Relevant bibliographies by topics / Workplace Change

Academic literature on the topic 'Workplace Change'

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Published: 4 June 2021
Last updated: 29 January 2023

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Journal articles on the topic "Workplace Change"

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Klag, Malvina, Karen J. Jansen, and Mary Dean Lee. "Contemplating Workplace Change." Journal of Applied Behavioral Science 51, no. 1 (December 29, 2014): 36–70. http://dx.doi.org/10.1177/0021886314564013.

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Justice, Sean, Emily Morrison, and Lyle Yorks. "Enacting Reflection: A New Approach to Workplace Complexities." Advances in Developing Human Resources 22, no. 3 (June 11, 2020): 320–32. http://dx.doi.org/10.1177/1523422320927300.

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The Problem Change has changed, and workplaces are grappling with new complexities and ambiguities. Human resource development (HRD) scholar-practitioners are called upon to help workplaces learn to navigate these changes; however, traditional approaches have limited utility when dealing with dynamic, emergent change. To address these limitations, scholars have proposed adopting enactive approaches that are rooted in systems thinking and complexity theories, but there is limited understanding of what this means in HRD practice. The Solution This article explores HRD responses to change from an enactive perspective. Enactivism suggests that people create their context through engagement with physical and social environments. From this perspective, reflection is not necessarily “on” experience, as if somehow separate from it. Rather, reflection is active engagement in, by, and through experience. This article aims to expand theoretical understanding and practical applications of enactivism in workplace learning. The Stakeholders HRD scholar-practitioners seeking new options for navigating workplace learning complexities.
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Wenzelmann, Felix, Samuel Muehlemann, and Harald Pfeifer. "The costs of recruiting apprentices: Evidence from German workplace-level data." German Journal of Human Resource Management: Zeitschrift für Personalforschung 31, no. 2 (January 16, 2017): 108–31. http://dx.doi.org/10.1177/2397002216683863.

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In this article, we use workplace-level data to analyse the costs of filling an apprenticeship vacancy in Germany. We find that such recruitment costs amount on average to €600 per hire (almost one month’s pay of an apprentice or approximately 1–2 % of a workplace’s training expenditures), but costs are heterogeneous across workplaces and vary strongly by training occupation. Our results suggest that a high degree of competition among training workplaces in the region is associated with an increase in recruitment costs. Furthermore, we find that workplaces with a works council or an investment-oriented training strategy incur higher recruitment costs. Our results are important in light of the increasing competition for talented school leavers induced by demographic change.
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Hochner, Arthur, Frank Lindenfeld, and Joyce Rothschild-Whitt. "Workplace Democracy and Social Change." Industrial and Labor Relations Review 38, no. 2 (January 1985): 299. http://dx.doi.org/10.2307/2523855.

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London, Jeanette. "Employees' perceptions of workplace change." Australian Health Review 24, no. 4 (2001): 128. http://dx.doi.org/10.1071/ah010128a.

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Change is endemic, but it creates fear in the workplace. In this study, five people from a health care organisation were interviewed to gain a better understanding of their concerns in the workplace. Each person regarded the effects of workplace change somewhat differently in variety and intensity but in general terms they all identified two major spheres of influence. Each sphere represents a complex dynamic relationship of several effects. The first, which is at an individual level, includes feelings and attitudes, and behavioural, psychological and social effects. The second, which is at an organisational level, includes culture, leadership, decision making and strategy implementation. Communication and education were viewed as key elements that facilitated the change process. In the surveyed organisation, service closure was viewed as the overriding concern that dominated most participants' perceptions of change. Additional research is required to ascertain if this model can be generalised to other workplace environments.
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Germain, Marie-Line, and Robin S. Grenier. "Facilitating workplace learning and change." Journal of Workplace Learning 27, no. 5 (July 13, 2015): 366–86. http://dx.doi.org/10.1108/jwl-03-2013-0017.

