Relevant bibliographies by topics / Workplace culture

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Workplace culture'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 July 2024

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Journal articles on the topic "Workplace culture"

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TIMPKA, T., H. ERIKSSON, E. HOLM, M. STRÖMGREN, J. EKBERG, A. SPRECO, and Ö. DAHLSTRÖM. "Relevance of workplace social mixing during influenza pandemics: an experimental modelling study of workplace cultures." Epidemiology and Infection 144, no. 10 (February 5, 2016): 2031–42. http://dx.doi.org/10.1017/s0950268816000169.

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SUMMARYWorkplaces are one of the most important regular meeting places in society. The aim of this study was to use simulation experiments to examine the impact of different workplace cultures on influenza dissemination during pandemics. The impact is investigated by experiments with defined social-mixing patterns at workplaces using semi-virtual models based on authentic sociodemographic and geographical data from a North European community (population 136 000). A simulated pandemic outbreak was found to affect 33% of the total population in the community with the reference academic-creative workplace culture; virus transmission at the workplace accounted for 10·6% of the cases. A model with a prevailing industrial-administrative workplace culture generated 11% lower incidence than the reference model, while the model with a self-employed workplace culture (also corresponding to a hypothetical scenario with all workplaces closed) produced 20% fewer cases. The model representing an academic-creative workplace culture with restricted workplace interaction generated 12% lower cumulative incidence compared to the reference model. The results display important theoretical associations between workplace social-mixing cultures and community-level incidence rates during influenza pandemics. Social interaction patterns at workplaces should be taken into consideration when analysing virus transmission patterns during influenza pandemics.
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Kava, Christine M., Edith A. Parker, Barbara Baquero, Susan J. Curry, Paul A. Gilbert, Michael Sauder, and Daniel K. Sewell. "Associations Between Organizational Culture, Workplace Health Climate, and Employee Smoking at Smaller Workplaces." Tobacco Use Insights 12 (January 2019): 1179173X1983584. http://dx.doi.org/10.1177/1179173x19835842.

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Background: Smaller workplaces frequently employ low-wage earners, who have higher smoking rates. Organizational culture and workplace health climate are two characteristics that could influence employee smoking. The purpose of this study was to examine the associations between organizational culture, workplace health climate, and smoking among employees at small (20-99 employees) and very small (<20 employees) workplaces. We proposed the following hypotheses: a stronger clan culture will be associated with a better workplace health climate (HP1); a better workplace health climate will be associated with lower odds of current smoking (HP2); and there will be an association between workplace health climate and smoking intensity (HP3) and between workplace health climate and quit intention (HP4). Methods: Executives and employees completed separate online questionnaires. Data collection occurred between June and October 2017. We used regression and Fisher’s exact tests to answer study hypotheses. Results: Workplaces with stronger clan cultures had a better workplace health climate (b = 0.27, P < .05), providing support for HP1. A better workplace health climate was associated with lower odds of being a current smoker (odds ratio [OR] = 0.08; 95% confidence interval [CI]: 0.01, 0.53), providing support for HP2. No significant relationship existed between workplace health climate and smoking intensity ( P = .50) or between workplace health climate and intention to quit smoking ( P = .32); therefore, HP3 and HP4 were not supported. Conclusion: Certain culture types may inform an organization’s health climate. Despite a lower likelihood of current smoking in workplaces with better health climates, a better health climate may not be sufficient to produce changes in smoking behavior and intentions.
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Shier, Micheal L., Aaron Turpin, David B. Nicholas, and John R. Graham. "Dynamics of a culture of workplace safety in human service organizations: A qualitative analysis." International Social Work 62, no. 6 (July 23, 2019): 1561–74. http://dx.doi.org/10.1177/0020872819858744.

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Workplace cultures are an important component in creating safe work environments. In-depth qualitative interviews ( n = 85) were conducted with human service workers of a large publicly administered human service organization in Canada to learn more about the organizational and/or workplace conditions that contribute to a safety culture. Findings reveal that a safety culture within this human service workplace is defined by values or attitudes associated with safety and structured mechanisms that help promote workplace safety. Insights from respondents help to identify areas for workplace and organizational development to promote health and safety within human service workplaces.
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Walker, Louise, and Orla Flannery. "Office cake culture." International Journal of Workplace Health Management 13, no. 1 (January 6, 2020): 95–115. http://dx.doi.org/10.1108/ijwhm-03-2019-0039.

