplace strategy of prevention and elimination includes a policy, program, employee instruction and hazard recognition processes. Definitions: "Workplace Violence" - Is defined as: (a) the exercise of physical force by a person against a worker, in a workplace, that causes or could cause physical injury to the worker, (b) an attempt to exercise physical force against a worker, in a workplace, that could cause physical injury to the worker, (c) a statement or behaviour that it is reasonable for a worker to interpret as a threat to exercise physical force against the worker, in a workplace, that could cause physical injury to the worker. -
Taking the First Step: Workplace Responses to Domestic and Family Violence December 2017 Nationaltable of Contents Domestic Violence Survey Respondents
Taking the first step: Workplace responses to domestic and family violence December 2017 NationalTable of contents Domestic Violence Survey Respondents Foreword 1 Executive summary 5 Introduction 8 Australian Case Studies 17 Aurizon 17 Australia Post 18 Australian Public Service 20 Autopia 21 Carlton Football Club 22 Commonwealth Bank 24 Housing Plus 25 Konica Minolta 28 Mirvac Group 29 PwC Australia 31 Queensland Government 33 Rio Tinto 35 Telstra 38 Conclusion 40 Acknowledgements 41 If you or someone you know has experienced domestic or family violence, phone 1800 RESPECT, or visit www.1800respect.org.au B | Taking the first step: Workplace responses to domestic and family violence Taking the first step: Workplace responses to domestic and family violence Foreword Violence against women is one of the most workplace and contributes to sex discrimination serious, life threatening and widespread violations at work. Data show that women who are exposed of human rights globally. In Australia, 40.8% of to intimate partner violence are employed in women have experienced some form of violence higher numbers in casual and part-time work, since the age of 15.1 Violence against women and that their earnings from formal wage work occurs in the home, in public spaces and also are 60% lower, compared to women who do not in the workplace. Across Asia, studies in Japan, experience such violence.4 Malaysia, the Philippines and the Republic of Korea show that 30 to 40% of women suffer workplace Violence against women also carries with it sexual harassment.2 Workplaces are affected significant costs, to individuals, businesses and by violence in the workplace and by family and societies. -
Managing the Distribution of Employee Workload of the Hospital Staff
IJRDO-Journal of Business Management ISSN: 2455-6661 Managing the Distribution of Employee Workload of the Hospital Staff A. Sravani Associate Professor, Department of Business Management, Sarojini Naidu Vanita Maha Vidyalaya, Exhibition Grounds, Nampally, Hyderabad – 01, Telangana State, India Email: [email protected] ABSTRACT Attracting, recruiting, motivating and retaining the workforce is the main course of action for any organisations and also the success of any organization is highly dependent on how they maintain these practices. All this happens when the organisation will be providing fruitful Compensation Packages and the most important is the way the workload is distributed. Distribution of workload cannot be burdened or overburdened to any employee associated with the organisation. More over in today's world the organizations need to be more elastic so that they are set to build up their personnel to be fit for the present competition. Therefore, organizations are required to adopt a strategy to better manage the ‘Workload of the Employees’ to satisfy the both organizational objectives in developing and employee needs of satisfaction. Volume-4 | Issue-1 | January,2018 40 IJRDO-Journal of Business Management ISSN: 2455-6661 In the total Work environment the term ‘employee workload’ refers to the managing of the workload management. Financially assisted programs are another way wherein organisation recognizes their responsibility to enlarge jobs and working conditions, including welfare programs that are admirable for the employees as well as for profitable growth of the organization. Employee workload program elements are such as – Recognition, Goodwill, Allowances, Perks, increments in the salary, Reward systems, a concern for employee job security and Job satisfying, career growth and employee participation in decision making process and so on. -
OSHA WHISTLEBLOWER STAKEHOLDER MEETING October 13, 2020 Minutes
