Suchergebnisse

The process of investigation is dynamic and fluid. The approach must be reasonable and the investigator flexible. However, in order to be successful, every investigation must have a meaningful purpose and be executed ethically and lawfully. Inevitably, employers must invest time, money, and patience to ensure they obtain demonstrable and actionable results. To achieve this and reduce the exposure to unnecessary business disruptions and litigation, every workplace investigation must by driven by process. Investigations in the Workplace, Second Edition provides both novice and experienced invest.

The purpose of this work is to investigate the phenomenon of workplace bullying. Particularly, it will investigate the hypothesis that supervisor/employee workplace bullying is an issue that has great weight in modern organizational dynamics, especially considering the increasingly tight labor market the United States finds itself in today. It further postulates that the business unit that bears the most responsibility to administer programs to address workplace bullying is the human resource function. The actions of this business unit (or lack of actions) in dealing with this phenomenon have tremendous implications for the organization. The method used to research these hypotheses was to conduct an extensive literature review on the subject. This included a sampling of thought from throughout the English-speaking world. The findings of this research concluded that a radically different type of supervisor/subordinate relationship is required in this era of an increasingly tight labor market; defined the consensus on the actual definition of what workplace bullying is, and is not; identified workplace bullying as a widespread phenomenon, and not a "red herring;" identified that workplace bullying has high costs to both the employee target, and the organization; described what motivates a supervisor to bully; revealed what types of organizations foster and perpetuate workplace bullying; identified the role of the human resources department in workplace bullying; and provided advice for human resource professionals as to what they can do to both address present bullying, and prevent an environment that could foster workplace bullies in the future.

Burnout, defined as chronic workplace stress that has not been successfully managed, has reached epidemic proportions in many countries. The condition has a profound impact on the health and well-being of individuals suffering from it as well as on their families, the workplace, and the economy. Mental and physical exhaustion, cynicism, reduced accomplishment, and mental impairment have been identified as dimensions of burnout. Research indicated that workplace culture and psychosocial risk factors such as overworking, tight deadlines, and long hours contribute to burnout. Current South African legislation does not offer sufficient protection to employees regarding mental illness caused by burnout. Consequently, measures incorporated into European health and safety legislation to prevent burnout and to deal with it once it has occurred, as well as judgments handed down in Australia and the United Kingdom regarding measures that employers should have taken to comply with their duty of care in respect of the mental health of their employees, may provide valuable guidance to South Africa. The article concludes by recommending that burnout be recognised as a distinguishable disease in South Africa; that the Occupational Health and Safety Act 85 of 1993 be amended to require employers to assess psychosocial risks at their workplace and to address these risks; that a code on psychosocial safety in the workplace be adopted guiding employers to recognise the symptoms of burnout and how to support affected employees; that regular working hours be reduced to 40 hours; that a national code as well as an individual code for each workplace be adopted on the right to disconnect; that amendments to the Basic Conditions of Employment Act 75 of 1997 be aligned with an amended Unemployment Insurance Act 63 of 2001 to provide for extended sick leave for burnout; that the Compensation for Occupational Injuries and Diseases Act 130 of 1993 be amended to include burnout as a compensable disease, making provision for psychotherapy, ...

Leaders must set clear standards of behaviour for all staff to follow and establish a robust complaints and disciplinary procedure to ensure a safe workplace environment for employees and service users

We study minority representation in the workplace when employers engage in optimal sequential search and minorities convey noisier signals of ability than mainstream job candidates. The greater signal noise makes it harder for minorities to change employers' prior beliefs. When employers are selective, this leads to minority underrepresentation in the workplace. Diversity improves when the cost of interviewing, the average skill level of candidates, or the opportunity cost of not hiring increases. Reducing the cost of firing also increases minority representation. When employers are sufficiently unselective, the rigidity of employers' beliefs leads to overrepresentation of minorities. (JEL D83, J15, J24, J71, M12, M51)