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Purpose The purpose of this paper is to explore the characteristics of office cake (OC) consumption and the associated attitudes and behaviours among UK office workers to gain insight into the implications for workplace health. Design/methodology/approach A cross-sectional online questionnaire was completed by 940 respondents. Data were analysed using descriptive statistics and cross-tabulation with χ2 tests for between-group difference. Findings Respondents reported both positive social and negative health-related consequences of OC. OC influenced eating behaviour through increased salience and availability, and the effects of social influencing. Almost all (94.8 per cent) reported ideal OC frequency to be once/week or less. Gender and age significantly affected attitudes and behaviour. Research limitations/implications The questionnaire was not validated so data accuracy could have been diminished or biased. Portion size was not examined and consumption data were self-reported which could have resulted in under-reporting. Only office workers were investigated therefore results may not be applicable to other workplaces. Practical implications OC appears to influence both the workplace eating environment and employee eating behaviour. It could therefore affect employee health and workplace health promotion programme efficacy. However the findings suggest that nudge-based initiatives could reduce OC consumption to make workplaces healthier while retaining social benefits. Originality/value The present study provides the first data on OC culture and insights on how to address it sensitively. It also highlights that sweet treats used for celebration and employee recognition should be considered a relevant part of workplace food provision alongside canteens and vending.
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Jury, Ceri, Hong Eng Goh, Shaney P. Olsen, Jan Elston, and Jan Phillips. "Actions and results from the Queensland Health "Better Workplaces" staff opinion survey." Australian Health Review 33, no. 3 (2009): 371. http://dx.doi.org/10.1071/ah090371.

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In April 2006, the Workplace Culture and Leadership Centre (the Centre) from Queensland Health launched the ?Better Workplaces? initiative. The objective was to improve workplace culture and increase the capabilities of its leaders. A comprehensive program of leadership development complemented the workplace culture improvement strategy. As part of the initiative, the Centre launched a series of staff opinion surveys to monitor workplace culture improvement over time. To ensure the survey process was action oriented, the Workplace Culture Team developed a companion process ensuring the results were acted upon and tangible improvements were realised. This resulted in a comprehensive and robust process involving the development and implementation of action plans in every district and division in Queensland Health.
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Orenic, Liesl Miller. "Rethinking Workplace Culture." Journal of Urban History 30, no. 3 (March 2004): 452–64. http://dx.doi.org/10.1177/0096144203262819.

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Kelly, Daniel. "Understanding workplace culture." International Journal of Palliative Nursing 25, no. 5 (May 2, 2019): 211. http://dx.doi.org/10.12968/ijpn.2019.25.5.211.

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Wagner, Anke, Ladina Schöne, and Monika A. Rieger. "Determinants of Occupational Safety Culture in Hospitals and other Workplaces—Results from an Integrative Literature Review." International Journal of Environmental Research and Public Health 17, no. 18 (September 10, 2020): 6588. http://dx.doi.org/10.3390/ijerph17186588.

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Background: The aim of the present study was to obtain an overview of occupational safety culture by assessing and mapping determinants in different workplaces (hospital workplaces and workplaces in construction, manufacturing, and other industry sectors) using an already established theoretical framework with seven clusters developed by Cornelissen and colleagues. We further derived implications for further research on determinants of occupational safety culture for the hospital workplace by comparing the hospital workplace with other workplaces. Methods: We conducted an integrative literature review and searched systematically for studies in four research databases (PubMed, Web of Science, CINAHL, and PsycINFO). The search was undertaken in 2019, and updated in April 2020. Results of the included studies were analyzed and mapped to the seven clusters proposed by Cornelissen and colleagues. Results: After screening 5566 hits, 44 studies were included. Among these, 17 studies were conducted in hospital workplaces and 27 were performed in other workplaces. We identified various determinants of an occupational safety culture. Most studies in hospital and other workplaces included determinants referring to management and colleagues, to workplace characteristics and circumstances, and to employee characteristics. Only few determinants in the studies referred to other factors such as socio-economic factors or to content relating to climate and culture. Conclusions: The theoretical framework used was helpful in classifying various determinants from studies at different workplaces. By comparing and contrasting results of studies investigating determinants at the hospital workplace with those addressing other workplaces, it was possible to derive implications for further research, especially for the hospital sector. To date, many determinants for occupational safety culture known from workplaces outside of the healthcare system have not been addressed in studies covering hospital workplaces. For further studies in the hospital workplace, it may be promising to address determinants that have been less studied so far to gain a more comprehensive picture of important determinants of an occupational safety culture in the hospital sector.
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Brown, Llinos. "Workplace Energy Culture Framework: A Mixed Methods Study Examining Differences in Energy Use and Behaviours within an Industrial Workplace." Sustainability 16, no. 7 (April 7, 2024): 3072. http://dx.doi.org/10.3390/su16073072.

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One way to achieve energy efficiency in the workplace is to change employee behaviour. Research in this area is limited, and significant gaps remain in understanding differences in how energy is used within workplaces and the suitability of existing frameworks for application in workplace settings. This paper addresses these gaps by applying and further developing the interdisciplinary energy culture framework (ECF) to examine employee energy use in an industrial workplace with an office and manufacturing areas. A mixed methods approach consisting of surveys, a focus group and interviews is applied. Results show significant differences in the office and manufacturing areas, with office areas having a more energy-efficient energy culture. Qualitative results show differences exist due to organizational behaviours, such as the effectiveness of business communications methods, varying levels of investment, the physical environment and work tasks. Results also show external influences, such as government budgets, business structure, and wider organisational cultures, impact energy cultures and how energy is used. This paper proposes modifications to the ECF, which acknowledges the multi-scalar nature of workplace energy cultures. This paper demonstrates how the ECF can be applied to workplace settings, allowing further understanding of how energy is used, and identifying wider organizational, occupational, and individual psychological influences on energy use.
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Mannix-McNamara, Patricia, Niamh Hickey, Sarah MacCurtain, and Nicolaas Blom. "The Dark Side of School Culture." Societies 11, no. 3 (July 29, 2021): 87. http://dx.doi.org/10.3390/soc11030087.