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Purpose – This study aims to describe the lectores (readers) who read the world news and works of literature to workers in pre-World War II cigar factories in Tampa, Florida, and in New York City. The paper addresses the need for more examination of some neglected aspects of workplace learning by presenting a more critical approach to workplace learning as a form of social change. It also focuses on the importance of the lectores’ role as facilitators of workplace learning and leaders of change. Design/methodology/approach – The paper is based on a qualitative analysis of archival data from libraries and research centers located in New York City and in Miami, Florida. Findings – Through the lectores, cigar factories were a place where workplace learning, organizational and social change occurred daily. As leaders, the lectores were radical agents of change and created affordances that shaped the factory workers’ workplace and personal learning. The discussion explores the dynamics between the lectores and the cigar workers. Practical implications – Findings from this study demonstrate that developing employees is not limited to elevating their knowledge and skills needed to increase productivity and organizational performance. As self-actualized employees are better contributors to organizations, they, along with facilitators of learning, must care about what workers intrinsically need and explicitly demand. The findings speak to the multifaceted nature of workplace learning, one that encompasses skill acquisition and one that transforms workers. In essence, learning facilitators elicit change. Originality/value – The research literature on workplace learning in the early part of the twentieth century in the USA is rare. This historical data-driven examination of the lectores and their role in factories presents a unique opportunity to focus on issues of social justice that are largely absent from human resource development discourse.
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Delbridge, Rick, and James Lowe. "Introduction: workplace change and HRM." International Journal of Human Resource Management 8, no. 6 (January 1997): 759–63. http://dx.doi.org/10.1080/095851997341306.

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Fojt, Martin. "Managing change in the workplace." Management Decision 34, no. 5 (May 1996): 1–68. http://dx.doi.org/10.1108/00251747199600001.

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Garcia, Angela Cora, Mark E. Dawes, Mary Lou Kohne, Felicia M. Miller, and Stephan F. Groschwitz. "Workplace studies and technological change." Annual Review of Information Science and Technology 40, no. 1 (September 28, 2007): 393–437. http://dx.doi.org/10.1002/aris.1440400117.

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Alexander, Michael, John Burgess, Roy Green, Duncan Macdonald, and Suzanne Ryan. "Regional Workplace Bargaining: Evidence From The Hunter Workplace Change Survey." Labour & Industry: a journal of the social and economic relations of work 6, no. 3 (October 1995): 113–26. http://dx.doi.org/10.1080/10301763.1995.10669147.

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Dissertations / Theses on the topic "Workplace Change"

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Li, Yan 1975. "Mapping workplace and organizational change." Thesis, Massachusetts Institute of Technology, 2002. http://hdl.handle.net/1721.1/68383.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Architecture, 2002.
Pages 99-100 blank.
Includes bibliographical references (p. 93-97).
The current condition of global economy is evolving out of the ascendance of information technologies and the associated increase in the mobility and liquidity of capital. These phenomena have further propelled a corresponding change of previously national economic actors participating more actively in a complex global market. The complexities involved at different scales entail a new type of organizational structure and conceptual model which are based on dynamic perspectives to re-scale the existing strategic territories and spatial units. The intention of this thesis is to explore metaphor as a mapping mechanism in conceptualizing these unfamiliar realities. Particularly, the metaphors from nature, from living creatures and from existing physical forms and patterns are applied to find associated correspondences with these global phenomena. By mapping workplace and organizational change, the thesis attempts to construct a framework to visualize the new physical pattern and geographic distributions of global organizations to form a conceptual understanding of the complexities in the global economic activities.
Yan Li.
S.M.
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Giles, Glenn. "Workplace change and award restructuring /." Title page, contents and abstract only, 1998. http://web4.library.adelaide.edu.au/theses/09ARM/09armg472.pdf.

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Venkatesh, Rashmi 1973. "Developing spatial strategies for workplace change." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/9501.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Architecture, 1999.
Includes bibliographical references (p. 133-135).
This thesis lays out a framework to address issues of uncertainty and constant change facing organizations in today's unstable and turbulent business world. The framework structures the complex process of workplace change and sets up a mechanism by which an inquiry into the existing nature of work practice drives the process of change. Framing the process of inquiry in the context of workplace change, the thesis develops methods and techniques of evaluation that engage people in the organization in a collaborative process of investigation and inquiry into the nature of their work practice. These techniques analyze people's perceptions of their spatial environment to understand the nature of work practice. The techniques are applied at Swanson Roberts, an executive search firm, and the results are analyzed to explore the relationship between spatial inquiry and the nature of work practice. The thesis demonstrates that an inquiry into the spatial environment can lead to an understanding of existing work practices which in turn drives the process of change, thus establishing a dynamic coherence between the workplace, work practices and organizational change. The thesis finally explores methods to integrate perceptions of the spatial environment with patterns of work practice in order to sustain change in organizations, and develops simple strategies that take the first step in helping organizations "learn" to continuously respond and adapt to the changing business environment.
by Rashmi Venkatesh.
S.M.
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Jones, Sandra, and mikewood@deakin edu au. "The relationship between workplace reform and workplace participation." Deakin University. Bowater school of management and marketing, 2000. http://tux.lib.deakin.edu.au./adt-VDU/public/adt-VDU20050825.091140.