OSHA WHISTLEBLOWER STAKEHOLDER MEETING October 13, 2020 Minutes The OSHA Whistleblower Stakeholder Meeting was called to order by Rob Swick at 1:00 pm ET on Tuesday, October 13, 2020. The meeting was held via teleconference. The following members of the public were present: NAME TITLE & ORGANIZATION Adele Abrams President, Law Office of Adele L. Abrams PC Julie Alexander Director of General Industry, Indiana Department of Labor Jesse Ashley Sr. Manager, EHS, SFC GSC Danielle Avtan Compliance Officer, PCIHIPAA Daniell Barcena N/A Kurt Barry N/A Kimberly Barsa Branch Chief, IRS Office of Chief Counsel Henry Borja Machine Union (IAM) Stores Safety Coordinator, United Airlines Skyler Bouwkamp Supervisor for Whistleblowers/Intake, IOSHA Richard Bozek Director, Environmental and Health & Safety Policy, Edison Electric Institute Michael Brannon Senior Counsel- Health, Safety and Environmental, Quanta Services, Inc. Ariel Braunstein Attorney, Morgan, Lewis & Brockius LLP Deitra Brown Assistant Clinical Director, Texas Children's Hospital Valerie Butera N/A Scott Clausen Associate, Morgan Lewis Kevin Collins Partner, Bracewell LLP Trent Cotney CEO, Cotney Construction Law, LLP Javier Diaz Assistant Attorney General, State of Alaska Department of Law April Dickerson Manager of Quality Assurance & Safety Compliance, RadNet Management, Inc. Jasmin Eapen Certified Registered Nurse Anesthetist, MD Anderson Cancer Center Justin Edwards Compliance and Career Development Manager, HVO Karen Engle Whistleblower and CSHO, Indiana Department of Labor Robert -
IBM Workload Automation: Overview Setting Job Recovery
IBM Workload Automation IBM Overview Version 9.3 SPE (Revised July 2018) IBM Workload Automation IBM Overview Version 9.3 SPE (Revised July 2018) Note Before using this information and the product it supports, read the information in “Notices” on page 83. This edition applies to version 9, release 3, modification level 0 of IBM Workload Scheduler (program number 5698-WSH) and to all subsequent releases and modifications until otherwise indicated in new editions. © Copyright IBM Corporation 1999, 2016. US Government Users Restricted Rights – Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp. © Copyright HCL Technologies Limited 2016, 2018. Contents Figures .............. vii | Hybrid Workload Automation ...... xxiv | Checking prerequisites before running a silent About this publication ........ ix | installation ............. xxiv | Automatically initializing IBM Workload What is new in this release ......... ix | Scheduler instances .......... xxv Who should read this publication ....... ix | Defining and managing IBM Workload Accessibility .............. ix | Scheduler role-based security ....... xxv Technical training ............ ix | Reply to a message for an IBM i job from Support information ............ x | Dynamic Workload Console ....... xxv How to read syntax diagrams ........ x | Automatic reply to waiting messages for an | IBM i job ............. xxvi Summary of enhancements ..... xiii | IBM Workload Scheduler Plug-in for Apache | IBM Workload Scheduler version 9.3 enhancements xiii | Oozie............... xxvi | IBM Workload Scheduler Plug-in for IBM | Running a script when a job completes ... xxvi | WebSphere MQ ............ xiv IBM Workload Scheduler for z/OS version 9.3 | IBM Workload Scheduler Plug-in for RESTful enhancements ............. xxvi | Web services............. xiv | Configuring a backup controller for disaster | IBM Workload Scheduler Plug-in for SAP | recovery ............ -
When to Rethink Your Workplace Strategy: a Road Map for Facility Managers
WHEN TO RETHINK YOUR WORKPLACE STRATEGY: A ROAD MAP FOR FACILITY MANAGERS WHITE PAPER Brittany Jones, Interior Designer WHEN TO RETHINK YOUR WORKPLACE STRATEGY: A ROAD MAP FOR FACILITY MANAGERS In recent years, corporate leadership and facility managers have embraced the office environment as a tool for increasing productivity and achieving financial objectives. Adopting an effective workplace strategy has become crucial to maximizing the potential of workspace, and with no two companies identical, a one-size-fits-all approach will not work. The result is a growing industry of workplace strategists focused on leveraging office space as an asset that enhances the employee experience, reinforces brand identity and culture, attracts talent, and ultimately results in a positive impact on the bottom line. For these reasons, investing in workplace strategy for your office is a quadruple win. WHAT IS WORKPLACE STRATEGY? company culture, and technology. When these three By definition, workplace strategy is “the dynamic “strands” carry equal weight and consideration alignment of an organization’s work patterns with the during the development of a workplace strategy, the work environment to enable peak performance and outcomes are optimal. reduce costs.1” In practice, a workplace strategy is a systematic evaluation of how space is being used in Work as we know it is evolving at a rapid rate, and it order to optimize effectiveness and efficiency in the looks nothing like it did a decade ago. As the workforce workspace.2 Workplace strategy can be thought of as changes, and the way we work changes, it’s more a three-ply cord, comprised of the built environment, important than ever for organizations to honestly assess © 2020 NELSON Workplace strategy can be thought of as a three-ply cord, comprised of the built ENVIRONMENT, company CULTURE, and TECHNOLOGY. -