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The extant literature evidences the link between incivility and workplace culture. Both have a symbiotic relationship whereby a change in one influences the other. When workplace cultures develop dysfunctional values and beliefs, negative traditions, and caustic ways of interacting, they have become “toxic cultures.” This study examined Irish post-primary school teachers’ experiences of incivility and toxic culture in the workplace through in-depth interviews with forty-two participants. Results show that toxic work culture had a negative impact on both the personal and professional lives of the participants. We conclude that antecedents in toxic school culture are linked to epistemological assumptions, group dynamics, and deficiencies in leadership, and we suggest that they act as causes and/or facilitators of workplace bullying.
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Dissertations / Theses on the topic "Workplace culture"

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Lien, Vy Ngoc. "Workplace culture, workgroup identification, and workplace conflict." CSUSB ScholarWorks, 2002. https://scholarworks.lib.csusb.edu/etd-project/2334.

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The purpose of this thesis was to distinguish between which work factors contribute to emotional conflict in the workplace. Specifically, the factors of interest were existence and tolerance of multicultural diversity, work group culture and group identification.
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Weyant, Jacob B. "Communicating organizational culture in the workplace through writing." Fairfax, VA : George Mason University, 2008. http://hdl.handle.net/1920/3149.

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Thesis (M.A.)--George Mason University, 2008.
Vita: p. 83. Thesis director: Douglas Eyman. Submitted in partial fulfillment of the requirements for the degree of Master of Arts in English. Title from PDF t.p. (viewed July 8, 2008). Includes bibliographical references (p. 80-82). Also issued in print.
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Zeka, Luan. "Organizational Culture and Individuals' Experience of Workplace Bullying." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4699.

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Workplace bullying is an epidemic in the United States. The purpose of this qualitative phenomenological study was to increase understanding of employees' lived experiences of bullying in an organizational culture. Schein's organizational cultural model provided the conceptual framework for the study. The research question addressed how individuals who were bullied or witnessed bullying in the New York State area perceived their experiences within the organizational culture. Data collection included a researcher's journal and in-depth interviews with 25 participants. Data were analyzed using Moustakas's modified van Kaam method of phenomenological analysis. From the data analysis process, three categories of bullying emerged and revealed nine themes that exposed the participants' experiences and perceptions of bullying and the organizational culture in the workplace. Findings indicated that witnesses and victims feel emotional, physical, and psychological effects from exposure to workplace bullying. Results also provided leaders with information that organizational culture, leadership, and management are related to workplace bullying. Organizational leaders and managers may use these findings to support positive social change by disclosing the effects that workplace bullying has on all members of the organization. Results may be used to develop interventions and anti-bullying policies to help employees address workplace bullying in their organizations, thereby ensuring a more positive work environment. Conducting additional research related to each of the themes may lead to a deeper understanding of how to address the many factors that facilitate bullying in the workplace.
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Турчина, Тамара Василівна, Тамара Васильевна Турчина, and Tamara Vasylivna Turchyna. "Intercultural Communication in the Global Workplace." Thesis, Ukrainian Academy Of Banking, 2009. http://essuir.sumdu.edu.ua/handle/123456789/50957.

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The need for intercultural communication skill is obvious - we are all working in an interconnected global economy and it is important to build good relationships with people from other cultures. This leads to better business.
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Ferroff, Constantin Viacheslavovich. "Culture and its Impact on Flight Deck Management." Thesis, Griffith University, 2015. http://hdl.handle.net/10072/365932.

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The mixing of culture in any work place brings a series of challenges; the aviation industry is no different. The major down side to these challenges is the risk to safety in an industry that prides itself on being considered one of the safest industries in the world. The issue of culture on the flight deck is of particular interest because for some time there have been negative outcomes when crews of mixed cultural backgrounds have been forced to deal with adverse situations. These situations may have many root causes but have often been far less relevant to the outcome than the cockpit dynamics at play (Kanki & Palmer, 1993). Kanki & Palmer (1993) suggest that culture plays a significant role in flight deck management. The procedures developed by aircraft manufacturers (who are predominately Anglo-European) may not be appropriate for airlines whose pilots are predominately from non-Anglo-European backgrounds. There is however little quantifiable evidence to support this line of argument. This study was performed to investigate the role that culture plays on the flight deck, in particular flight crew performance (flight deck management) as it impacts on both safety and efficiency. Previous studies have discussed flight crew performance, demonstrating the interrelated nature of technical and non-technical skills and the relationship between the flight crew skill set and operational outcomes. This study seeks to expand knowledge in the area of flight crew performance by exploring the impact of culture on procedures, training and crew interrelationships.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Natural Sciences
Science, Environment, Engineering and Technology
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Zhang, Dan. "Culture, workplace stress, and coping : a study of overseas Chinese." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape7/PQDD_0001/NQ39012.pdf.

