Gotowe bibliografie tematyczne / Workplace performance

Gotowa bibliografia na temat „Workplace performance”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 21 lutego 2023

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Artykuły w czasopismach na temat "Workplace performance"

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Hastuti, Dwi. "Exploring the Relationship Between Personality Factors and Workplace Deviant Behavior Among Pekanbaru City Civil Servants". Performance 24, nr 1 (29.09.2017): 1. http://dx.doi.org/10.20884/1.performance.2017.24.1.309.

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This study investigated personality factors as predictors of workplace deviance behavior among civil servants in Pekanbaru, Indonesia. Using cross-sectional survey method, data were conducted to 263 civil servants from various departments and Agencies in Pekanbaru by using questionnaires. The instrument for data collection includes the Big Five Inventory (BFI) and the Workplace Deviance Scale. The hypothesis was used multiple regression with data analyzed by using Partial Least Square (PLS). The results revealed that there were a significant influence personality factors to workplace deviance behavior. The independently, extraversion and conscientiousness have negative significant to workplace deviance behavior and neuroticism and openness to experience have positive significant to workplace deviance behavior but not agreeableness significantly. This study recommended that the importance of taking personality traits into consideration during employee recruitment processes to minimize workplace deviant behavior.
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Williams, Claire. "Measuring Workplace Performance". Ergonomics 51, nr 6 (17.05.2008): 951. http://dx.doi.org/10.1080/00140130701680403.

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Chevalier, Roger. "Improving Workplace Performance". Performance Improvement 53, nr 5 (maj 2014): 6–19. http://dx.doi.org/10.1002/pfi.21410.

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Mitchell, Richard, i Joel Fetter. "Australian Workplace Agreements and High Performance Workplaces: A Reply". Journal of Industrial Relations 45, nr 4 (grudzień 2003): 528. http://dx.doi.org/10.1111/j.0022-1856.2003.00098.x.

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de Menezes, Lilian M., i Ana B. Escrig. "Managing performance in quality management". International Journal of Operations & Production Management 39, nr 11 (9.12.2019): 1226–59. http://dx.doi.org/10.1108/ijopm-03-2019-0207.

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Purpose The purpose of this paper is to address potential effects of the control element in quality management. First, behavioural theories on how elements of performance management can affect organisational performance are examined. Second, theoretical models on how perceptions of work conditions may impact well-being and performance are considered. Direct and indirect pathways from performance management to productivity/quality are inferred. Design/methodology/approach Matched employee-workplace data from an economy-wide survey in Britain and two-level structural equation models are used to test the hypothesised associations. Findings The use of practices in workplaces is inconsistent with a unified performance management approach. Distinct outcomes are expected from separate components in performance management and some may be contingent on workplace size. For example, within quality planning, strategy dissemination is positively associated with workplace productivity; targets are negatively associated with perceptions of job demands and positively correlated with job satisfaction, which in turn can increase workplace productivity. With respect to information and analysis: keeping and analysing records, or monitoring employee performance via appraisals that assess training needs, are positively associated with workplace productivity and quality. Originality/value This paper illustrates how control in quality management can be effective. Although the merits of performance management are subject to ongoing debate, arguments in the literature have tended to focus on performance appraisal. Analyses of economy-wide data linking performance management practices, within quality management, to employee perceptions of work conditions, well-being and aggregate performance are rare.
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K. Dimoff, Jennifer, E. Kevin Kelloway i Aleka M. MacLellan. "Health and performance: science or advocacy?" Journal of Organizational Effectiveness: People and Performance 1, nr 3 (2.09.2014): 316–34. http://dx.doi.org/10.1108/joepp-07-2014-0031.

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Purpose – The purpose of this paper is to examine the literature assessing the return-on-investment (ROI) of healthy workplace programs. Design/methodology/approach – Used a narrative review to summarize and evaluate findings. Findings – Although substantial ROI data now exist, methodological and logical weaknesses limit the conclusions that can be drawn. Practical implications – A strategy for monetizing the benefits of healthy workplaces that draws on both human resource accounting and strategic human resource management is described. Social implications – The promotion of healthy workplaces is an important goal in its own right. To the extent that ROI estimates are important in advancing this goal, these estimates should be based on clear logic and strong methodology. Originality/value – The paper suggests the need for stronger research designs but also note the difficulties in monetizing outcomes of the healthy workplace.
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Bryson, Alex, John Forth i Patrice Laroche. "Evolution or revolution? The impact of unions on workplace performance in Britain and France". European Journal of Industrial Relations 17, nr 2 (czerwiec 2011): 171–87. http://dx.doi.org/10.1177/0959680111400907.