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This thesis sought to advance understanding of the politics of workplace reform, explaining the respective roles of management and employees and how they relate. The literature on workplace reform usually argues that reform is predicated on greater workforce participation in managerial decisions. More specifically, different approaches to workplace reform can be aligned to different forms of participation. Thus quality management can be associated with direct forms of participation, institutional workplace reform may depend on representative forms, and best practice may require a combination of both. This thesis uses empirical evidence to explore this alignment between the different approaches to workplace reform and forms of participation. The period chosen for empirical study is approximately 1985-1992 - an era of rapid innovation in workplace reform for Australian manufacturing. Three workplaces were chosen for intensive study from automotive component manufacturers because that industry was itself a laboratory for workplace reform and also because these firms exemplified different approaches to competitiveness and reform. Three approaches to workplace reform - quality management, institutional workplace reform, and best practice - were distinguished to capture the range of Australian practice at that time. Similarly two approaches to workplace participation were distinguished - direct and representative - to reflect the range of observable practices at that time and to represent competing philosophies. Direct participation illustrated an approach founded in managerial context of the political status quo, whilst representative forms were considered to permit a pluralist shift of power to enable employees to manage in place of management. The three case studies depict companies sharing the competitive crisis of their industry. From this stems the impetus for workplace reform. At this point the firms diverged in their choice of competitive strategies for workplace reform. The case studies reveal, at the superficial level, a match between the chosen approaches to workplace reform and forms of participation. Basically, quality management is associated with direct employee participation, institutional workplace reform with collective bargaining and representative consultative committees, and best practice with both. However when the implementation of reform and participation are examined this match becomes less significant. One firm, Auto Air, achieved highly effective outcomes in both reform and participation. Another firm, Auto Electrical, failed in both. The thesis concluded that the relationship between forms of participation and reform is less significant than the effective implementation of policy. Unitarist or pluralist approaches to power distribution count less than managerial capacity to integrate successive reform initiatives and their commitment to workforce participation hi change.
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Belland, John. "Workplace flexibility at Skeena Cellulose, managing the change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ59422.pdf.

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Miller, Marisa Jean. "Inclusion and Assimilation: Including Change in the Workplace." PDXScholar, 2018. https://pdxscholar.library.pdx.edu/open_access_etds/4539.

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Organizational assimilation is an ongoing and dynamic relationship between organization and individual member, where employees learn the expected norms of the organization and feel that they are able to attempt to make a change to the organization. Organizational members rely on social interactions within the organization to acquire the necessary knowledge they need to perform their roles, as well as support to attempt changes within the organization. This study proposes that feelings of inclusion, or the perception that an employee both belongs to and is unique within an organization, may be an influential construct associated with organizational assimilation and beneficial assimilation outcomes. This study conducts quantitative analysis of survey data collected from employees at a university in the Pacific Northwest, and considers the following components of organizational assimilation, organizational knowledge and individualization, and their potential connection to inclusion in the workplace. Inclusion in the workplace is conceptualized as social inclusion and task inclusion. This study finds that organizational knowledge and individualization are positively associated with social and task inclusion. This is useful to assimilation literature, because inclusion is not often considered when studying organizational assimilation. In addition, these results indicate that inclusion in the workplace is valuable to creating a workplace where employees feel that they can invest themselves in an organization, and are free to individualize their role or attempt to make some sort of change to the organization.
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Agostino, Joseph, and jag@fmrecycling com au. "Workplace identity." Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2004. http://adt.lib.swin.edu.au./public/adt-VSWT20050805.134042.

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There have been a limited number of studies carried out on employee workplace identity. There have been many studies carried out on organizational change; however, they have been carried out mostly from an instrumentalist perspective where the topic of organizational change has been treated in isolation from other aspects of organization. The question of how a relationship exists between employee workplace identity and organizational change has been left unanswered. This thesis applies narrative theory as a conceptual bridge across identity and change. By considering how employees derive a sense of workplace identity from the workplace narratives, and organizational change as the destruction of existing workplace narratives and adoption of new workplace narratives, it is possible to gain new understandings of these concepts. A theory is developed which explains how narrative theory creates a relationship between identity and change. This new theory is further developed to explain how narrative theory creates a relationship between organizational identity, culture, leadership, conflict, and change. The new extended theory is applied to a narrative presentation of empirical data, which offers a powerful explanatory lens for understanding the relationship between these chosen aspects of organization.
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Nober, Michelle. "The effects of workplace restructuring on job satisfaction." University of the Western Cape, 2014. http://hdl.handle.net/11394/4727.

