You are looking at 1 - 10 of 13 items

  • Author or Editor: Helen M. Woolnough x
Clear All Modify Search
You do not have access to this content

Helen M. Woolnough and Marilyn J. Davidson

This content is available to you

Sandra L. Fielden, Helen M. Woolnough and Carianne M. Hunt

This chapter outlines what the requirements of organisations are in order, including looking at the Health & Safety requirements. It considers the impact of the distinctive challenges organisations face in the development recognising that healthy organisations are important to a productive workforce and economic growth. It considers the main issues and themes faced by organisations and offers new ways to approach the development of ‘healthy’ strategies through new understandings and practices. It considers worldwide difference in the creation of health organisations and concludes by explaining the structure of the book.

You do not have access to this content

Sandra L. Fielden, Helen M. Woolnough and Carianne M. Hunt

This chapter begins by looking at role of work in people’s lives and what health in organisations means, and why quality of work-life (QWL) it is so important. In doing so it considers the effects of QWL on mental and physical health on the importance of managing both the mental and physical well-being of employees. The consequences of not maintaining well-being, such as burn out and poor job satisfaction, are discussed.

You do not have access to this content

Sandra L. Fielden, Helen M. Woolnough and Carianne M. Hunt

The chapter starts by stating the groups which are considered diversity in law, followed by the norms associated with such groups and defining diversity in the workplace. Each diverse group is then defined, including: age, appearance, disability, gender, race, religion and belief, sexuality and trans. The role of intersectionality is then considered and a wide range of organisational recommendations outlining the key issues for success in the promotion and management of diversity.

You do not have access to this content

Sandra L. Fielden, Helen M. Woolnough and Carianne M. Hunt

This chapter begins with background on psychological contract, one of the most important aspects of the employer-employee relationship. It looks at how the psychological contract is formed, outlining the main elements of employee contract, organisational factors, as well as violation and contract breach. It then considers the impact of various features that can impact on a contract, such as performance based pay, training and individual differences, trust, communication and organisational change. Finally, the ways on which such features can be managed successfully are discussed.

You do not have access to this content

Sandra L. Fielden, Helen M. Woolnough and Carianne M. Hunt

Bullying is endemic in almost all organisations and the focus of this chapter is on the objective identification of ‘certain types of behaviour as bullying’. It looks at what actually constitutes bullying and what should be considered bullying behaviours. What leads to bullying and who bullies are considered next, followed by what the impact of such behaviours are on an individual and organisation. The key issues detailing how organisations can seek to eradicate bullying behaviours are then discussed, in order to help organisations prevent bullying from happening.

You do not have access to this content

Sandra L. Fielden, Helen M. Woolnough and Carianne M. Hunt

Sexual harassment in the workplace is a widespread problem that is prevalent in public, private and third sector organisations. Estimates indicate that in the U.S.A. between 40 per cent to 75 per cent of women and 13 per cent to 31 per cent of men have experienced sexual harassment in the workplace. Consequently, this chapter looks ate what constitutes sexual harassment, providing definitions, conceptualisation and theoretical underpinnings. The resultant impact on estimates of sexual harassment on individuals, both women and men, are explored followed by the effects of racialized sexual harassment in the workplace. Organisational recommendations look at how organisation can address this problem through interventions, policies and procedures and preventative training.

You do not have access to this content

Sandra L. Fielden, Helen M. Woolnough and Carianne M. Hunt

Organisations have increasingly recognised the benefits of supporting career advancement and personal development through mechanisms, such as mentoring, to develop and retain employees, thereby enhancing organisational effectiveness and facilitating a more positive work environment. Consequently, this chapter looks at what is mentoring and why it is important, looking at new forms of mentoring (e-mentoring and reverse mentoring) and diversity in mentoring. It explores how formal programmes can be developed, as well as other organisational recommendation in the implementation of mentoring.

You do not have access to this content

Sandra L. Fielden, Helen M. Woolnough and Carianne M. Hunt

This chapter begins with a background to coaching, looking at what coaching is, who delivers it and when should it be used. The characteristics of coaching are explored, along with different types of coaching, coaching approaches and coaching processes.