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Gulley, Tamala Lavelle. "Investigation into workplace culture for medication error reporting in pharmacy." [Tampa, Fla.] : University of South Florida, 2007. http://purl.fcla.edu/usf/dc/et/SFE0002118.

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Klunk, Clare Dvoranchik. "Workplace Devaluation: Learning from Experience." Diss., Virginia Tech, 1999. http://hdl.handle.net/10919/27337.

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Many successful professionals, recognized for their experience, knowledge, competence and commitment to their field, experience a contradiction when they realize that their contributions are no longer valued by decision-makers in their organizations. Professionals, regardless of gender, position, education, race or profession, who experience workplace devaluation agree that this experience devalues their contributions and demeans their sense of self. This study illuminates the professionals' perspective of workplace devaluation through their experience. Within the framework of grounded theory methodology, this research examined three research questions: (a) What is the experience of professionals' workplace devaluation? (b) How did professionals learn from the experience? (c) What did professionals learn from the experience? The unit of analysis is the professional within an organization. Four participants were selected who (a) had several years experience with their organization; (b) were previously valued by the organization; (c) were current in their field; (d) had experienced workplace devaluation; and (e) were able to articulate insights, thoughts, and emotions on their experience. Multiple interviews with each participant provided the data. A comparative, iterative analysis of the data yielded: (a) a seven-phase process of the experience; (b) six constructs embedded in the process, and (c) four categories of learning. The dialogic interview method facilitated the participants' apperception, reflection, and progress through the process. Three emotions--fear, powerlessness, anger--and their interaction with the other constructs (autonomy, communication, personalization, authority, and recognition) influenced coping strategies and actions taken by each participant. The four narratives explicate the interrelationships of the findings. Three major conclusions are: (a) A rich description of the workplace devaluation experience offers a glimpse into the complexity of this topic and into the professionals' "lived world." (b) The learning process, grounded in the data, depicts how these four professionals used the power of their emotions to create balance within themselves as they attempted to explicate their situation of workplace devaluation. (c) The results indicate that greater learning occurred in organizational knowledge and intrapersonal knowledge for these professionals. Questions for further research are noted along with practical suggestions and recommendations for the praxis of adult educators, decision-makers, and professionals.
Ph. D.
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Chen, Ziyuan, and Dong Hua. "Evaluation of impact of organizational culture in workplace : an empirical study of Handelsbanken." Thesis, University of Gävle, Department of Business Administration and Economics, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-757.

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A well established organization culture is necessary for the success of a company. In this study, we choose Handelsbanken to demonstrate how an international company develops its culture, and find out what are the important characteristics of that culture.

It was concluded that a successful company must have a well established organization culture, which can not only adapt to different outside environment but also bring solidarities in organizations. Further more, there is no culture is better or worse, there is only the culture that is most appropriate and efficient for the company.

This thesis demonstrates how an international company develops its culture, therefore, it will be valuable for those who want to create or improve their organization cultures.

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Lakey, Eugene Pierre. "Spirituality in the workplace." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/820.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: This study project addresses the role spirituality in the workplace can play. The conclusion is that although people are different, in the working environment in an organisation, much time is spent together and creating an environment that is a joy to work in, will induce the employees to work with energy and be highly productive. A number of interviews were conducted and factual information was acquired to analyse the effects of spirituality in the workplace. A conclusion is reached that underlines the fact to counter low morale, low productivity and negative attitudes in the workplace it is imperative that we should address the spirituality in the workplace thus ensuring that a positive organisation culture is maintained within the organisation.
AFRIKAANSE OPSOMMING: Hierdie studie projek behandel die rol wat geestelikheid in die werkplek kan speel. Die gevolgtrekking wat gemaak kan word is dat alhoewel mense van mekaar verskil in die werksomgewing binne die organisasie, hulle ‘n groot gedeelte van die dag met mekaar spandeer en vir dié rede is dit van kardinale belang dat ‘n goeie werksklimaat geskep word wat sal bydra dat die werknemer energiek werk en hoë produktiwiteit handhaaf. ‘n Aantal onderhoude was gevoer en feitlike inligting was verkry om die effek van geestelikheid in die werksplek te ondersoek. ‘n Slotsom is bereik dat die feite van lae moraal, lae produktiwiteit en negatiewe ingesteldheid in die werksplek belangrik is om geadresseer te word ten einde te verseker dat geestelikheid in die werksplek toegepas word en dat ‘n positiewe klimaat in die organisasie handhaaf word.
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Books on the topic "Workplace culture"

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Boyett, Joseph H. Workplace 2000. [New York, N.Y.]: Dutton, 1991.

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Joseph, Melling, ed. Managing the modern workplace: Productivity, politics, and workplace culture in postwar Britain. Aldershot, Hants, England: Ashgate, 2007.

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Bloom, Daniel T. Reality, Perception, and Your Company’s Workplace Culture. New York, NY : Routledge, 2019.: Productivity Press, 2019. http://dx.doi.org/10.4324/9780429429118.

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Longo, Joy. Bullying in the workplace: Reversing a culture. 2nd ed. Silver Spring, MD: American Nurses Association/Nursebooks.org., 2012.