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Masters in Public Administration - MPA
This study has been conducted before when the company in question underwent a restructuring (name change) but did not threaten the loss of jobs. This study is being conducted again because another restructuring has taken place over the period of 2011/2012 and involved the retrenchment of employees nationally. The company represented in the study is one of the largest cleaning companies in South Africa and has a very broad and influential client base. They are in high demand in the cleaning industry and have positively impacted many companies and organisations over their many years of existence. Because of the magnitude of the workplace restructuring this time around, more people have been affected (both those who were retrenched as well as those who were left behind). According to Vermeulen, 2002, “Downsizing” is a term that emerged in managerial circles and was used in the business press, but no precise theoretical formulation underpins any clear definition of the term. When hearing the term downsizing, one often will use this together with the term “laying-off” interchangeably. However, some authors will focus on different elements of downsizing for example in reporting on a comprehensive study of downsizing in American industry, Cameron, Freeman and Mishra (1993) limited the term's use to a programme which is an intentional process. This process involves an overall reduction in personnel with a view to improving the efficiency of the organisation. The process wittingly or unwittingly affects work processes at the organisation concerned. According to Hellgren, et al (2005), the attitudinal constructs investigated in this study were job satisfaction, job involvement, organisational commitment, and turnover intention. Job satisfaction represents a general affective response to the overall job situation. Following Locke (1976, p. 1300), we define job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience”. ...employees who survived downsizing were likely to experience high levels of stress and decreased levels of organizational commitment and motivation. These individuals are often known as the "victims" of downsizing due to research that documents the devastation of job loss, focusing on negative consequences in terms of psychological and physical well-being (Bennett, Martin, Bies, & Brockner, 1995; Cappeili, 1992; Fallick, 1996; Leana & Feldman, 1992). This study inevitably aimed to prove that workplace restructuring very well has an effect or impact on an employee’s job satisfaction, whether these effects were positive or negative. The findings of the study highlighted significant positive correlations between the two variables and highlights strong relationships between employees’ career advancement opportunities and job satisfaction; trust and job satisfaction, communication and job satisfaction, as well as employee commitment and loyalty and job satisfaction whereas trust (2) or employee morale seem to have no significant relationship with job satisfaction.
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Poynter, Gavin. "Change in workplace relations : the UK in the 1980s." Thesis, University of Kent, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.315096.

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Wikberg-Nilsson, Åsa. "Rethinking designing : collaborative probing of work and workplace change." Doctoral thesis, Luleå tekniska universitet, Innovation och Design, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-25742.

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The objective of the research presented in this thesis was to explore human experiences as ground for work and workplace design. The aim was to develop pragmatic tools and guidelines for work and workplace design based on a reflective design tradition. The study was undertaken between 2008-2010 in a research project called the ‘Future Factory’, which can be characterized as an experiment in change-by-design. The project background was a number of reports on young people opting out of industrial work and women being in the minority within the Swedish industry sector. Therefore, in this project the ambition was to particularly explore and emphasise young people’s and women’s ideas about future work and workplaces.The research involved exploring alternative solutions for a future factory through a series of change interventions with a variety of actors, through a so-called ‘design lab’ approach. The initial phase of this approach consisted of context mapping, as explorations of different actors’ experiences through interviews and observations. The resulting material was portrayed in the form of ‘Personas’. In this project, these fictional characters were used both to communicate and explore various actors’ perspectives in subsequent collaborative activities. Also, a group of young people contributed with Future scenarios. The scenarios were characterized as an idealized positive ‘Utopia’ and an idealized negative ‘Dystopia’, used as tools to discuss implications and alternative solutions. Both Personas and Scenarios were subsequently used in a series of Future Workshops with various project-related interest groups, such as industrial managers and employees and trade union representatives. In this project, a group of women and one of young people were also especially invited to explore visions of a future factory.The research presented in this thesis contributes to practice with methods, tools and guidelines for a reflective and innovative work and workplace design. The theoretical research contribution is the correlation between theories and concepts of change, learning by doing, doing gender, and a reflective design practice.
Syftet med den forskning som presenteras i denna avhandling var att utforska människors erfarenheter som utgångspunkt för arbete och arbetsplatsdesign. Målet var att utveckla praktiska verktyg och riktlinjer för arbete och arbetsplatsdesign, som bygger på en reflekterande designtradition. Studien genomfördes mellan 2008-2010 i ett forskningsprojekt kallat "Framtidsfabriken". Detta project kan karaktäriseras som ett experiment i förändring genom design. Projektets bakgrund var ett antal rapporter om att ungdomar väljer bort industriarbete och att kvinnor är i minoritet i den svenska industrisektorn. Därför var utgångspunkten i detta projekt att särskilt undersöka och lyfta fram även ungdomars och kvinnors idéer om framtida arbeten och arbetsplatser i en industriell kontext.Forskningen bestod av att undersöka nya alternativa lösningar för en framtida fabrik genom en serie av förändringsinterventioner med en rad olika aktörer, genom ett tillvägagångssätt kallat "design labs". Den första fasen bestod av kartläggning av industriella kontexter, genom undersökningar av olika aktörers erfarenheter i intervjuer och observationer. Detta material användes sedan för utveckling av Personas. I detta projekt användes dessa fiktiva karaktärer både för att kommunicera och utforska olika aktörers erfarenheter i olika aktiviteter.Dessutom bidrog en grupp ungdomar med att utveckla Framtidsscenarier. Scenarierna karaktäriserades som en idealiserad positiv "utopi" och en idealiserad negativ "dystopi", som användes för att diskutera konsekvenser och alternativa lösningar. Både Personas och Scenarier användes sedan i en serie Framtidsverkstäder med olika intressegrupper, t.ex. industriell chefer och arbetstagare och fackliga företrädare. I detta projekt var även en grupp kvinnor och en grupp ungdomar särskilt inbjudna att undersöka visioner om en framtida fabrik. Forskningen som presenteras i denna avhandling bidrar praktiskt med metoder, verktyg och riktlinjer för reflekterande och innovativ arbete och arbetsplatsdesign. Det teoretiska forskningsbidraget är sambandet mellan teorier och begrepp som förändring, lärande, genus och reflekterande design.
Godkänd; 2012; 20120112 (asawi); DISPUTATION Ämnesområde: Industriell design/Industrial Design Opponent: Docent Eva Brandt Danmarks designskole, Köpenhamn Ordförande: Professor Ylva Fältholm, Institutionen för ekonomi, teknik och samhälle, Luleå tekniska universitet Tid: Fredag den 24 februari 2012, kl 10.00 Plats: E632, Luleå tekniska universitet
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Books on the topic "Workplace Change"

