Organizations don't understand PSR and less what to do about it. But what if you could turn the problem and eliminate the risk by focusing on the opportunity. The flip side of PSR is Employee Engagement and performance.
Made public from McLean & Company, Dr. Dalton Kehoe contributes to build evidence-based HR practices that work with the brain, not against it, to gain credibility with stakeholders and drive business results.
Workplace bullying negatively impacts business profits and productivity. It costs businesses billions annually due to decreased work effort, quality and commitment from targets, increased sick leave and turnover, high legal and HR costs, and reputational damage. Eliminating bullying improves team productivity, performance and morale while reducing costs. The opportunity cost of failing to address bullying outweighs any temporary benefits a bully may provide.
Safety Symposium Training And Risk Management For Psychological InjuryKeryl Egan
This document discusses training and risk management for psychological injury in the workplace. It defines stress and bullying, and outlines their costs such as increased absenteeism, turnover, and workers' compensation claims. The document presents models for assessing stress levels and change management. It recommends a multi-level intervention approach including strengthening organizational processes, culture, and individual support. Case studies demonstrate reduced stress and cost savings from proactive prevention programs over reactive measures.
Influencer by Al Switzler & Co describes how to engender a behavioral change in people and organisations. This entails actions in 6 fields. This document provides an overview
This document summarizes tips for cultivating innovation in organizations. It discusses that innovation requires continual evolution and balancing investment with potential outcomes. It recommends hiring people with innovative traits like imagination and contrarian thinking. It also emphasizes having a structured thought process for innovation with defined steps like problem definition, idea generation and selection, and execution. Leaders must provide the right combination of people, processes and focus to foster an innovative workplace.
White paper top 5 hr compliance concerns for small businessReadWrite
This white paper discusses the top 5 HR compliance concerns for small businesses.
1) Small businesses are often not properly addressing exposure to workplace litigation like discrimination and harassment lawsuits.
2) Keeping up with changing benefits regulations and laws can be challenging for small businesses.
3) Small businesses often lack qualified HR guidance to properly handle policies, procedures, and legal issues.
4) Paperwork administration for hiring, benefits enrollment, and other processes can result in errors without proper systems.
5) HR functions like payroll and benefits recordkeeping need coordination but may involve multiple vendors for small businesses.
Neuroscience shows why numbers-based HR management is obsolete. And watch the video “How Your Brain Responds to Performance Rankings”: http://youtu.be/XrnfSeMXSO0
Made public from McLean & Company, Dr. Dalton Kehoe contributes to build evidence-based HR practices that work with the brain, not against it, to gain credibility with stakeholders and drive business results.
Workplace bullying negatively impacts business profits and productivity. It costs businesses billions annually due to decreased work effort, quality and commitment from targets, increased sick leave and turnover, high legal and HR costs, and reputational damage. Eliminating bullying improves team productivity, performance and morale while reducing costs. The opportunity cost of failing to address bullying outweighs any temporary benefits a bully may provide.
Safety Symposium Training And Risk Management For Psychological InjuryKeryl Egan
This document discusses training and risk management for psychological injury in the workplace. It defines stress and bullying, and outlines their costs such as increased absenteeism, turnover, and workers' compensation claims. The document presents models for assessing stress levels and change management. It recommends a multi-level intervention approach including strengthening organizational processes, culture, and individual support. Case studies demonstrate reduced stress and cost savings from proactive prevention programs over reactive measures.
Influencer by Al Switzler & Co describes how to engender a behavioral change in people and organisations. This entails actions in 6 fields. This document provides an overview
This document summarizes tips for cultivating innovation in organizations. It discusses that innovation requires continual evolution and balancing investment with potential outcomes. It recommends hiring people with innovative traits like imagination and contrarian thinking. It also emphasizes having a structured thought process for innovation with defined steps like problem definition, idea generation and selection, and execution. Leaders must provide the right combination of people, processes and focus to foster an innovative workplace.
White paper top 5 hr compliance concerns for small businessReadWrite
This white paper discusses the top 5 HR compliance concerns for small businesses.
1) Small businesses are often not properly addressing exposure to workplace litigation like discrimination and harassment lawsuits.
2) Keeping up with changing benefits regulations and laws can be challenging for small businesses.
3) Small businesses often lack qualified HR guidance to properly handle policies, procedures, and legal issues.
4) Paperwork administration for hiring, benefits enrollment, and other processes can result in errors without proper systems.
5) HR functions like payroll and benefits recordkeeping need coordination but may involve multiple vendors for small businesses.
Neuroscience shows why numbers-based HR management is obsolete. And watch the video “How Your Brain Responds to Performance Rankings”: http://youtu.be/XrnfSeMXSO0
Neurocoaching Institute Behavior Based Safety CultureLuis Gaviria
This document discusses creating a positive safety culture through leadership, coaching, and focusing on meaning and purpose. It contains the following key points:
1. Safety culture is influenced by leadership, worker involvement, measurement systems, observation, communication, and continuous improvement.
2. Effective leadership involves setting limits, applying correction, eliciting the best in people, conveying trust, and promoting loyalty and action.
3. Coaching can influence attitudes, take advantage of leadership, go from boss to leader, and improve morale, development, safety, and profits.
4. Focusing on meaning, purpose, and increasing focus through coaching can help reduce accidents and increase good results.
This document discusses five top ethical issues in human resources. Retaliation is identified as the number one issue because without protections against retaliation, employees have no way to address wrongdoings and the company is at risk of lawsuits and losing good employees. The document then focuses on retaliation in more detail, outlining best practices for preventing retaliation and addressing complaints. Age discrimination is the second issue discussed, noting its prevalence and the consequences it has on employee commitment and productivity. Violation of privacy, nepotism/favoritism, and hiring illegal immigrants are also listed as major ethical concerns for human resources.