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Howard, Robert. Brave new workplace. New York, NY: Viking, 1985.

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Aranda, Eileen K. Teams: Structure, process, culture, and politics. Upper Saddle River, N.J: Prentice Hall, 1998.

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1949-, Robinson J. Gregg, ed. Women in engineering: Gender, power, and workplace culture. Albany: State University of New York Press, 1992.

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Neuhauser, Peg. Culture.com: Building corporate culture in the connected workplace. Toronto: John Wiley & Sons Canada, 2000.

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P, Conn Henry, ed. Workplace 2000: The revolution reshaping American business. New York, N.Y., U.S.A: Dutton, 1991.

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P, Conn Henry, ed. Workplace 2000: The revolution reshaping American business. New York: Plume, 1991.

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Book chapters on the topic "Workplace culture"

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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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Camp, Robert B. "Finally, a Break." In Workplace Culture Matters, 169–73. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003336051-29.

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Camp, Robert B. "Unraveling the Ball of Twine." In Workplace Culture Matters, 7–9. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003336051-4.

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Camp, Robert B. "Confrontation." In Workplace Culture Matters, 215–18. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003336051-34.

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Camp, Robert B. "Oakland." In Workplace Culture Matters, 81–86. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003336051-18.

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Camp, Robert B. "First Who." In Workplace Culture Matters, 87–98. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003336051-19.

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Camp, Robert B. "Tuesday: Take Two." In Workplace Culture Matters, 71–76. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003336051-15.

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Camp, Robert B. "Friday: A Long, Long Day." In Workplace Culture Matters, 39–43. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003336051-11.

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

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Camp, Robert B. "Unkinking the Hose." In Workplace Culture Matters, 209–14. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003336051-33.

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Conference papers on the topic "Workplace culture"

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"The Influence of Workplace Culture on Women Discrimination at the Workplace." In March 2017 Singapore International Conferences. EAP, 2017. http://dx.doi.org/10.17758/eap.eph317025.

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Voskresenskaya, Maria S. "CEFR-Related Assessment Practices in Teaching L2 for Workplace Interaction." In Dialogue of Cultures - Culture of Dialogue: from Conflicting to Understanding. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.11.03.79.

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Erdei, Gabor. "PROFESSIONAL ACTIVITIES, ORGANIZATIONAL CULTURE AND WORKPLACE LEARNING." In 16th annual International Conference of Education, Research and Innovation. IATED, 2023. http://dx.doi.org/10.21125/iceri.2023.2215.

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Halim, Haslina. "Differentiation Workplace Relationships: One Nation-Three Culture Context." In ISSC 2016 International Conference on Soft Science. Cognitive-crcs, 2016. http://dx.doi.org/10.15405/epsbs.2016.08.78.

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Wright, Robert P. "A Systems Engineering Approach to Changing Workplace Culture." In 2024 IEEE Aerospace Conference. IEEE, 2024. http://dx.doi.org/10.1109/aero58975.2024.10521393.

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DOLLIJA, Elda, and Manjola ÇOLLAKU. "FURXHI Gentisa HAPPINESS IN THE WORKPLACE." In Happiness And Contemporary Society : Conference Proceedings Volume. SPOLOM, 2021. http://dx.doi.org/10.31108/7.2021.19.

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The nature of workplace has dramatically changed in the new area of economy. Nowadays employeers are investing for better workplace environment. The organizational culture and cimate must encourage the employees to flourish and be their best selves. The perfect workplace is supposted to make the employees happy by giving the people flexibility and autonomy as to where and how they work, built on a culture of growth and trust. That is because happines in the workplace is like a symbiotic relationship which offers mutual benefits to both employees and employers. Key words: employee happiness; workplace; productivity; well being
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Das Swain, Vedant, Koustuv Saha, Manikanta D. Reddy, Hemang Rajvanshy, Gregory D. Abowd, and Munmun De Choudhury. "Modeling Organizational Culture with Workplace Experiences Shared on Glassdoor." In CHI '20: CHI Conference on Human Factors in Computing Systems. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3313831.3376793.

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Chaudhary, Shreya, Shravan Kumar, Komil Kumar, Samta Kathuria, Prafful Negi, and Gunjan Chhabra. "Role of Artificial Intelligence in Organizational Culture and Workplace." In 2023 International Conference on Sustainable Computing and Data Communication Systems (ICSCDS). IEEE, 2023. http://dx.doi.org/10.1109/icscds56580.2023.10104697.

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Tararukhina, Olga. "WORKPLACE RELATIONSHIPS AS A SYMPTOM OF ORGANIZATIONAL CULTURE AND A LEVER FOR CULTURE TRANSFORMATION." In International Psychological Applications Conference and Trends. inScience Press, 2019. http://dx.doi.org/10.36315/2019inpact100.

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Demir, Fatma. "Promoting Gender Equality in Education and the Workplace." In 7th International Conference on Gender Studies: Gender, Space, Place & Culture. Eastern Mediterranean University, 2019. http://dx.doi.org/10.33831/gspc19/443-467/29.