AGENDA Page 1 Toronto Public Library Board Meeting No. 11
AGENDA Page 1 Toronto Public Library Board Meeting No. 11: Monday, December 12, 2016, 6:00 p.m. to 7:15 p.m. Toronto Reference Library, Board Room, 789 Yonge Street, Toronto The Chair and members gratefully acknowledge that the Toronto Public Library Board meets on the traditional territory of the Mississaugas of New Credit First Nation, the Haudenasaunee, the Huron-Wendat and home to many diverse Indigenous peoples. Members: Mr. Ron Carinci (Chair) Ms. Sue Graham-Nutter Ms. Lindsay Colley (Vice Chair) Mr. Dianne LeBreton Councillor Paul Ainslie Mr. Strahan McCarten Councillor Christin Carmichael Greb Mr. Ross Parry Councillor Sarah Doucette Ms. Archana Shah Councillor Mary Fragedakis Ms. Eva Svec Closed Meeting Requirements: If the Toronto Public Library Board wants to meet in closed session (privately), a member of the Board must make a motion to do so and give the reason why the Board has to meet privately (Public Libraries Act, R.S.O. 1990, c. P.44, s. 16.1). 1. Call to Order 2. Declarations of Conflicts of Interest 3. Approval of Agenda 4. Confirmation of November 21, 2016 Toronto Public Library Board Meeting Minutes 5. Approval of Consent Agenda Items All Consent Agenda Items (*) are considered to be routine and are recommended for approval by the Chair. They may be enacted in one motion or any item may be held for discussion. 6. Business Arising from the Minutes *7. City Librarian’s Report *8. Communications AGENDA Page 2 Toronto Public Library Board Meeting No. 11: Monday, December 12, 2016, 6:00 p.m. to 7:15 p.m. -
Workload Management Systematic Review
DECEMBER 2017 EVIDENCE REVIEW 207 EVIDENCE REVIEW Workload management Systematic review A review of measurement and intervention approaches to organisational workload management Dr Beth Costa CONTENTS Acknowledgements 4 Executive summary 5 Background and Scope 5 Method 5 Key findings 5 Key implications 5 Introduction 7 Review Questions and Scope 8 Method 9 Part 1. Workload assessment methods 9 Part 2. Workload management interventions 9 Data synthesis 9 Findings 11 Part 1. Workload assessment methods 11 HSE Management Standards Indicator tool: a psychosocial risk screening tool 12 The Nursing Activities Score: a job analysis tool 12 Summary 13 Part 2. Workload management interventions 13 Participatory Risk Management Work Stress intervention: an evidence based participatory workplace intervention27 16 Key factors for consideration when implementing interventions 18 Implications 19 Workload assessment methods 19 Workload management interventions 19 Conclusion 20 References 21 Appendices 23 Appendix 1. Literature search process and study classification 23 Appendix 2. Workload assessment methods 24 Appendix 3. Workload management intervention study characteristics 26 LIST OF TABLES Table 1. Characteristics of employee workload assessment methods 11 Table 2. Characteristics of employee workload management interventions 14 Evidence Review 207 / 2 Table 3. Strength of the evidence in support of intervention types based on study design and quality 14 Table 4. Summary of published results of intervention studies 15 LIST OF FIGURES 4 The modified extended Job-Demands Resources model 7 PRISMA diagram showing search process for identifying studies of workload management interventions 10 Evidence Review 207 / 3 ACKNOWLEDGEMENTS This report has been prepared for WorkSafe Victoria (WSV). The Institute of Safety, Compensation and Recovery Research (ISCRR) would like to acknowledge WSV and members of the consultation group for their assistance and collaboration throughout the development of this evidence review. -
Whistleblower Protections for Federal Employees