VaLUENTiS Nicholas J Higgins 12 Key Differentiators of Leader-Managers 02-2014njhceo01
This document discusses the key traits that differentiate good "Leader-Managers" from average ones. It identifies 12 traits of good Leader-Managers, including having high self-awareness, treating employees as organizational assets, being proactive, having people management knowledge, prioritizing clear communication, and viewing their management role as a privilege rather than a right. Average managers are more likely to have limitations in these areas, such as treating employees as their own resource and being reactive rather than proactive. The document emphasizes that ensuring all Leader-Managers exhibit these traits is important for optimizing employee engagement.
The document summarizes a presentation about organizational development and preventing organizational failure. The presentation covers topics like defining an organization's purpose, challenges in today's business landscape, a model for the lifecycle of entrepreneurs, ventures and organizations, and a model for stakeholders' attention deficit disorder that can affect organizations. It also discusses intervention strategies to address issues and how to sustain success through mentoring and engagement.
It is paramount that retirement income systems and the advisers, trustees and other fiduciaries responsible for their management strike a fine balance between individual freedom and subtle nudges or paternalistic interventions.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- 7 in 10 HR professionals said personal financial challenges had some or large impact on employee performance, especially increasing stress and decreasing ability to focus.
- 38% of HR professionals saw more financial challenges now compared to 2007, and 23% saw more challenges than 12 months ago.
- 57% of organizations provide some financial education, with retirement and financial counseling being most common. Baby Boomers and Gen X participate most.
This research examines how overconfidence and heuristic biases can influence executive judgment within the context of private equity. It takes an interdisciplinary approach, drawing on strategic management, psychology, and organizational behavior to understand managerial decision-making. The study forms conjectures and proposes recommendations for good practice in private equity decision-making, as well as ideas for further research.
This document discusses strategies for dealing with abrasive leaders and managers. It defines an abrasive leader as someone whose behavior causes emotional distress and disruptions. Left unchecked, abrasive leadership can negatively impact employee satisfaction, retention, and productivity. However, research shows that most abrasive leaders are unaware of how their behavior affects others and act out of fear and a need to assert control. The document recommends a multi-step process for consultants to address abrasive leadership, which involves gathering feedback, making the leader aware of the impact, setting expectations for change, offering help through coaching, and escalating involvement of HR if needed. The goal is to change the leader's behavior for the benefit of all while also retaining their technical skills.
PM 201: Emotional Intelligence for Project ManagersNERUG
One of our key learning objectives is to help project managers understand the importance and balance of SMART with HEART. Both are major components of Emotional Intelligence (EQ). We will discuss where Emotional Intelligence is required in order to manage change effectively, lead others to the vision, and produce the desired results. We will review the history of EQ theory, the evolution of EQ models, measurement techniques to assess your EQ, and how to form a cohesive team using the five basic behaviors. Recognizing and facing the different types/maturity levels in EQ can and will lead to a smoother project.
Motivation in software project developmentTilakpoudel2
1. The document discusses motivation in the context of a presentation about motivating project teams. It defines motivation and discusses theories of intrinsic and extrinsic motivation.
2. Maintaining motivation throughout a project's lifecycle is important for project success. Poor support from management and internal conflicts can demotivate teams.
3. Some initiatives that can motivate people include setting goals, promoting innovation, celebrating wins, setting a good example, and identifying how the project aligns with personal goals. Fostering organic team development and group problem solving can also boost motivation.
The document discusses leveraging the aging workforce. It notes that average life expectancy has increased by over 17 years since retirement ages were originally set, meaning people can work longer. Both mandatory retirement is now banned and patterns of work have changed, with many seniors continuing to work part-time or consult. While there are challenges to an aging workforce like skills upgrades, benefits can include experience and loyalty. The document argues for flexible work arrangements, ongoing training, and compensation based on performance rather than solely on seniority to help retain older workers.
How Opinion About Job Performance Becomes FactMiqui Mel
This document discusses the challenges in accurately measuring corporate and executive performance to determine compensation. It summarizes interviews with business leaders, academics, and commentators who express doubt that any single executive can be largely responsible for corporate success, which depends on many factors including market conditions, competitors, existing brand strength, and work of other employees. While luck and circumstances may influence perceptions of performance, some argue shareholders can reasonably assess expectations and impact of other factors when evaluating executives. Overall it casts doubt on automatically attributing corporate results solely to executives in justifying high pay.
The document discusses considerations for small businesses when hiring employees. It covers deciding when to hire an employee, defining job roles, writing job descriptions, attracting and evaluating candidates, selecting the right hire, training employees, rewarding and compensating employees, and managing ownership and dividends when there are family business partners involved. The key aspects of setting up an employee program for a small business are planning job roles, writing thorough job descriptions, developing fair hiring and review processes, providing training, and establishing clear compensation and ownership structures.
Changing a corporate safety culture requires systemic engagement from leadership down to employees and can't be accomplished through rhetoric alone. Leaders who try to change the culture solely on their own or without input from others will only create compliance, not real culture change. The article recommends complementing the existing culture rather than trying to overhaul it. It suggests identifying informal influencers, having safety conversations to understand subcultures, and instilling safety as a value through behaviors modeled by leaders and repeated by all employees. Focus on a few key behaviors at a time that fit the current culture and reinforce them until they become routine.
The document discusses various topics related to creativity, motivation, leadership, and innovation. It defines creativity as the reorganization of experience into new configurations. It also discusses factors that enhance creativity like brainstorming and synectics. Regarding motivation, it summarizes several theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. For leadership, it outlines trait, behavioral, and contingency theories. It also defines leadership and discusses core leadership skills.