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Reports on the topic "Workplace culture"

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Oosterom, Marjoke, Lopita Huq, Victoria Namuggala, Sohela Nazneen, Prosperous Nankindu, Maheen Sultan, Asifa Sultana, and Firdous Azim. Tackling Workplace Sexual Harassment. Institute of Development Studies, May 2022. http://dx.doi.org/10.19088/ids.2022.026.

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Employment is believed to be a crucial avenue for women’s empowerment, yet widespread workplace sexual harassment undermines this in many countries. Young and unmarried women from poor backgrounds are particularly at risk, but workplace sexual harassment is often overlooked in debates on decent jobs for youth. Based on case study research with factory and domestic workers in Bangladesh and Uganda, this briefing explains how social and gender norms constrain young women’s voices and agency in response to sexual harassment. It offers recommendations towards developing the laws, mechanisms and culture needed to reduce workplace sexual harassment and empower young women in their work.
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Williams, Janine, Maria Hameed Khan, Robyn Mayes, Trish Obst, and Benjamin Lowe. Getting on at Work: Progression and Promotion of Women with Disability in the Victorian Public Service. Queensland University of Technology, 2023. http://dx.doi.org/10.5204/rep.eprints.241144.

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Overview of the Project Gender inclusivity and equal employment opportunities are key priorities for the Victorian Government. The Gender Equality Act 2020 (the Act) commenced in March 2021 and laid the foundation to improve workplace gender equality in the Victorian public sector. The legislation requires Victorian public sector entities to explicitly address intersecting forms of inequality and disadvantage. The research project aimed to centre the voices of women with disability to provide evidence-based insights into the enablers, barriers and inclusive practices shaping their career progression and promotion in the Victorian Public Service. The research team reviewed scholarly literature, analysed data extracts from the People Matter Survey (2021) and interviewed 49 women with disability from across the Victorian Public Service. Summary of Key Findings People Matter Survey Data 2021 Analysis of the People Matter Survey 2021 data extracts identified statistically significant insights. People who identified as having a disability analysed by gender identity indicated that: ● women and people who identified as non-binary and ‘other’ reported having a disability more often than men. ● women were more likely to use one or more flexible work arrangements. ● more requests for workplace adjustments were made by women, non-binary or ‘other’ gender identities and disability was often identified as a reason for requesting workplace adjustments. ● women and men reported low perceptions of workplace culture related to disability. This was significantly lower for respondents who identified as non-binary, ‘other’ or who preferred not to state their gender. Research Interviews with Women with Disability Interviews with women with disability identified three career patterns. Firstly, broadly inclusive, and positive career experiences. Secondly, broadly non-inclusive career experiences which led participants to feel unsure they had a future career in the VPS. Thirdly, most participants experienced a range of inclusive and non-inclusive career experiences which varied depending on the VPS employer or team in which they were employed. Overall, participants highlighted a desire for: ● the VPS to move forward with more consistency in how it enables the careers of women with disability across all roles and levels of seniority. ● the VPS to move away from putting women with disability in the ‘too hard basket’ towards developing a culture where disability inclusion is characterised by relationships and interactions that reflect ‘respect’ and ‘trust’. Eight themes draw together insights from the interviews with women with disability and identify experiences of the VPS workplace that can enable or create barriers to career progression: ● Sharing Disability Information ● Requesting Workplace Adjustments ● Disability Advocacy ● Team Relations ● Impact of Managers and Supervisors ● Mentorship ● Disability Leadership ● Policy Context and Application To build on the enabling aspects of women with disabilities experiences and remove barriers, the VPS should focus on fostering VPS workplaces where respect and trust are embedded throughout the broader culture. There may be value in identifying one or a small group of VPS employers to lead on developing the inclusive practices identified by participants. The inclusive practices identified by participants were drawn together into three key areas: VPS Managers and Supervisors; Psychological Safety; and VPS Policies and Practices. Respecting the agency of women with disability, their capability and capacity to navigate their career contexts, the report suggests three key areas women with disability may want to focus their energy and sources of support: seeking out mentoring opportunities, considering how they can advocate for their inclusion requirements, and exploring opportunities to share their career experiences with other women with disability.
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programme, CLARISSA. Family Lack of Awareness and Conflict Leads to Abuse and Exploitation at the Workplace. Institute of Development Studies, June 2024. http://dx.doi.org/10.19088/clarissa.2024.031.

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The Adult Entertainment Sector (AES) is a relatively new and growing sector in Kathmandu, developing rapidly after international aid and trade relations led to the growth of a consumer economy and the development of a consumer culture. The AES employs women and girls in a context where alternative work opportunities are limited. The sector is included by CLARISSA as one of the worst forms of child labour (WFCL) due to the nature of forced labour, slavery, and commercial sexual exploitation of children inside the sector. During the CLARISSA life story analysis, many children from this area emphasised poor family relationships and the majority of children from this settlement are engaged in some sort of child labour. This is a report of the Action Research Group in this location, which covered two themes: (1) lack of awareness and family conflict leading to abuse and exploitation at the workplace, and (2) social norms around voices of children not being important in relation to family matters.
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Dunne-Moses, Abigail, Marcia Alesan Dawkins, Valerie Futch Ehrlich, Cathleen Clerkin, and Chelsea Crittle. REAL: CCL’s Research-Based Leadership Framework for Equity, Diversity, and Inclusion in Action. Center for Creative Leadership, November 2023. http://dx.doi.org/10.35613/ccl.2023.2056.