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We use nationally representative workplace surveys to examine the relationship between unionization and workplace financial performance in Britain and France. We find that union bargaining is detrimental to workplace performance in both countries. However, in Britain the effect is confined to the declining proportion of unionized workplaces where there is active collective bargaining. In the French case, the effect is confined to the minority of cases where unions have high density and to unions with a reputation for militancy.
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Addison, John T., i Paulino Teixeira. "Trust and Workplace Performance". British Journal of Industrial Relations 58, nr 4 (8.01.2020): 874–903. http://dx.doi.org/10.1111/bjir.12517.

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Metcalf, David. "Workplace governance and performance". Employee Relations 17, nr 6 (wrzesień 1995): 5–24. http://dx.doi.org/10.1108/01425459510147516.

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Weakliem, David L., i Stephen J. Frenkel. "Morale and Workplace Performance". Work and Occupations 33, nr 3 (sierpień 2006): 335–61. http://dx.doi.org/10.1177/0730888406290054.

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Rozprawy doktorskie na temat "Workplace performance"

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Meyer, Kari. "Does free will affect workplace performance?" Tallahassee, Fla. : Florida State University, 2008. http://purl.fcla.edu/fsu/lib/digcoll/undergraduate/honors-theses/341791.

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Thesis (Honors paper)--Florida State University, 2008.
Advisor: Dr. Roy Baumeister, Florida State University, College of Arts and Sciences, Dept. of Psychology. Includes bibliographical references.
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Richardson, Francine Williams. "Enhancing Strategies to Improve Workplace Performance". ScholarWorks, 2014. https://scholarworks.waldenu.edu/dissertations/106.

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When employees become dissatisfied at an organization, they may develop negative behaviors that can impede profits and productivity. The purpose of this single case study was to explore what strategies are essential for organizational leaders to improve workplace performance. Maslow's hierarchy of needs served as the conceptual framework for this study. Data collection involved face-to-face, semistructured interviews of 20 managers, floor employees, and clerical staff from a business organization in Southwest Georgia. Participant selection was based on employees' tenure of at least 1 year of experience within the organization. Interviews were transcribed and then coded for common patterns and themes. Five themes emerged: (a) workplace environment, focusing on the level of flexibility given to employees in the organization; (b) feedback sources in organizations, centering on measurable standards such as written evaluations and other resources provided to employees; (c) management relationships, focusing on managers' influence on the performance of employees; (d) barriers in the workplace, examining internal and external sources that impede performance; and (e) recruitment/promotion strategies, centering on the organization's compensation incentives. Study outcomes suggest that organizational leaders may increase employee work performance by enhancing strategies that provide a positive assortment of abilities, motivational tools, and opportunities. In addition, these findings suggest that collaborative decision making between management and employees has a positive relationship with work attitudes and the engagement of employees. Leaders in organizations may apply these findings to develop an enriched workplace environment, one that could improve employee retention rates and organizational commitment.
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Femina, Devi. "Workplace social capital, job satisfaction and workplace performance in developed and developing countries". Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/workplace-social-capital-job-satisfaction-and-workplace-performance-in-developed-and-developing-countries(9323de21-3677-452c-9546-dbb6d350d8c8).html.