1. Effective leadership can have a significant impact on key organizational outcomes such as turnover, customer satisfaction, and financial performance. Great leaders, in particular, can produce twice the impact of good leaders.
2. Traditional leadership development focuses on fixing weaknesses, but research shows building strengths is more impactful. Having multiple strengths can raise a leader's effectiveness to the 81st percentile.
3. Certain combinations of strengths, like driving results and strong interpersonal skills, are especially powerful. Non-linear development approaches that leverage strengths may provide a new path to leadership growth.
Attraction, recruitment and selection. How can we take unconscious bias out o...Binna Kandola
Gaining access to an organisation can be a challenge to visible minorities. That’s why, whether it be facilitating access to influential networks, curbing discrimination in the shortlisting process or improving interview practice, we must ensure recruitment and selection processes are fair. Learn more about how you can make this happen.
Neurocoaching Institute Behavior Based Safety CultureLuis Gaviria
This document discusses creating a positive safety culture through leadership, coaching, and focusing on meaning and purpose. It contains the following key points:
1. Safety culture is influenced by leadership, worker involvement, measurement systems, observation, communication, and continuous improvement.
2. Effective leadership involves setting limits, applying correction, eliciting the best in people, conveying trust, and promoting loyalty and action.
3. Coaching can influence attitudes, take advantage of leadership, go from boss to leader, and improve morale, development, safety, and profits.
4. Focusing on meaning, purpose, and increasing focus through coaching can help reduce accidents and increase good results.
This document discusses five top ethical issues in human resources. Retaliation is identified as the number one issue because without protections against retaliation, employees have no way to address wrongdoings and the company is at risk of lawsuits and losing good employees. The document then focuses on retaliation in more detail, outlining best practices for preventing retaliation and addressing complaints. Age discrimination is the second issue discussed, noting its prevalence and the consequences it has on employee commitment and productivity. Violation of privacy, nepotism/favoritism, and hiring illegal immigrants are also listed as major ethical concerns for human resources.
VaLUENTiS Nicholas J Higgins 12 Key Differentiators of Leader-Managers 02-2014njhceo01
This document discusses the key traits that differentiate good "Leader-Managers" from average ones. It identifies 12 traits of good Leader-Managers, including having high self-awareness, treating employees as organizational assets, being proactive, having people management knowledge, prioritizing clear communication, and viewing their management role as a privilege rather than a right. Average managers are more likely to have limitations in these areas, such as treating employees as their own resource and being reactive rather than proactive. The document emphasizes that ensuring all Leader-Managers exhibit these traits is important for optimizing employee engagement.
The document summarizes a presentation about organizational development and preventing organizational failure. The presentation covers topics like defining an organization's purpose, challenges in today's business landscape, a model for the lifecycle of entrepreneurs, ventures and organizations, and a model for stakeholders' attention deficit disorder that can affect organizations. It also discusses intervention strategies to address issues and how to sustain success through mentoring and engagement.
It is paramount that retirement income systems and the advisers, trustees and other fiduciaries responsible for their management strike a fine balance between individual freedom and subtle nudges or paternalistic interventions.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- 7 in 10 HR professionals said personal financial challenges had some or large impact on employee performance, especially increasing stress and decreasing ability to focus.
- 38% of HR professionals saw more financial challenges now compared to 2007, and 23% saw more challenges than 12 months ago.
- 57% of organizations provide some financial education, with retirement and financial counseling being most common. Baby Boomers and Gen X participate most.
This research examines how overconfidence and heuristic biases can influence executive judgment within the context of private equity. It takes an interdisciplinary approach, drawing on strategic management, psychology, and organizational behavior to understand managerial decision-making. The study forms conjectures and proposes recommendations for good practice in private equity decision-making, as well as ideas for further research.
This document discusses strategies for dealing with abrasive leaders and managers. It defines an abrasive leader as someone whose behavior causes emotional distress and disruptions. Left unchecked, abrasive leadership can negatively impact employee satisfaction, retention, and productivity. However, research shows that most abrasive leaders are unaware of how their behavior affects others and act out of fear and a need to assert control. The document recommends a multi-step process for consultants to address abrasive leadership, which involves gathering feedback, making the leader aware of the impact, setting expectations for change, offering help through coaching, and escalating involvement of HR if needed. The goal is to change the leader's behavior for the benefit of all while also retaining their technical skills.
PM 201: Emotional Intelligence for Project ManagersNERUG
One of our key learning objectives is to help project managers understand the importance and balance of SMART with HEART. Both are major components of Emotional Intelligence (EQ). We will discuss where Emotional Intelligence is required in order to manage change effectively, lead others to the vision, and produce the desired results. We will review the history of EQ theory, the evolution of EQ models, measurement techniques to assess your EQ, and how to form a cohesive team using the five basic behaviors. Recognizing and facing the different types/maturity levels in EQ can and will lead to a smoother project.
Motivation in software project developmentTilakpoudel2
1. The document discusses motivation in the context of a presentation about motivating project teams. It defines motivation and discusses theories of intrinsic and extrinsic motivation.
2. Maintaining motivation throughout a project's lifecycle is important for project success. Poor support from management and internal conflicts can demotivate teams.
3. Some initiatives that can motivate people include setting goals, promoting innovation, celebrating wins, setting a good example, and identifying how the project aligns with personal goals. Fostering organic team development and group problem solving can also boost motivation.
The document discusses leveraging the aging workforce. It notes that average life expectancy has increased by over 17 years since retirement ages were originally set, meaning people can work longer. Both mandatory retirement is now banned and patterns of work have changed, with many seniors continuing to work part-time or consult. While there are challenges to an aging workforce like skills upgrades, benefits can include experience and loyalty. The document argues for flexible work arrangements, ongoing training, and compensation based on performance rather than solely on seniority to help retain older workers.