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Organizational cultures that emphasize fairness, connection and human-centeredness inspire more effective collaboration, are more economically efficient, and can manage conflict and crisis effectively.[i] Such cultures are also marked by less burnout and more engagement, retention, and satisfaction.[ii] These cultural values directly relate to promoting equity, diversity, and inclusion (EDI) in the workplace. Despite these well-known values, leaders do not always know how to talk about them or make them tangible and practical. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL provides the necessary foundation to generate effective EDI solutions that capture real effects and challenges people face. The current paper describes the REAL framework, the research underpinning its core tenets, and insights for leaders committed to building more equitable, diverse, and inclusive organizational cultures. The elements of the framework are: Reveal relevant opportunities by exploring your organization as a complex system, identifying strategic actions for change, and being clear that goals may be hard to achieve. Elevate equity as foundational to diversity and inclusion efforts because it provides fair opportunities for all to reach full potential. Activate diversity strategically by embracing stakeholders’ vast reservoir of perspectives and experiences, ultimately enhancing innovation and decision-making. Lead inclusively by nurturing connection, vulnerability, courage and investment in initiatives to build respect a sense of significance for every stakeholder. [i] Alemany, L., & Vermeulen, F. (2023, July 1). Disability as a Source of Competitive Advantage. Harvard Business Review. https://hbr.org/2023/07/disability-as-a-source-of-competitive-advantage [ii] Stein, D., Hobson, N., Jachimowicz, J. M., & Whillans, A. (2021, October 13). How Companies Can Improve Employee Engagement Right Now. Harvard Business Review. https://hbr.org/2021/10/how-companies-can-improve-employee-engagement-right-now Citation Moses-Dunne, A., Dawkins, M. A., Ehrlich, V. F., Clerkin, C., & Crittle, C. (2023). The research foundations for REAL: A framework for leadership action in equity, diversity, & inclusion. Center for Creative Leadership. https://doi.org/10.35613/ccl.2023.2056
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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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Linge, Tone Therese, Olga Gjerald, Åse Helene Bakkevig Dagsland, Kai Victor Myrnes-Hansen, Huseyin Arasli, and Trude Furunes. In Pursuit of Fair Work: Taking a closer look at the Norwegian hospitality industry. University in Stavanger, September 2023. http://dx.doi.org/10.31265/usps.269.

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This report highlights the findings and implications of research conducted in the Norwegian hospitality sector during the Covid-19 pandemic. The report focuses on workers’ experiences in the industry, using the Fair Work Principles: fair contracts, fair pay, fair conditions, fair management, and fair representation. Similar surveys have been conducted among hospitality workers in Ireland, Scotland, Greece, Australia, and New Zealand. The Norwegian survey was conducted between September 2021 – March 2022 and generated 853 responses of which 585 were complete from workers in the Norwegian hospitality sector. The respondents varied in gender, age, nationality, role within the sector, contract type and length of service. The results, based on the five key Fair Work Principles, show that the Norwegian hospitality sector still has some work to do to ensure that all workers in the industry experience fair work. Employees in the Norwegian worklife have a strong formal employment protection due to the Working Environment Act (Working Environment Act, 2005), in addition to other laws and regulations. Over 90 % of the participants reported that they were on permanent contracts, either full-time or part-time. However, although Norway has strong rules and regulations concerning employee rights, the survey reveals shortcomings concerning the greyer areas such as a lack of opportunities for pay rise or promotion, workplace training, not getting the rest breaks that workers are entitled to, and uncertainty whether the workers received the correct overtime pay. Some of the most concerning findings in the Norwegian hospitality sector were related to fair conditions, where an alarmingly high number participants reported that they had either experienced or witnessed harassment, abuse and bullying in their workplaces. Most of the abuse came from customers, but many of the respondents also mentioned colleagues and supervisors/ managers as perpetrators of abuse, harassment and bullying. Furthermore, over 40 percent of those who stated that they had experienced or witnessed abuse, harassment or bullying in the workplace declared that they did not report it further due to different reasons such as that they did not know where to report, did not think that anything would be done, or that they were afraid of losing their job. Concerning fair management, a third of the participants stated that they did not feel as though they were treated with dignity and respect, or that they received supportive feedback from their managers. Only half of the participants reported that they had received some kind of training in their job. The findings indicate that the types of training and development opportunities offered to employees were largely dependent on the specific workplace. Ultimately, the findings highlight the following key areas for improvement in the Norwegian hospitality industry: Opportunities for pay rise and promotion Opportunities for training Cultural change: Working to change the industry specific culture of tolerating abuse and harassment among employees in the hospitality industry Management of staff: Increased respect and perceptions of being listened to and making a difference
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Kelley, Allyson, Brighten Crawford, Morgan Witzel, Kaden Martin, Ashley Weigum, Kelley Milligan, and Curtis Hartley. Spirituality in the Workplace: A qualitative study of spiritual practices of a small woman-owned research and evaluation company. Allyson Kelley & Associates PLLC, April 2024. http://dx.doi.org/10.62689/cx0hnl.