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Costello, Sheila J. Managing change in the workplace. Burr Ridge, Ill: Irwin Professional Pub./Irwin Press, 1994.

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Kumar, Pradeep. Unions and workplace change in Canada. Kingston, Ont: Industrial Relations Centre, Queen's University, 1995.

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Harrigan, Martin. Workplace stress: The need for change. [s.l.]: typescript, 1989.

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Pradeep, Kumar. Unions and workplace change in Canada. Kingston, Ont., Canada: IRC Press, Queen's University at Kingston, 1995.

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Queen's University (Kingston, Ont. ). Industrial Relations Centre., ed. Unions and workplace change in Canada. Kingston, Ont: Industrial Relations Centre, Queen's University, 1995.

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Institute, Policy Studies, ed. Workplace industrial relations and technical change. London: F. Pinter in association with Policy Studies Institute, 1987.

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Imel, Susan. Spirituality in the workplace. Columbus, OH: ERIC Clearinghouse on Adult, Career, and Vocational Education, Center on Education and Training for Employment, College of Education, the Ohio State University, 1998.

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1936-, Fox Ronald E., ed. The change equation: Capitalizing on diversity for effective organizational change. Washington, DC: American Psychological Association, 1997.

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Bond, Meg A. Workplace chemistry: Promoting diversity through organizational change. Hanover: University Press of New England, 2007.

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Transformation: Change the marketplace and change the world. Ventura, Calif: Regal Books, 2007.

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Book chapters on the topic "Workplace Change"

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Obholzer, Anton. "On change and resistance to change." In Workplace Intelligence, 33–37. Abingdon, Oxon; New York, NY: Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9780429275630-14.

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Camp, Robert B. "Change at Last." In Workplace Culture Matters, 151–61. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003336051-27.

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Myerson, Jeremy. "Change makers." In Creating the Productive Workplace, 95–108. Third edition. | New York : Routledge, 2017. | "First edition published by E & FN Spon 2000. Second edition published by Taylor & Francis 2006.": Routledge, 2017. http://dx.doi.org/10.4324/9781315658834-6.

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Adams-Robinson, Brenetia J. "Understand Workplace Culture." In Informal Leadership, Strategy and Organizational Change, 75–83. New York: Routledge, 2021. http://dx.doi.org/10.4324/9780429319969-7.

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Karlsson, Jan Ch. "Management Resistance to Change." In Organizational Misbehaviour in the Workplace, 61–62. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230354630_18.

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Prentice, Steve. "The Fear of Change." In The Future of Workplace Fear, 47–63. Berkeley, CA: Apress, 2022. http://dx.doi.org/10.1007/978-1-4842-8101-7_4.

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Newman, Denis. "The School as a Workplace." In Organizational Learning and Technological Change, 212–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 1995. http://dx.doi.org/10.1007/978-3-642-79550-3_12.