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Although social capital had been found to solve collective action problems, social capital at work or workplace social capital has only recently begun to be researched. This is noteworthy given that most of our waking hours are spent in the workplace. While workplace social capital is suggested to improve workplace performance, job satisfaction had been found to improve workplace performance. However, workplace social capital and job satisfaction have never been examined together with regard to workplace performance. Furthermore, most studies on workplace performance have focused on developed countries with evidence from developing countries is lacking. The aims of this thesis were to investigate 1) whether workplace social capital affects job satisfaction; 2) the relationship of social capital, job satisfaction and workplace performance; 3) whether individual characteristics differ in determining job satisfaction in developed and developing countries; and 4) whether context of organisations in developed and developing countries differ in determining the relationship of social capital, job satisfaction and workplace performance. To achieve those aims, this thesis selects two sets of secondary data representing developed countries: EWCS2010 in Europe combining workers with their regions and countries and WERS2011 in Britain linking workers to their workplaces; while primary data froma developing country have been gathered from public hospitals in Indonesia associating workers with workplaces. As such, this thesis exploits two approaches using structural equation modelling in multilevel models. First, the customary Macro-micro approach is used to examine the relationship between workplace social capital and job satisfaction treating both variables as latent constructs. Second, the less common micro-Macro approach is exercised to investigate the relationship between workplace social capital, job satisfaction and workplace performance. Results from developed countries show that workplace social capital is positively associated with individual outcomes such as job satisfaction and well-being even in times of financial crisis. Comparing the results between developed and developing countries, workplace social capital is positively significantly associated with job satisfaction in Britain and in Indonesia. With regard to higher level outcomes, workplace social capital is associated with better financial performance, while job satisfaction is associated with higher quality in British general industry. Turning to results from Indonesia, workplace social capital is associated with lower expenditure per bed; job satisfaction, however, failed to be associated with any workplace performance measures. Several individual and workplace characteristics in both developed and developing countries have similar influences on job satisfaction and workplace performance. Nevertheless, there are some contrasting results regarding the influence of those characteristics in developed and developing countries.
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Huovala, R. "The appraisal of workplace performance measurement tools". Thesis, University of Salford, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.539097.

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Rojon, Céline D. "A criterion-centric approach to measuring workplace performance". Thesis, University of Surrey, 2013. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.582862.

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The overall aim of this research is to further understanding of the criterion-side of individual workplace performance, and its conceptualisation and operationalisation, as this has been rather neglected by scholars in comparison to the prolifically researched predictor-side. This, is argued, has led to a problematic situation - it is not possible to fully comprehend, let alone predict performance without understanding how the construct is defined, conceptualised and measured in the first place. Three consecutive studies were conducted. First, the extant evidence base pertaining to performance was examined using systematic review methodology. Results indicated that widely cited performance models have not been sufficiently supported by evidence and/or do not adequately accommodate more recent findings, pointing to a need for further research to model individual workplace performance. The second study proposed a multidimensional behavioural performance model that has applicability across occupations. From repertory grid interviews (N = 25) to elicit individuals' understanding of critical components underlying performance - a total of 317 constructs -, a generic model featuring eleven categories, 57 subcategories and an overarching overall performance factor was developed. Next, using a newly designed online multirater performance measure, in study 3 I set out to test the model's applicability in a broader population of working adults. Based on results from an initial pilot phase (N = 164), I asserted that the model fits the collected data relatively well; whilst analyses suggested reducing the number of categories to six, the content and performance areas covered remained much the same. Findings from a subsequent main phase (N = 206), which utilised also two existing performance instruments for construct validation purposes, provided further support for the model and measure. In summary, this research contributes to the extant body of knowledge of performance by integrating perspectives from past research with insights gained here to provide a comprehensive, holistic understanding of the criterion-side, resulting in a new, validated, evidence-based model that can be used alongside an associated measure to inform scholarly efforts and practical applications (e.g. performance appraisal) alike. Future research can take several directions, such as how to apply the new model to other organisational levels or other cultural contexts.
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Ahmad, Mansoor. "The diffusion of high performance workplace practices in Pakistan and their performance associations". Thesis, University of Manchester, 2013. https://www.research.manchester.ac.uk/portal/en/theses/the-diffusion-of-high-performance-workplace-practices-in-pakistan-and-their-performance-associations(411a7328-5b9b-4b83-a96c-ed2b08017c7c).html.