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Workplace spirituality has been defined as a framework for organizational values that is part of the culture, connection, and future. AKA is a small woman-owned, spirit-led business. Our mission and vision direct us toward programs, research, evaluation, and communities that match our values, theories, and interests. Because spirituality is essential for wellness, well teams, and well communities, we designed this study to explore AKA team member views about spirituality and how they incorporate spirituality in their work. The following research questions to guide this study: 1) What are some spiritual practices of AKA team members? and 2) How do spiritual practices influence the inner self, outer self, and team/clients? Methods: Data for this study were collected from AKA Associates with Zoom interviews from May 2023 to July 2023. Interviews were audio recorded, transcribed using Otter.ai, cleaned, and coded using thematic analysis. Results: The research team contacted twelve AKA associates; nine were eligible to participate. Two were male, and seven were female. The thematic analysis revealed three major workplace spirituality themes: beliefs, practices, and experiences. Spiritual beliefs varied among the team. Many cited a belief in God or a higher power. Others mentioned goodness, altruism, and a Divine connection to the path they are on. Practices have to do with the outer self and what we do, what we see, and what we hear. AKA associates’ practices vary from prayer, journaling, forgiveness, burning sage, being in nature, attending church, having joy, gratitude, and involvement in church/faith communities. AKA associates talked about their varied experiences, including service, generosity, empowerment, grounding, integrity/accountability, advocacy, and authenticity. Discussion: This qualitative study found that beliefs, practices, and experiences create connections and enduring relationships. Within the AKA team, beliefs varied about spirituality. Some believed in a Creator or God; others talked about a higher power, goodness, or nothing. Spirituality in the workplace has the potential to improve the health and well-being of employees and clients served. Spiritual beliefs vary within individuals and organizations; what is most important is the experiences that result from a spiritual orientation. When personal, organizational, and spiritual values align, growth, creativity, and innovation happen.
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Pritchard, Sue, and Emily Miles. Where are the women in major projects leadership? Association for Project Management, September 2018. http://dx.doi.org/10.61175/wkff6356.

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This report asks where the women are in major project leadership and examines the success of gender balance initiatives that are being adopted across the sector. The aim for this research was to bring together different schools of thought on the topic of gender and leadership, applying it to the context of project management and megaproject leadership in the UK. The report reviews the status gender balance in UK megaprojects and brings in ideas from sociology, psychology, gender theory and leadership models. In doing so, the authors present the argument for adopting a different approach to gender balance that goes beyond fixing the numbers. They argue that gender balance should be part of the organisation’s corporate social responsibility, as UK major projects have a remit to improve societal transformation. Gender balance initiatives should do more than ‘fix women’ for leadership roles, but also work to assess and revise workplace culture.
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Humpage, Sarah D. Benefits and Costs of Electronic Medical Records: The Experience of Mexico's Social Security Institute. Inter-American Development Bank, June 2010. http://dx.doi.org/10.18235/0008829.

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Electronic medical record (EMR) systems are increasingly used in developing countries to improve quality of care while increasing efficiency. There is little systematic evidence, however, regarding EMRs' benefits and costs. This case study documents the implementation and use of an EMR system at the Mexican Social Security Institute (IMSS). Three EMR systems are now in operation for primary care, outpatient and inpatient hospital care. The evidence suggests that the primary care system has improved efficiency of care delivery and human resources management, and may have decreased incidence of fraud. The hospital systems, however, have lower coverage and are less popular among staff. The greater success of the primary care system may be due to greater investment, a participatory development process, an open workplace culture, and software appropriately tailored to the workflow. Moving forward, efforts should be made to exploit data housed in EMRs for medical and policy research.
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Ruiz, Sonia. Barómetro Esade-ISS de Sostenibilidad en el Workplace. Instituto de Innovación Social (IIS), June 2024. http://dx.doi.org/10.56269/20240612sr.

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La primera edición del "Barómetro Esade-ISS de Sostenibilidad en el Workplace", elaborado por el Instituto de Innovación Social de Esade en colaboración con ISS España, profundiza en cómo los espacios de trabajo se están transformando desde la perspectiva de la integración y la transversalización de los criterios ESG en la estrategia, el liderazgo y la cultura empresarial. Este estudio se sitúa en un contexto de policrisis y desafíos sistémicos como la crisis climática y las disrupciones en las cadenas de valor, que están transformando y ampliando el concepto de workplace. Se explora cómo las adaptaciones a estas nuevas realidades no solo están cambiando los espacios físicos y virtuales de las empresas, sino también sus modelos de negocio, la manera en la que se relacionan con sus stakeholders más relevantes, y cómo gestionan aspectos como el talento, la colaboración y la innovación. El informe también presenta un decálogo de recomendaciones derivadas del estudio para fomentar el desarrollo de workplaces más sostenibles, humanos y resilientes. Estas iniciativas no solo reflejan la sociedad en la que se integran, sino que también consolidan el papel de las empresas como actores fundamentales en la superación de los grandes retos globales.
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