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Summary
Summary
The Enterprise Culture of the 1980s helped transform economies of Western Europe, but left behind a legacy of stress, both for managers and shop floor workers. The cost to business is seen in absenteeism, reduced productivity, compensation claims, health insurance and direct medical costs, which in the US cost approximately $150 billion a year. Stress related absences are about ten time more costly in the UK than all industrial relations disputes put together, and sickness absence, premature death and retirement due to alcoholism costs a staggering £2 billion a year.
The future is likely to get worse. As the pace of change increases and competition intensifies, organisations will restructure and the pressure on individual workers will increase. They can expect to feel less in control and more insecure in their work.
This major work includes a collection of good practice examples and has been drawn together in a structured way to allow clear comparisons of a number of companies in the USA and Europe, ranging from the US Air Force, to an international pharmaceutical company (Zeneca), and a high-powered international retailer (Marks and Spencer). Human resource and occupational health professionals should find this an enlightening work, full of good examples to help them create a healthy environment for their workforce.
Table of Contents
List of figures and tables | p. vii |
List of contributors | p. xi |
Preface | p. xii |
1 Models of healthy work organizations | p. 1 |
Part I Targeted organizational change based on employee survey data | p. 13 |
2 Using employee opinion surveys to improve organizational health | p. 15 |
3 Improving organizational effectiveness through integration of core values | p. 37 |
4 Managing change in healthcare: a study of one hospital system's efforts | p. 51 |
5 Improving communications and health in a government department | p. 67 |
6 The effects of promoting organizational health on worker well-being and organizational effectiveness in small and medium-sized enterprises | p. 83 |
Part II Company-wide policies and programs | p. 105 |
7 Building world-class performance in changing times | p. 107 |
8 Individual and organizational activities to build better health | p. 133 |
9 Bringing health to life | p. 149 |
10 Designing and implementing a managing pressure program at Marks and Spencer Plc | p. 159 |
11 Summary: developing healthy corporate cultures by reducing stressors at work | p. 181 |
Index | p. 190 |