2. Chapter II
The work and the work Place
a. History/Meaning/Perception of
Work/Work Place
b. Factors that affect work
c. The worker and the employert
1. Duties
2. Disagreement
d. Hallmark Self-Assesmennt Test
e. Ethical Standards in the Workplace
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3. Organizational change can be unsettling
for everyone concerned. See how improving
communication can help make mergers,
takeovers and other business transformation a
more positive experience. And how staying
connected can make a huge difference to
outcomes
4. 1.1. The Work
a. how it will affect them
b. reason for the change
c. Good communication
5. Here are a few tips on how to stay connected
when your organization is changing.
a. Make announcements at the right time
b. Don’t ignore rumors
c. Make announcements in the right way
d. Be prepared to answer questions
e. Stay connected throughout the changes
f. Keep your team leaders up to speed
g. Rebuild your teams
7. Factors:
To meet “satisfactory” or “exceeds” performance goals, an
employee should have:
Ability The capacity to learn and perform the tasks required
Standards Expectations to achieve and guidelines by which to achieve them
Knowledge and Skill The information and expertise necessary to perform the job
Feedback
Feedback from management that effectively communicates the
status of the person’s performance, based on measurable
guidelines and tools
Environment
Acceptable working conditions, such as enough time and
equipment to perform the job effectively
Motivation Incentives in place that positively reinforce good performance
9. 1. Employers have duties under
health and safety law to assess risks
in the workplace. Risk assessments
should be carried out that address all
risks that might cause harm in your
workplace.
10. 2. Employers must give you information about
the risks in your workplace and how you are
protected, also instruct and train you on how to
deal with the risks.
3. Employers must consult employees on health
and safety issues. Consultation must be either
direct or through a safety representative that is
either elected by the workforce or appointed by
a trade union.
14. Just being a good person with high
ethical standards may not always be
enough to make the tough choices that
can arise in the workplace, especially
when matters are clouded by mixed or
conflicting ethical dilemmas. However,
the nature of a position in the loss
prevention field relies on our ability to
make the right ethical decisions at the
right times and earn the respect of our
fellow employees.
15. As a loss prevention professional,
you possess a tremendous amount
of responsibility and authority.
Above and beyond your obligations
to protect company assets, reduce
shortage and enhance profits, you
are expected to set an ethical
example for others to follow.
16. Your attitudes and conduct must be
aboveboard in the eyes of all of
those with whom you work.
17. But true growth must be built on a
solid foundation. Especially when we
consider the pace of change, we find that
success is largely based on the refinement
of the fundamental principles that anchor
our skills and our decision making. By
expanding on our foundation of
knowledge, we give ourselves a stronger
and more stable base to build upon. By
capitalizing on opportunities to enhance
our knowledge and education, we are
making an investment in our own future.