How Opinion About Job Performance Becomes FactMiqui Mel
This document discusses the challenges in accurately measuring corporate and executive performance to determine compensation. It summarizes interviews with business leaders, academics, and commentators who express doubt that any single executive can be largely responsible for corporate success, which depends on many factors including market conditions, competitors, existing brand strength, and work of other employees. While luck and circumstances may influence perceptions of performance, some argue shareholders can reasonably assess expectations and impact of other factors when evaluating executives. Overall it casts doubt on automatically attributing corporate results solely to executives in justifying high pay.
The document discusses considerations for small businesses when hiring employees. It covers deciding when to hire an employee, defining job roles, writing job descriptions, attracting and evaluating candidates, selecting the right hire, training employees, rewarding and compensating employees, and managing ownership and dividends when there are family business partners involved. The key aspects of setting up an employee program for a small business are planning job roles, writing thorough job descriptions, developing fair hiring and review processes, providing training, and establishing clear compensation and ownership structures.
Changing a corporate safety culture requires systemic engagement from leadership down to employees and can't be accomplished through rhetoric alone. Leaders who try to change the culture solely on their own or without input from others will only create compliance, not real culture change. The article recommends complementing the existing culture rather than trying to overhaul it. It suggests identifying informal influencers, having safety conversations to understand subcultures, and instilling safety as a value through behaviors modeled by leaders and repeated by all employees. Focus on a few key behaviors at a time that fit the current culture and reinforce them until they become routine.
The document discusses various topics related to creativity, motivation, leadership, and innovation. It defines creativity as the reorganization of experience into new configurations. It also discusses factors that enhance creativity like brainstorming and synectics. Regarding motivation, it summarizes several theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. For leadership, it outlines trait, behavioral, and contingency theories. It also defines leadership and discusses core leadership skills.
1. Effective leadership can have a significant impact on key organizational outcomes such as turnover, customer satisfaction, and financial performance. Great leaders, in particular, can produce twice the impact of good leaders.
2. Traditional leadership development focuses on fixing weaknesses, but research shows building strengths is more impactful. Having multiple strengths can raise a leader's effectiveness to the 81st percentile.
3. Certain combinations of strengths, like driving results and strong interpersonal skills, are especially powerful. Non-linear development approaches that leverage strengths may provide a new path to leadership growth.
Attraction, recruitment and selection. How can we take unconscious bias out o...Binna Kandola
Gaining access to an organisation can be a challenge to visible minorities. That’s why, whether it be facilitating access to influential networks, curbing discrimination in the shortlisting process or improving interview practice, we must ensure recruitment and selection processes are fair. Learn more about how you can make this happen.
Penjelasan seni kriya secara umum dari berbagai aspeknya dan penjelasan salah satu contoh karya seni rupa kriya dari wilayah Nusantara yaitu Papua, berupa patung Mbis.
The document discusses spas, their purpose, and spa parts and accessories. It begins with an introduction to spas, explaining they are used for non-medical treatments like aromatherapy and massage. It then discusses why people need spas, noting they provide relaxation and stress relief. The document outlines various spa parts and accessories like pumps, motors, and control panels. It concludes by providing tips for choosing spa accessories, such as selecting a hot tub based on available space and a pump based on its horsepower rating.
Nicole Mitchell is an acclaimed flutist, composer, and educator born in 1967 in Syracuse, New York. She moved to Chicago in 1990 and founded the Black Earth Ensemble in 1997. Mitchell has led several influential musical groups and been a soloist with numerous ensembles. She is also a prolific composer who has been commissioned by various organizations. Mitchell teaches composition and jazz at the university level. She has received many awards recognizing her as a rising star and one of the top flutists in jazz.
Here are the steps to create a generic form control:
1. Derive a class from Control
2. Define dependency properties for form title, help text, IsValid
3. Register routed events for Submit and Cancel
4. Define attached properties to specify submit/cancel buttons and input controls
5. Create a default style with templates for view and edit modes
6. Implement validation logic and update IsValid
7. Handle submit/cancel button clicks to trigger events
The key aspects are using dependency properties, routed events, attached properties and templates to create a reusable form control.
Here are 3 potential outfits for your party based on the details you provided:
1. A floral printed mini dress paired with strappy heels and a statement necklace.
2. Dark wash skinny jeans, a loose fitting blouse and heeled ankle boots. Add a leather belt and stud earrings to dress it up.
3. A printed skirt with a solid color top and gladiator sandals. Finish the look with a woven handbag and layered necklaces.
Let me know if you would like me to elaborate on any of the looks or provide alternative suggestions. Enjoy your party!
The Belgian Embassy in South Africa provides funding for projects related to democracy, conflict prevention, education, health, HIV/AIDS, land reform, safety and security, rural development, and research. Key funding channels include direct bilateral cooperation between Belgium and South Africa, indirect bilateral cooperation through co-financing projects, and multilateral cooperation through international organizations. Belgian NGOs also implement projects in South Africa related to rural development, HIV/AIDS, land reform, and more. Funding applications can be submitted to the Assistant Attaché for International Cooperation located at the Belgian Embassy in Pretoria.
This document introduces the concept of human risk management, which aims to assess risks related to human behavior and reactions. It discusses how humans have altered their environments more than any other creature. Human resource risk management can benefit organizations strategically, organizationally, managerially, operationally, and in IT infrastructure. Some risks to organizations include employee stress, work-family conflict, depression, and burnout. Recruitment and selection processes also carry risks if not properly managed. Occupational health and safety aims to protect worker health through prevention of diseases and injuries. Change management must consider how organizational changes impact individuals' behaviors. In summary, this document outlines an approach to risk management that incorporates risks stemming from human factors.