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The topic of high performance workplace practices and their impact on organizational performance has been extensively researched in US and UK. Increasingly evidence with regard to diffusion of high performance workplace practices is emerging from fast developing Asian economies. However, very little is known about the state of diffusion of high performance workplace practices in Pakistan, a South Asian economy on route to industrialization. This study attempts to explore the diffusion of high performance workplace practices among the multinational and local firms in the important industrial sectors of banking, information technology and pharmaceutical in Pakistan that are characterized by high level of inward foreign direct investment. Recently the Pakistani Government has passed laws to encourage greater use of HPWS practices amongst domestic firms. This study compares the prevalence of HPWS practices in domestic firms to that in multinationals. MNCs are chosen as a competitor because they have been seen as being at forefront of HPWS use. First of all, the study explored an overall diffusion of high performance workplace practices in Pakistan and determined the state of differences with regard to diffusion of the practices between the establishments of multinational and local firms. Secondly, the study further explored the differences by taking into account the role of control variables such as age, size, percentage of non-managerial employees and nature of business at the establishment. The most important argument underpinning the high performance paradigm is that practices have substantial impact on human resource and performance outcomes of a firm. Thus the third objective of the study was to test and report the association of individual practices with various performance outcomes for a sample of local firms in Pakistan. The study observed whether such claims are valid for the local Pakistani establishments that implement such practices in hope of achieving better performance outcomes. The study found that a number of practices had a consistent and significant association with various performance outcomes across the industrial sectors in Pakistan. The results of the study suggest that latest innovations in human resource management in advanced industrial economies have fast spread among establishments in Pakistan. Moreover the results also suggest that arguments of high performance theory, in particular the universalistic/ best practice model hold ground when it comes to the diffusion of such practices in developing economies such as Pakistan with some caveats.
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Govers, Margaret Joyce. "Workplace empowerment and job performance in ambulatory care nursing". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ28576.pdf.

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Archer, Julian Charles. "Multisource feedback to assess doctors' performance in the workplace". Thesis, University of Sheffield, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.440899.

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Olifant, Caleb Jason. "Exploring the influence of workplace inclusion on employee performance". Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79634.

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Due to the diverse nature of the workforce which includes various people from different backgrounds, it has become increasingly important to discuss inclusion of these individuals in the workplace. Whilst the literature on inclusion is fairly new, research has noted, although not conclusively, that inclusion may have an influence on performance. This study explored the concepts of inclusion and performance and considered how inclusion influences performance. The study sought to build on both the theoretical and practical knowledge that exists on inclusion and show how it influences performance. It further sought to provide organisations with the rationale for implementing inclusive practices in order to benefit from their diverse workforce. To fully understand the inclusive experience and how it influences performance, a qualitative study using 15 semi-structured interviews of black and white females from various organisational levels was undertaken. The research found that when employees feel included, their commitment to work, their performance and their loyalty increases. This in turn has a positive influence on organisational performance, providing a strong business case for creating an inclusive workplace. These key insights led to the adaptation of the inclusion framework as developed by Shore et al. (2011). The study presents an inclusion-performance framework which shows how performance is positively influenced when employees are included.
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Wren, Carla. "Employee Perceptions of Leadership Styles That Influence Workplace Performance". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/7360.

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The leadership style found in government is usually diverse in nature, with the chain of command being top-down and focused on bureaucracy. There are some leadership styles that can adversely impact or vastly improve workplace performance. This descriptive phenomenological study was used to understand employee perceptions of leadership styles that affect their workplace performance. Bass's transformational leadership theory guided this study to explore how a supervisor's leadership style impacts an employee's workplace performance. The primary research question focused on positive and negative perceptions employees held related to supervisors' leadership behaviors and characteristics. The data collection was derived from in-depth interviews with 10 mid-level management employees aged 27 to 55 years of age, who are currently or were previously employed with a local government agency. Using Moustakas's method of data analysis, four primary themes were disclosed: (a) perceptions of three leadership styles, (b) insights on workplace performance, (c) observations of leader behaviors and characteristics, and (d) work ethics, indicating that a supervisor's leadership behaviors and characteristics do impact employees' workplace performance. The 4 primary themes indicated that participants preferred leader characteristics and behaviors associated with transformational leaders than they did with transactional or laissez-faire leaders. An organization's culture is influenced by leadership style, and consequently, leadership style affects an employee's workplace performance. The social change implications, as related to the findings, enable a leader to evaluate the perceptions of an employee's view of appropriate leadership styles that increases their workplace performance.
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Książki na temat "Workplace performance"

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1959-, O'Neill Michael J., red. Measuring workplace performance. Wyd. 2. Boca Raton, Fla: CRC/Taylor & Francis, 2007.

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Measuring Workplace Performance. London: Taylor and Francis, 2006.

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Workplace performance evaluation. Vancouver, BC: EduServ, 1990.