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Taylor, Jonathan E. "Training Through Conceptual Change Frameworks." In Motivational Immediacy in the Workplace, 80–98. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003144137-7.

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Young, Suzanne. "Outsourcing and Structural Change." In Workplace Reform in the Healthcare Industry, 91–111. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230596009_5.

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Tyler, Mark A., Sarojni Choy, Raymond Smith, and Darryl Dymock. "Learning in Response to Workplace Change." In Professional and Practice-based Learning, 159–75. Dordrecht: Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-007-7012-6_9.

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Conference papers on the topic "Workplace Change"

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Audhali, Nadia, Anna Moore, Tim Martin, Charlotte Munro, and Florence Wedmore. "181 Harnessing staff values to catalyse workplace change." In Leaders in Healthcare Conference, 17–20 November 2020. BMJ Publishing Group Ltd, 2020. http://dx.doi.org/10.1136/leader-2020-fmlm.181.

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Kjellstrom, Tord, David Wegman, Lars Nybo, Andreas Fluoris, and Lucka Kajfez-Bogataj. "0412 Climate change impacts on occupational health via workplace heat." In Eliminating Occupational Disease: Translating Research into Action, EPICOH 2017, EPICOH 2017, 28–31 August 2017, Edinburgh, UK. BMJ Publishing Group Ltd, 2017. http://dx.doi.org/10.1136/oemed-2017-104636.340.

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Zeiner, Herwig, Roland Unterberger, Dietmar Maurer, Silvia Russegger, and Lucas Paletta. "Office-Based Workplace Monitoring and Time-Aware Feedback by using Ambient IoT Sensors." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001834.

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During the COVID pandemic, our understanding of a workplace (e.g. office building, home office, other offices) has changed. For example, we are constantly changing our workspace in office jobs. It is a post-COVID phenomenon that we change our work environment more frequently and more often during a week. In this paper, we investigate what sensors and software tools we need to determine that we are working in ideal conditions, including good air quality, low CO2, etc. From an employee’s point of view, it is interesting if such monitoring devices can be easily used and combined. The evaluation should be possible and combinable by simple means. Why is this difficult? Considering that there is no common agreement among researchers on the definition of workplaces and new hybrid workplaces (i.e. office in company building, home office, and third office places) make the challenges even more complex. In this context, quantitative data from novel low-cost biosensors, such as for measuring carbon dioxide concentration distribution, highlighting the presence and attention of employees and their change in behavior within a working environment, are discussed, and the paper also provides an outlook towards novel research pathways for using a connected network of IoT devices and ambient biosensor technologies.
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Holgate, Michelle, Christine Johnson, and Sarah Williams. "P-268 Team building, healthy workplace, healthy you." In Dying for change: evolution and revolution in palliative care, Hospice UK 2019 National Conference, 20–22 November 2019, Liverpool. British Medical Journal Publishing Group, 2019. http://dx.doi.org/10.1136/bmjspcare-2019-huknc.290.

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Barnes (she/her), Rebecca, Asmeret Berhe, Emily J. Diaz-Vallejo, Meredith Hastings, Vicki Magley, Allison Mattheis, Blair Schneider, Billy Williams, and Erika Marin-Spiotta. "TRANSFORMING WORKPLACE CLIMATE THROUGH BEHAVIORAL AND INSTITUTIONAL CHANGE, RESULTS FROM A GEOSCIENCES WORKPLACE CLIMATE SURVEY BY THE ADVANCEGEO PARTNERSHIP." In GSA Connects 2021 in Portland, Oregon. Geological Society of America, 2021. http://dx.doi.org/10.1130/abs/2021am-370814.

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Yonebayashi, Hideharu, Atsushi Kobayashi, Susumu Hirano, Masami Okawara, and Takao Iwata. "Boosting HSE Management More Efficiently and Sustainably: How Innovation Can Bring Change in Traditional HSE Mindsets?" In Abu Dhabi International Petroleum Exhibition & Conference. SPE, 2021. http://dx.doi.org/10.2118/208177-ms.