This document summarizes a research study from 1994 that examined employee motivation at a UK defense systems manufacturer. The study aimed to understand motivation from the employees' perspective. A survey was administered to 51 employees across levels and departments. The results showed that while the company created a mostly positive work environment, employees gave very low scores for feelings of warmth and support from leadership. Further analysis revealed deep issues in how operators and engineers experienced leadership. The study highlights the importance of understanding employee perceptions in order to close gaps between reality and company goals/philosophy regarding culture and motivation.
As businesses face increasing uncertainty and risks, HR is expanding its role in enterprise risk management (ERM). Drivers include businesses seeking growth, the need for HR to help organizations adopt new technologies, and increased focus on managing people risks after scandals. HR is evolving its role by getting involved earlier in strategic planning, preparing for risk discussions, taking the lead on human capital risk management, and collaborating with risk management. An effective ERM program involves linking risk information to decisions, embedding a risk culture, ensuring decisions respect risk tolerance, driving risk mitigation, and proactively identifying risks.
1. The document examines work stress among employees in the life insurance industry in India. It analyzes the impact of changes like globalization, privatization, and new technologies on stress levels.
2. The study aims to understand the causes of work stress, its impact on employee performance, and strategies to cope with stress among employees of Life Insurance Corporation of India in Chandigarh.
3. Primary data was collected through questionnaires from 471 employees and analyzed using statistical techniques like t-tests and regression analysis. The results provide suggestions for reducing employee stress through improved work conditions and policies.
This document discusses several workplace issues in pharmacy management, including customer service, job enrichment, workplace safety, stress and impairment, and managing diversity. It identifies factors that impact organizational effectiveness, such as contemporary issues, cultural competency, job design, motivation, safety regulations, employee assistance programs, and managing a diverse workforce. The key objectives are to discuss these professional and workplace factors and how they relate to customer service and organizational performance.
“Business people need to understand the psychology of risk more than the mathematics of risk.”
― Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture
ASSESSING THE RELATIONSHIP EFFECTIVE RISK ANALYSIS HAVE ON BUSINESS SUCCESSRobin Beregovska
This document discusses risk analysis and its importance for business success. It begins by defining risk and explaining the history and evolution of risk management. The main points are:
1) Risk analysis identifies and analyzes issues that could jeopardize a business or project's success. It allows companies to assess risks and determine the best choices.
2) Conducting risk analysis provides several benefits like easier risk identification, higher quality decision-making data, improved communication, and more accurate budgeting.
3) While subjective and improbable risks are criticisms, overall risk analysis is a crucial process that helps companies achieve their objectives and minimize negative impacts.
The X Factor In Wellbeing And Performancederekmowbray
The document discusses the relationship between wellbeing and performance in organizations. It introduces the XABC formula, which emphasizes the importance of context (X) in how individuals respond to adverse events (A) at work. The context refers to an organization's culture (X), which influences thoughts, emotions and behaviors (B) in response to events, and ultimately impacts consequences (C). Rather than focusing only on supporting individuals, the document argues organizations should implement a "Positive Work Culture" that promotes wellbeing and engagement as part of their overall strategy. This approach, known as the X-Factor, can help eliminate issues like presenteeism that undermine performance.
How to 10X Your Influenceby Joseph Grenny, David Maxfield, A.docxpooleavelina
How to 10X Your Influence
by Joseph Grenny, David Maxfield, Andrew Shimberg
named The Change Management Approach of the Year
by MIT Sloan Management Review
influencer
How to 10X Your Influence 2
Our Serious Problems Are Rooted in Human Behavior
The U.S. financial sector has some of the most sophisticated risk
assessment technologies and most sound regulatory policies of
any nation in the world. Yet from 2003 to 2007 the world watched
a number of this country’s most mature financial institutions
fling themselves off a fiscal cliff. And this in spite of the fact that
the capital markets had experienced a catastrophic “bubble”
just seven years earlier. How could this happen? How could our
behavior diverge so profoundly from painfully recent knowledge?
Unfortunately, the trend doesn’t stop in the financial sector.
In fact, the knowing/doing gap pervades every sector of the
economy and every facet of our lives. For example, this year U.S.
healthcare organizations—some of the finest in the world—will
harm hundreds of thousands of patients by making millions of the
same mistakes they’ve been making for decades. How could this
happen? And why will more than three-fourths of management
innovations like Six Sigma, process reengineering, mergers and
acquisitions, and major IT investments continue to fall far short of
their potential for improving results?
And why, with our abundant knowledge about human health, are
we running headlong toward illness? We live in an age—for the
first time in human history—when the leading causes of death
in developed countries are, at some level, consensual. It is not
a failure of knowledge that increases our risks of suffering from
heart disease or cancer—it is a failure of human behavior.
Planetary problems like terrorism, global warming, and the AIDS
epidemic make the point just as profoundly. Some of the most
important problems facing the human race escalate through
human behavior. And why?
Because we lack influence.
In a world filled with never-ending streams of new advances in
technology and improvements in leadership methods, problems
that can be solved with an invention, a well-delivered speech,
or an influx of capital and equipment have already been solved.
If articulating an argument or writing a check will eliminate a
challenge, you can bet that challenge has already been put to rest.
However, chronic, persistent problems can’t be solved so easily.
That’s because they’re rooted in human behavior, and behavioral-
based challenges typically won’t go away with a single potent
intervention. Unless and until we develop far more effective ways
of thinking about and exerting influence on human behavior, we
will never solve the most profound and persistent problems in our
organizations, our personal lives, and our world.
Why Quick Fix
Solution
s Fall Short
Unfortunately, we live in a quick-fix world full of people who are
gimmicked into believing that a simple so ...