Whistleblower Protections for Federal Employees A Report to the President and the Congress of the United States by the U.S. Merit Systems Protection Board September 2010 THE CHAIRMAN U.S. MERIT SYSTEMS PROTECTION BOARD 1615 M Street, NW Washington, DC 20419-0001 September 2010 The President President of the Senate Speaker of the House of Representatives Dear Sirs and Madam: In accordance with the requirements of 5 U.S.C. § 1204(a)(3), it is my honor to submit this U.S. Merit Systems Protection Board report, Whistleblower Protections for Federal Employees. The purpose of this report is to describe the requirements for a Federal employee’s disclosure of wrongdoing to be legally protected as whistleblowing under current statutes and case law. To qualify as a protected whistleblower, a Federal employee or applicant for employment must disclose: a violation of any law, rule, or regulation; gross mismanagement; a gross waste of funds; an abuse of authority; or a substantial and specific danger to public health or safety. However, this disclosure alone is not enough to obtain protection under the law. The individual also must: avoid using normal channels if the disclosure is in the course of the employee’s duties; make the report to someone other than the wrongdoer; and suffer a personnel action, the agency’s failure to take a personnel action, or the threat to take or not take a personnel action. Lastly, the employee must seek redress through the proper channels before filing an appeal with the U.S. Merit Systems Protection Board (“MSPB”). A potential whistleblower’s failure to meet even one of these criteria will deprive the MSPB of jurisdiction, and render us unable to provide any redress in the absence of a different (non-whistleblowing) appeal right. -
Safety Performance on 20 Construction Sites in Dublin
Technological University Dublin ARROW@TU Dublin Masters Science 2004-01-01 Safety Performance on 20 Construction Sites in Dublin Paul McEvoy Technological University Dublin Follow this and additional works at: https://arrow.tudublin.ie/scienmas Part of the Environmental Health Commons Recommended Citation McEvoy, P. (2004)Safety Performance on 20 Construction Sites in Dublin. Masters dissertation. Masters dissertation. Technological University Dublin. doi:10.21427/D7KP58 This Theses, Masters is brought to you for free and open access by the Science at ARROW@TU Dublin. It has been accepted for inclusion in Masters by an authorized administrator of ARROW@TU Dublin. For more information, please contact [email protected], [email protected]. This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License Safety Performance on Twenty Construction Sites in Dublin Paul Mc Evoy Dublin Institute of Technology M Phil Thesis 2007 Safety Performance on Twenty Construction Sites in Dublin Paul Mc Evoy Dublin Institute of Technology Supervisor, Mr. Victor Hrymak Food Science & Environmental Health, Cathal Brugha Street 2007 Abstract The aim of this research was to assess factors affecting safety performance on twenty apartment construction sites in Dublin using qualitative and quantitative risk assessment techniques. The quantitative techniques involved observing compliance with recommended safety procedures. The qualitative techniques involved an assessment of site safety management documentation and semi structured interviews with site management regarding site safety procedures. The field work was carried out between November 2003 and October 2004. The results showed that five sites out of twenty had high standards of safety and prevented all possible falls from heights. -
State of the Nation's Children 2006
State of the Nation’s Children Ireland 2006 State of the Nation’s Children Ireland 2006 Office of the Minister for Children Copyright © Minister for Health and Children 2006 Office of the Minister for Children St. Martin’s House Waterloo Road Dublin 4 Tel: +353 (0)1 242 0000 Fax: +353 (0)1 664 1929 E-mail: [email protected] Web: www.omc.gov.ie Published by The Stationery Office, Dublin ISBN: 0755774779 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission in writing of the copyright holder. For rights of translation or reproduction, applications should be made to the Head of Communications, Office of the Minister for Children, St. Martin’s House, Waterloo Road, Dublin 4, Ireland. FOrewOrd As Minister for Children, it is my great pleasure to publish the first State of the Nation’s Children report. This report fulfils a commitment in the National Children’s Strategy to the publication of a regularly updated statement of key indicators of children’s well-being. As the first such report on children in Ireland, it provides us with a benchmark for the future and gives us a clear picture of the progress we have made and the challenges that lie ahead. The report is an important resource for all those who seek to understand the experience of childhood in Ireland. It covers many different aspects of children’s lives, including their health, behavioural and educational outcomes, their relationships with their parents and their friends, and the services available to and accessed by them.