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Abstract As a part of laboratory Health, Safety and Environment (HSE) management system, the working environment control is applied to eliminate various occupational hazards for workers. This control is a continuous effort in our petroleum R&D laboratory as the working environment management system. As an element in the management system, workplace inspection has been taken into the regular HSE activity. Even traditional and well established, the workplace inspection has been continuously improved and optimized from various aspect of inspection design, inspection members selection, check list, and feedback. To make the continual improving practices more practical and effective, workplace features such as laboratory specific environment and ad-hoc research programs have been incorporated into the inspection design. All findings are summarized immediately after every inspection, and subsequently which types of risks hidden in the findings and necessary corrective actions are discussed. All of them: findings, risks, and corrective measures should be swiftly shared with all employees in the workplace. A check list format has been optimized from both aspects of easier recording by inspectors and correctly feedback to responsible personnel to take right counter measures. The paper analyses a large data of workplace inspection results in recent 10 years. The analysis reveals that hazardous sources are decreasing in recent years because of maturity of HSE culture in our laboratory. A combined cycle of inspection activity and data analysis would be useful for understanding the current status of working environment control and considering further updating plan. This paper discusses a practical example of laboratory HSE management system from both of detailed and high levels. Furthermore, a potential is discussed for a future workplace inspection using artificial intelligence and deep learning. The enterprising discussion contributes employee's traditional mindset fresh.
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Smith, Ann, and Lesley Spencer. "P-77 Restorative practice: emotional intelligence in the workplace." In Dying for change: evolution and revolution in palliative care, Hospice UK 2019 National Conference, 20–22 November 2019, Liverpool. British Medical Journal Publishing Group, 2019. http://dx.doi.org/10.1136/bmjspcare-2019-huknc.100.

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Marin-Spiotta, Erika, Rebecca Barnes, Asmeret Asefaw Berhe, Meredith Hastings, Allison Mattheis, Blair B. Schneider, and Billy M. Williams. "ADVANCEGEO PARTNERSHIP: EMPOWERING GEOSCIENTISTS TO TRANSFORM WORKPLACE CLIMATE THROUGH BEHAVIORAL AND INSTITUTIONAL CHANGE." In GSA Annual Meeting in Phoenix, Arizona, USA - 2019. Geological Society of America, 2019. http://dx.doi.org/10.1130/abs/2019am-335819.

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Audhali, Nadia, Florence Wedmore, Anna Moore, and Charlotte Monro. "1427 Harnessing staff values to catalyse workplace change. Towards 2040, NHS net-zero." In Royal College of Paediatrics and Child Health, Abstracts of the RCPCH Conference–Online, 15 June 2021–17 June 2021. BMJ Publishing Group Ltd and Royal College of Paediatrics and Child Health, 2021. http://dx.doi.org/10.1136/archdischild-2021-rcpch.636.

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Aei-Kyung, Kim, Jin Xian, and Ho-Chul Shin. "Linking Authentic Leadership to Change-Oriented Behaviors: The Mediating Effect of Workplace Trust." In 2022 IEEE/ACIS 7th International Conference on Big Data, Cloud Computing, and Data Science (BCD). IEEE, 2022. http://dx.doi.org/10.1109/bcd54882.2022.9900624.

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Reports on the topic "Workplace Change"

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Miller, Marisa. Inclusion and Assimilation: Including Change in the Workplace. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.6424.

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Lommele, S., and W. Dafoe. Utilities Power Change: Engaging Commercial Customers in Workplace Charging. Office of Scientific and Technical Information (OSTI), May 2016. http://dx.doi.org/10.2172/1416123.

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Van Sickle, Kenneth P. Why Johnny Won't Cooperate: An Examination of Behavior and Motivation Theory to Understand Resistance to Change in the Workplace,. Fort Belvoir, VA: Defense Technical Information Center, April 1995. http://dx.doi.org/10.21236/ada328961.

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Thompson, John. Development and Analysis of a Model for Change in the Workplace, Using Quasi-Experimentation with Computer Professionals in Northwestern Investor Owned Utilities. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1247.

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Howard, Jo. Practical Guides for Participatory Methods: Mapping and Power Analysis. Institute of Development Studies, January 2023. http://dx.doi.org/10.19088/ids.2023.002.

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This method enables participants to create a visual map of the key resources and assets in their community, organisation, workplace etc, that are important for their wellbeing and thriving. It is designed to encourage marginalised groups to visually represent and reflect on these resources and the power relations that shape who accesses and controls resources. They map and rank the actors who have more/less power, control and access, and discuss the reasons behind these differences. Finally, a discussion of possible strategies and actions for change can be facilitated.
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Hellerstein, Judith, David Neumark, and Melissa McInerney. Changes in Workplace Segregation in the United States between 1990 and 2000: Evidence from Matched Employer-Employee Data. Cambridge, MA: National Bureau of Economic Research, May 2007. http://dx.doi.org/10.3386/w13080.

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Wolvin, Andrew, and JungKyu Rhys Lim. Skills for Life: Listening. Inter-American Development Bank, July 2022. http://dx.doi.org/10.18235/0004351.