This document provides strategies for exponentially increasing influence and success when trying to change behaviors. It discusses the importance of using multiple sources of influence simultaneously rather than relying on a single approach. The six main sources of influence are personal motivation, personal ability, social motivation, social ability, structural motivation, and structural ability. Case studies show that leaders who use four or more of these six sources are ten times more likely to successfully drive meaningful, sustainable change.
Here are some ways nurses can best support patients with medication adherence:
- Educate patients and families about each medication - including name, dosage, schedule, purpose and potential side effects. Encourage them to ask questions.
- Simplify medication regimens when possible. Consider consolidating doses to minimize the number of pills taken per day.
- Involve family members and discuss strategies for reminders and support at home. This could include setting up pill organizers or using a medication list/schedule.
- Assess each patient's health literacy and learning style. Use teach-back methods to ensure understanding. Provide written instructions too.
- Discuss challenges to adherence the patient may face like cost, forget
This document discusses a study on how to increase influence and drive behavioral change. The key finding is that those who use all six sources of influence - personal motivation, personal ability, social motivation, social ability, structural motivation, and structural ability - are up to 10 times more successful at creating sustainable change.
The study examined organizational change initiatives and personal challenges. It found that while many rely on just one influence strategy like training, those who apply four or more strategies combining individual, social, and structural sources are much more likely to succeed.
The document outlines the six sources of influence and provides case studies of organizations that successfully drove change by applying multiple, aligned sources of influence rather than relying on any single approach.
This document summarizes Abraham Maslow's hierarchy of needs and two theories of employee motivation:
- Maslow's hierarchy ranks physiological, safety, love, esteem, and self-actualization as basic human needs that motivate behavior.
- McGregor's Theory X sees employees as largely unmotivated while Theory Y sees motivation potential if higher-order needs are satisfied.
- Herzberg's two-factor theory finds hygiene factors prevent dissatisfaction but motivation factors like achievement and recognition increase job satisfaction.
The document provides strategies for employers to understand employee needs, offer fair compensation through goal-setting and rewards, to increase motivation and company performance.
The document traces the history of human resource management from prehistoric times to the present. Some of the earliest examples of HRM principles included selecting tribal leaders and promoting health and safety among hunter-gatherer tribes. Formal HRM later emerged in ancient civilizations like Hammurabi's Code in Mesopotamia and practices addressing occupational health in ancient Rome and 16th century Germany. Modern HRM originated in the 19th-20th centuries with the rise of large corporations in the US and expanded studies of human relations and industrial psychology. Current trends include addressing talent shortages, virtual organizations, wellness programs, diversity, the impact of new technologies, and ensuring legal compliance. The future of HRM is predicted to involve
MAKING OB WORK FOR MEWhat Is OB and Why Is It ImportantTH.docxcroysierkathey
MAKING OB WORK FOR ME
What Is OB and Why Is It Important?
THE VALUE OF OB TO MY JOB AND CAREER
The termorganizational behavior (OB)describes an interdisciplinary field dedicated to understanding and managing people at work. To achieve this goal, OB draws on research and practice from many disciplines, including:
· Anthropology
· Economics
· Ethics
· Management
· Organizational theory
· Political science
· Psychology
· Sociology
· Statistics
· Vocational counseling
How OB Fits into My Curriculum and Influences My SuccessA Contingency Perspective—The Contemporary Foundation of OB
Acontingency approachcalls for using the OB concepts and tools that best suit the situation, instead of trying to rely on “one best way.” This means there is no single best way to manage people, teams, or organizations. A particular management practice that worked today may not work tomorrow. What worked with one employee may not work with another. The best or most effective course of action instead depends on the situation.
Thus, to be effective you need to do what is appropriate given the situation, rather than adhering to hard-and-fast rules or defaulting to personal preferences or organizational norms. Organizational behavior specialists, and many effective managers, embrace the contingency approach because it helps them consider the many factors that influence the behavior and performance of individuals, groups, and organizations. Taking a broader, contingent perspective like this is a fundamental key to your success in the short and the long term.How Self-Awareness Can Help You Build a Fulfilling Career
The Stanford Graduate School of Business asked the members of its Advisory Council which skills are most important for their MBA students to learn. The most frequent answer was self-awareness.6 The implication is that to have a successful career you need to know who you are, what you want, and how others perceive you. Larry Bossidy (former CEO of Honeywell) and Ram Charan (world-renowned management expert) said it best in their book Execution: “When you know yourself, you are comfortable with your strengths and not crippled by your shortcomings. … Self-awareness gives you the capacity to learnPage 6 from your mistakes as well as your successes. It enables you to keep growing.”9 They also argue that you need to know yourself in order to be authentic—real and not fake, the same on the outside as the inside. Authenticity is essential to influencing others, which we discuss in detail in Chapter 12. People don’t trust fakes, and it is difficult to influence or manage others if they don’t trust you.
As professors, consultants, and authors, we couldn’t agree more! To help you increase your self-awareness we include multiple Self-Assessments in every chapter. These are an excellent way to learn about yourself and see how OB can be applied at school, at work, and in your personal life. Go to Connect, complete the assessments, and then answer the questions included in ...
The document discusses employee engagement and organizational stress. It describes an employee engagement program that involves conducting an organizational stress audit to identify stressors impacting employee performance, motivation and productivity. The audit examines 30 common stressors across 7 categories. The engagement program then develops a strategy to address the stressors through remedies like process redesign, technology solutions, career progression opportunities and management style adjustments in order to reengage employees and boost productivity. The document emphasizes that stress has significant financial costs to organizations through increased absenteeism, sickness and reduced performance.
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The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
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2. 2
Could it happen in your organisation?
2012
“Former Telecom CEO has been indicted by a court and bailed over
allegations that he led a corporate culture of bullying and harassment
that resulted in the suicide of at least 30 employees.”