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Lawson, Karen. Improving workplace performance through coaching. West Des Moines, IA: American Media Pub., 1996.

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Space meets status: Designing workplace performance. New York, NY: Routlidge, 2005.

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Danford, Andy, Mike Richardson, Paul Stewart, Stephanie Tailby i Martin Upchurch. Partnership and the High Performance Workplace. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230501997.

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Vischer, Jacqueline. Space meets status: Designing workplace performance. Abingdon, Oxon: Routledge, 2005.

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International Society for Performance Improvement., red. Handbook of improving performance in the workplace. San Francisco: Jossey-Bass, 2010.

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Workplace superstars in resistant organizations. New York: Quorum Books, 1991.

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B, Bolt Sandra, red. Professionalism: Skills for workplace success. Wyd. 2. Upper Saddle River, N.J: Pearson, 2013.

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Części książek na temat "Workplace performance"

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Glazer, Sharon, Sally D. Farley i Tannaz T. Rahman. "Performance Consequences of Workplace Ostracism". W Workplace Ostracism, 159–88. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-54379-2_6.

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Camp, Robert B. "Objective Performance Evaluation". W Workplace Culture Matters, 277–83. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003336051-43.

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Williams, Bernard. "Building performance". W Creating the Productive Workplace, 368–91. 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/10.4324/9781315658834-24.

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James, Keith, Marc Brodersen i Jacob Eisenberg. "Workplace Affect and Workplace Creativity: A Review and Preliminary Model". W Emotion and Performance, 169–94. Boca Raton: CRC Press, 2021. http://dx.doi.org/10.1201/9780429187636-3.

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Bernard, Michael E. "Coaching High Workplace Performance". W Coaching for Rational Living, 295–324. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-74067-6_15.

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Hansen, Bitten. "Performance management and training". W Training in the Workplace, 58–80. London: Macmillan Education UK, 2000. http://dx.doi.org/10.1007/978-0-230-21276-3_4.

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Yates, Lynda. "Speech act performance in workplace settings". W Speech Act Performance, 109–26. Amsterdam: John Benjamins Publishing Company, 2010. http://dx.doi.org/10.1075/lllt.26.07yat.

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Danford, Andy, Mike Richardson, Paul Stewart, Stephanie Tailby i Martin Upchurch. "Modernization and Workplace Relations". W Partnership and the High Performance Workplace, 1–20. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230501997_1.

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Jurkiewicz, Carole L. "Workplace Values and Ethical Performance". W Encyclopedia of Business and Professional Ethics, 1–3. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-23514-1_1192-1.

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Butler, Barbara, i David Tranter. "Behavioral Tests to Assess Performance". W Drug Testing in the Workplace, 231–55. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-2399-4_11.

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Streszczenia konferencji na temat "Workplace performance"

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Van der Voordt, Theo. "Benchmarking of workplace performance". W 24th Annual European Real Estate Society Conference. European Real Estate Society, 2017. http://dx.doi.org/10.15396/eres2017_13.

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Ashfaq, Muhammad, i Sobia Irum. "Workplace Spirituality and Sustainable Performance". W 2021 International Conference on Decision Aid Sciences and Application (DASA). IEEE, 2021. http://dx.doi.org/10.1109/dasa53625.2021.9682374.

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El-Sherif, Nehad, i Mike Doherty. "Human Performance In Workplace Electrical Safety". W 2022 IEEE IAS Electrical Safety Workshop (ESW). IEEE, 2022. http://dx.doi.org/10.1109/esw49146.2022.9925044.

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Coffey, C. C., i D. L. Campbell. "285. Simulated Workplace Performance of N95 Respirators". W AIHce 1998. AIHA, 1999. http://dx.doi.org/10.3320/1.2762679.

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"Can Workplace Management drive increased Corporate Performance?" W 11th European Real Estate Society Conference: ERES Conference 2004. ERES, 2004. http://dx.doi.org/10.15396/eres2004_508.

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Aroke, Olugbemi, Mike Doherty i Behzad Esmaeili. "Human Performance Best Practices in the Electrical Workplace". W 2019 IEEE IAS Electrical Safety Workshop (ESW). IEEE, 2019. http://dx.doi.org/10.1109/esw41045.2019.9024716.