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As we face the ravages of COVID-19, climate change, economic disparities, and social injustice, the world needs listening skills more than ever. Listening skills are one of the core life skills that are critical in life, work, and school. Listening skills enable children to access information, develop other skills, such as empathy, and critical thinking, and have better academic performances and lives. Listening skills are one of the most desired and needed in workplaces. In this brief, we explain the importance of listening skills and listening processes. Then, we review how policymakers can help develop listening skills. Lastly, we review how policymakers can measure and assess listening skills.
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Yaremchuk, Olesya. TRAVEL ANTHROPOLOGY IN JOURNALISM: HISTORY AND PRACTICAL METHODS. Ivan Franko National University of Lviv, February 2021. http://dx.doi.org/10.30970/vjo.2021.49.11069.

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Our study’s main object is travel anthropology, the branch of science that studies the history and nature of man, socio-cultural space, social relations, and structures by gathering information during short and long journeys. The publication aims to research the theoretical foundations and genesis of travel anthropology, outline its fundamental principles, and highlight interaction with related sciences. The article’s defining objectives are the analysis of the synthesis of fundamental research approaches in travel anthropology and their implementation in journalism. When we analyze what methods are used by modern authors, also called «cultural observers», we can return to the localization strategy, namely the centering of the culture around a particular place, village, or another spatial object. It is about the participants-observers and how the workplace is limited in space and time and the broader concept of fieldwork. Some disciplinary practices are confused with today’s complex, interactive cultural conjunctures, leading us to think of a laboratory of controlled observations. Indeed, disciplinary approaches have changed since Malinowski’s time. Based on the experience of fieldwork of Svitlana Aleksievich, Katarzyna Kwiatkowska-Moskalewicz, or Malgorzata Reimer, we can conclude that in modern journalism, where the tools of travel anthropology are used, the practical methods of complexity, reflexivity, principles of openness, and semiotics are decisive. Their authors implement both for stable localization and for a prevailing transition.
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Ostaszewska, Aneta, Magdalena Szafranek, Marta Jadwiga Pietrusińska, and Karolina Ligna-Paczocha. Kobiety na uniwersytetach i pandemia Covid-19. Badania porównawcze na temat pracy kobiet. Wydział Stosowanych Nauk Społecznych i Resocjalizacji, October 2022. http://dx.doi.org/10.55226/uw.nawa2021.2022.

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Women at universities and the Covid-19 pandemic. Comparative research on women’s work The presented publication is a summary of the project “Women at universities and the Covid-19 pandemic. Comparative research on women’s work”. The project was carried out at the University of Warsaw in partnership with the University of Milan from September 2021 to August 2022. The research study is based on purposive sampling. It fits into a rather bleak and pessimistic picture of the modern university as an institution “in crisis”. The pandemic exacerbated the state of instability by revealing the tensions between the pursuit of progress and constraints, if only financial, and the strong habit to the traditional model of work. The university is not only a place to study, but also to work. And this aspect, more specifically, women’s work, was the focus of our research. We talked about women’s work at the university not only with female academics, but also with administrative, technical and IT support staff. We wanted to find out more about the experience of working under pandemic conditions and the challenges of post-pandemic reality. We believe that the women’s needs recognized in the course of the study and the proposed solutions (recommendations) can provide practical inspiration for change at universities that aim to improve gender equality and build more equal workplaces.
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Ostaszewska, Aneta, Magdalena Szafranek, Marta Jadwiga Pietrusińska, and Karolina Ligna-Paczocha. Women at universities and the Covid-19 pandemic. Comparative research on women’s work. Wydział Stosowanych Nauk Społecznych i Resocjalizacji, October 2022. http://dx.doi.org/10.55226/uw.nawa2021.2022.1.

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Women at universities and the Covid-19 pandemic. Comparative research on women’s work The presented publication is a summary of the project “Women at universities and the Covid-19 pandemic. Comparative research on women’s work”. The project was carried out at the University of Warsaw in partnership with the University of Milan from September 2021 to August 2022. The research study is based on purposive sampling. It fits into a rather bleak and pessimistic picture of the modern university as an institution “in crisis”. The pandemic exacerbated the state of instability by revealing the tensions between the pursuit of progress and constraints, if only financial, and the strong habit to the traditional model of work. The university is not only a place to study, but also to work. And this aspect, more specifically, women’s work, was the focus of our research. We talked about women’s work at the university not only with female academics, but also with administrative, technical and IT support staff. We wanted to find out more about the experience of working under pandemic conditions and the challenges of post-pandemic reality. We believe that the women’s needs recognized in the course of the study and the proposed solutions (recommendations) can provide practical inspiration for change at universities that aim to improve gender equality and build more equal workplaces.
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