3. 3
What is Psychosocial Risk (PSR)?
Risk = The probability /uncertainty of a negative effect on objectives (Leitch 2009)
Probability / Uncertainty appears in different forms:
Are Psychosocial Hazards present in my organisation?
Do Psychosocial Hazards create the Psychosocial Stress (mismatch in a role)?
If Psychosocial Hazards are present in my organisation will they have a negative effect on
its objectives?
What can be done to identify and eliminate Psychosocial Hazards?
Thus, Psychosocial Risk (PSR) is the uncertainty of the effects that Psychosocial Hazards
may have on the objectives of the organisation
Psychosocial Hazards are those aspects of the design and management of work, and its social
and organisational contexts that have the potential for causing psychological or physical harm (Cox
& Griffiths, 2005).
4. 4
What is Psychosocial Stress at Work?
PSR goes hand-in-hand with work related stress
Work-related stress is the response people may have
when presented with work demands and pressures that
are not matched to their knowledge and abilities and
which challenge their ability to cope (WHO 2003)
Burnout is a result of continued exposure to work
related stress
Work-related stress, violence, harassment, bullying (or
mobbing) are now widely recognised major challenges to
occupational health and safety (EU-OSHA, 2007).
Psychosocial stress at work is the result of a mismatch
between the complexity of problems a person needs to deal at
work and the capability of the person to deal with the
challenges due to the negative impact of psychosocial hazards
5. 5
The Cost of a poor Psychosocial Work Environment
Turnover
Excessive Sick Leave
Lost time Accidents
Premature Retirement
Grievance and Litigation
Damage to Consumer/Employer brand
Increased Operational Risk
Poor Performance/Productivity
And the list goes on …………
“Probably the highest cost of a poor
Psychosocial Work Environment is a
DISENGAGED Workforce causing
Organisations to dramatically
underperform”
6. 6
Psychosocial Hazards
PSYCHOSOCIAL HAZARDS (WHO 2010)
Job Content Lack of variety or short work cycles, fragmented or meaningless work, under use of skills, high uncertainty,
continuous exposure to people through work
Workload & Pace Work overload or under load, machine pacing, high levels of time pressure, continually subject to deadlines
Work schedule Shift working, night shifts, inflexible work schedules, unpredictable hours, long or unsociable hours
Control Low participation in decision making, lack of control over workload, pacing, etc.
Environment & Equipment Inadequate equipment availability, suitability or maintenance; poor environmental conditions such as lack of
space, poor lighting, excessive noise
Organisational culture & function Poor communication, low levels of support for problem solving and personal development, lack of definition of,
or agreement on, organisational objectives
Interpersonal relationships Social or physical isolation, poor relationships with superiors, interpersonal conflict, lack of social support,
bullying, harassment
Role Role ambiguity, role conflict, and responsibility for people
Career Development Career stagnation and uncertainty, under promotion or over promotion, poor pay, job insecurity, low social value
to work
Home/work interface Conflicting demands of work and home, low support at home, dual career problems
7. 7
Psychosocial Risks: Is Risk Management strategic enough in
Business and Policy Making*
Conceptualisation and perception of
risk
Current perception of PSR
Barriers to implementing PSR
management
Opportunities in managing PSR are
being recognised
* A 2012 University of Nottingham study
(Leka, Langenhan, Jain) explored
stakeholder perspectives, regarding the
extent to which PSRs are incorporated in
strategic risk management practices
8. 8
Conceptualisation & Perception of Risk
Risk is perceived as the likelihood that there will be a known loss or the
hazard that there is a potential to cause harm
Priorities for risk management revolve around financial survival,
reputation, brand and compliance
Most employers are only motivated to manage health and safety risk
because of regulations
Only 11% of 1000 surveyed directors claim to have a complete
understanding of risks in their organisations
Evaluation of risk management practices is widely neglected
9. 9
Perception of Psychosocial Risk
“If I was to mention Psychosocial Risk to
one of the companies I work with, they
would look at me very blank.”
PSR includes all factors that may negatively impact
upon the individual by simply undertaking their job
role
For most organisations, consideration of health and
safety issues is just a default tick in the box
Only “informed (larger) businesses consider the
potential negative implications of PSR
The business case for managing PSR is not really
being heard because it may take some time to show
benefits, and involves commitment for the long term
10. 10
Barriers to implementing PSR Management
Resources – Time and Money
Low priority
Lack of understanding – what am I
supposed to do?
Lack of available expertise and
frameworks
Stigmatisation
Lack of inspection/enforcement
Reluctance to report problems
“it’s almost about branding I suppose, and the
way the term is branded. Health and Safety –
no, well now, people – yes, right at the top”
11. 11
Opportunities in managing PSR are being recognised
“People need to have training and need to
communicate and maintain risk awareness even if
things are looking on the bright side”
“There has to be a culture change in terms of what
work is”
“HR absolutely needs to be looking at data and
building the business case for investment in people
management and training and development and
highlighting the potential risks of not investing in
people management”
12. 12
Regulatory Landscape for PSR
“There probably isn’t any
stomach for additional Health
& Safety regulations at the
moment – at least in certain
countries”
The EU has set guidelines that have been
adopted by most members at some level
The main directive revolves around providing a
safe work environment and recognizing PSR as a
factor
Inspection and enforcement are complicated do
to lack of definition and indicators
If an organisation has suffered a PSR event and
does not have in place a PSR Management
strategy the consequences can be dramatic
13. 13
The 5 top reasons why many PSR Initiatives are ineffective
Number 5: Frameworks exist but are too general and lack rigorous
implementation methodologies
Number 4: Lack of data points that allow for effective identification of risks and
benchmarking current and future states
Number 3: Focus on the prevention of negative consequences rather than
positive outcomes leading to loss of executive sponsorship and funding
Number 2: Lack of ownership. Risk Managers are focused on other risks and
HR departments run PSR initiatives as a sideline.