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Nurul Huda, L. "Healthy and Safety Workplace Design to Enhance Work Performance". W 1st Public Health International Conference (PHICo 2016). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/phico-16.2017.55.

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Irikannu, Ugochi. "Addressing Human Performance in the Workplace through a Multidisciplinary Approach". W SPE International Conference and Exhibition on Health, Safety, Security, Environment, and Social Responsibility. Society of Petroleum Engineers, 2018. http://dx.doi.org/10.2118/190656-ms.

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Bidayati, Utik, i Adi Hardianto. "Investigating the correlation between commitment, spirituality and performance in workplace". W 15th International Symposium on Management (INSYMA 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/insyma-18.2018.29.

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"Priorities in Workplace Performance: a measure of spend and design". W 21st Annual European Real Estate Society Conference. ERES, 2014. http://dx.doi.org/10.15396/eres2014_73.

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Raporty organizacyjne na temat "Workplace performance"

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Daniels, Rachel. Workplace Cognitive Failure as a Mediator between Work-Family Conflict and Safety Performance. Portland State University Library, styczeń 2000. http://dx.doi.org/10.15760/etd.1673.

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Blasi, Joseph, Richard Freeman, Chris Mackin i Douglas Kruse. Creating a Bigger Pie? The Effects of Employee Ownership, Profit Sharing, and Stock Options on Workplace Performance. Cambridge, MA: National Bureau of Economic Research, sierpień 2008. http://dx.doi.org/10.3386/w14230.

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Lavy, Victor. Gender Differences in Market Competitiveness in a Real Workplace: Evidence from Performance-based Pay Tournaments among Teachers. Cambridge, MA: National Bureau of Economic Research, wrzesień 2008. http://dx.doi.org/10.3386/w14338.

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Patston, L. L. M., A. N. Henry, M. McEwen, J. Mannion i L. A. Ewens-Volynkina. Thinking While Standing: An exploratory study on the effect of standing on cognitive performance. Unitec ePress, wrzesień 2017. http://dx.doi.org/10.34074/ocds.32017.

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Sedentary behaviour is extremely prevalent in Western societies and is significantly associated with an elevated risk of all-cause mortality that cannot be mitigated by physical activity. The introduction of standing desks into the workplace offers a solution to this inactivity, but there is limited investigation regarding the effects of standing on cognition, which is a major consideration in much office-based work. In this study we aimed to provide an exploratory investigation on the effect on cognitive performance of standing while working. We tested 30 office-based adults on a battery of 19 cognitive tasks (tapping five cognitive domains) in a randomised, repeatedmeasures crossover design study. Two conditions (standing versus sitting) were investigated over two 7.5-hour work days including morning, midday and afternoon sessions (Time of Day). Effects were analysed using multivariate two-way repeated-measures ANOVAs (Condition by Time of Day) for five cognitive domains. Overall, after correcting for multiple comparisons, there were no differences in performance between sitting and standing. At an uncorrected level, however, significant effects of Condition were found in three of the 19 tasks, with all demonstrating better performance while standing. Importantly, these results suggest that there is no detriment to cognitive performance through standing. They also provide an initial indication that there may be cognitive benefits of standing in the attention and working memory domains, which may be a promising avenue for future inquiry.
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Wolvin, Andrew, i JungKyu Rhys Lim. Skills for Life: Listening. Inter-American Development Bank, lipiec 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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Equality Works: The Global Health 50/50 Report 2019. Global Health 50/50, marzec 2019. http://dx.doi.org/10.56649/lvpj2240.

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The Global Health 50/50 2019 report focuses on gender equality in the workplace, reviewing policies, programmes, and indicators of power and privilege across 198 organisations. The 2019 Report provides an in-depth look at gender equality within the workplace across four dimensions: commitment, evidence-informed policy content, equitable outcomes in power and pay, and gender-responsive programming. By focusing its 2019 Report on gender in the workplace, Global Health 50/50 (GH5050) seeks to equip organisations and individuals with the data and tools to review and strengthen their own policies by providing a snapshot of organisational performance and contributing to a community of best practice. Global Health 50/50 believes that more feminist, diverse and inclusive leadership is imperative for achieving policies and programmes that realise the health, rights and equality of career opportunities for everyone. By sharing these findings, we hope to contribute to a more gender-equal global health sector that works for everyone.
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