Number 1: PSR Management is not integrated into existing Management
Methods and therefore are mostly tactical rather than being strategic
14. 14
Turning Risk into Opportunity
In the 21st century there is a convergence of new ideas with
traditional practices. Recent developments in Emotional Intelligence
and Positive Psychology are putting hard research behind what have
been until now “fuzzy” concepts to most
“One man’s
ceiling
is another
man’s floor”
Paul Simon
15. 15
Benefits from focusing on the Opportunity instead of the
Risk
Removing the stigma
Compelling Business Case
Clear actions to improve not only mitigate
Converting tactical, standalone initiatives to strategic Human
Capital Management
Integration with strategic HR processes
Improved Engagement
Improved Effectiveness and Performance
Dramatic Reduction of Risk
16. 16
Psychosocial Risk: The Flow Model
Flow is the mental state of operation in which a person in an
activity is fully immersed in a feeling of energized focus, full
involvement, and success in the process of the activity.
Dealing with complex decisions can test personal
boundaries and push even the most stoic into Burnout
(illustrated by my red lozenges).
Lack of challenge on the other hand leads to “Boreout”
(yellow lozenges). People’s abilities are different and their
willingness to push their own capabilities is variable. People
in a prolonged state of ‘Boreout’ turn into inventors: cottage
industries, hobby horse projects and sandboxes spring forth
with impressive enterprise.
Controlled Burnout can be productive, uncontrolled Burnout
is very destructive, any form of Boreout leads to the famed
Anti Pattern – ‘the devil makes work for idle hands.’
Proposed by Mihalyi Csikszentmihalyi, the
Positive Psychology concept has been widely
referenced across a variety of fields
17. 17
The Flow Model and Employee Engagement
In Positive Psychology Flow =
Engagement
The key to Engagement is correctly
matching Abilities to Challenges
Engagement is enhanced by:
Removing Psychosocial Hazards
Identifying and promoting Abilities
Developing the required Technical,
Management and Emotional
Intelligence skills
Martin Seligman the founder of Positive
Psychology believes that a key ingredient to Well-
being is Engagement
18. 18
Linking the Flow Model to Management Science
The Total Management Method (TMM) adapts a variety of related
theories and concepts in regard to a match between challenges /
problems and abilities / capabilities to propose the method to identify
and quantify match / mismatch
The Total
Management
Method® by
TMS
19. 19
Mapping Psychosocial Hazards to a Human Capital
Management Approach
PSYCHOSOCIAL HAZARDS (WHO 2010) mapped to the Total Management Method (TMM)
Job Content
TMM addresses Psychosocial Risks by:
• Correctly matching the capability (Abilities) of an individual with the
complexity (Challenges) of the role
• Defining Managerial and Leadership accountabilities that promote the
appropriate values and correctly allocate resources
• Ensure that decisions are taken at the right level thus empowering
Individuals, fostering innovation and providing a sense of control
• Developing Competency models that include the required soft
(Emotional Intelligence) skills to drive cultures and values
• Aligning compensation with work complexity
• Improving processes to reduce overload and distribute the workload
• Establishing the proper boundaries for non-reporting (horizontal)
relationships
Workload & Pace
Work schedule
Control
Environment & Equipment
Organisational culture & function
Interpersonal relationships
Role
Career Development
Home/work interface
20. 20
The PSR Management Framework
PSR Management Framework
includes a set of critical practices
that help to reduce Psychosocial
risk at work
The most critical practice as a
foundation of the framework is a
structure based on the levels of
work (problem complexity) with
optimal number of organisational
levels
An absence of one or several key
organisational practices described
or their low effectiveness increases
a probability of Psychosocial risk
21. 21
Identifying PSR in an Organisation: The PSR Audit
Stage 1
• Select one department or section as a pilot and map all sources of
psychosocial risk within it
Stage 2
• Identify the organisational model for the section with the optimal
number of levels of work and problem complexity by conducting
extant interviews
Stage 3
• Establish the inflow capability of the employees of the section using
several types of the assessment for the inflow capability elements
Stage 4
• Match the level of work complexity of the section’s roles with the
inflow capability of the role holders
Stage 5
• Map all psychosocial risks across the department or section
• Audit the organisational practices of Psychosocial Risk
Management Framework
• Develop corrective actions
22. 22
PSR Management reduces Operational Risk
Ineffective Workplace Psychosocial Risk
Management Practices
Lead to
PEOPLE with wrong knowledge
and skills, wrong capabilities,
wrong values and commitment and
wrong required behaviours
Leadto
Lead to
Leadto
Ineffective decisions about
EXTERNAL FACTORS in an
area of accountability
Ineffective
decisions about
PROCESSES in an
area of
accountability
Ineffective
decisions about
SYSTEMS in an
area of
accountability
OPRISK OPRISK
OPRISK
An Employee with Psychosocial Stress
Lead to
23. 23
Advantages of an integrated PSR Management Framework
Clear understanding of what psychosocial risk and its types are
Objective and quantitative tools to map all types of psychosocial risk across the
organisation
Allocation of potential monetary loss to the sources of psychosocial risk
Psychosocial Risk Management as a set of practices and values to ensure sustainable and
ongoing prevention and reduction of psychosocial risk
Training modules (Training Centre) to train employees accountable for psychosocial risk
TMS’s expertise to adapt and embed Psychosocial Risk Management Framework into
organisational practices and values
Psychosocial Analytics that includes a set of comprehensive indicators to monitor all
aspects psychosocial risk
Early Warning System mechanisms