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Management for WellBeing and Performance

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Management for WellBeing and Performance

Whole of person approach to employee healthIn the complex modern business environment, people managers need to promote a comprehensive approach to health and wellbeing. In particular, they face challenges as they address issues related to psychological health, such as anxiety and stress. Changes in the global economy are creating a workforce that will be required to work longer, both in terms of hours and lifespan, in a world of insecurity and uncertainty. Technology has driven a move to a 24-hour ‘employee workplace’ with constant connectivity. This has major consequences for work-life balance. Businesses need to become increasingly proactive, both in their support of employee health and business resilience.David Batman - chief medical officer at the Global Corporate Challenge
New Ways of WorkingA report by the B Team, a group of global business leaders and a collective catalyst for a better way of doing business for the wellbeing of people and the planet. As part of this group, we’ve been working with a community of over 30 businesses that are part of a People Innovation Network, a collective who are passionate about re-defining work to help people thrive - see page 73 of the report for a list of members of this extraordinary group.Richard Branson - Founder & Chairman - Member & Co-Chair / Virgin Group The B Team and others
Good People Management NHS 2018It was found that NHS Trusts that made the most extensive use of good people‐management practices were over twice as likely to have staff with the highest levels of job satisfaction compared to NHS Trusts that made least use of these practices; over three times more likely to have staff with the highest levels of engagement; over four times more likely to have the most satisfied patients; over three times more likely to have the lowest levels of sickness absence.Chidiebere Ogbonnaya - University of East Anglia; Kevin Daniels - University of East Anglia
Agile WorkingAgile working is a transformational tool to allow organisations to work smarter by eliminating all barriers to working efficiently.It is based on the concept that work is an activity we do, rather than a place we go. With the technology available to modern business, there are numerous tools to help us work in new and different ways, to meet customer needs, reduce costs, increase productivity and improve sustainability.ENEI
MHFA Line Managers ResourcePeople who have or have had a mental illness are working effectively at all levels of seniority, in all sorts of different organisations. By using the clear, concise guidelines in The Line Managers Resource, organisations will help even more people who have a mental health issue not just to remain in employment, but also to flourish at work.Mental Health First Aid
Seven steps to calm an angry person down in ten minutesCalming down someone who is angry can be very stressfull. Following these 7 steps will make a challenging situation infinitely easier.Dr. Mark Goulston writing in the HR Director
Landing transformational changeClosing the gap between theory and practice, this report provides a platform of knowledge on the how of designing, managing and embedding change. It explores how the themes identified apply in practice through a focus on providing practical examples of how organisations have approached transformational change.University of Bath and CIPD
How to tackle work-related stressA guide for employers on making the HSE Management Standards work. It takes you through the process step by step and offers practical ‘What works at work?’ advice based on case studies and discussions with managers. It emphasises the importance of an effective line manager and the behaviours needed to successfully manage the causes of stress at work. This leaflet has been produced by HSE and the International Stress Management AssociationUK and is backed by Acas, CIPD, LGE and the TUC. HSE
Employee health and wellbeing in the City of London technical reportThis research looks at best practice in supporting the health needs of City workers, focusing on large financial and professional services companies. This was informed by a comprehensive review of academic literature, looking in particular at the health conditions arising in the employee population in these sectors, along with interviews with 20 City employers together employing tens of thousands of people in the City - looking at the interventions these firms have in place ILM
The truth about trust ILMThe truth about trust: Honesty and integrity at work. Trust is an essential ingredient for sustainable organisational success. Trust helps organisations to run smoothly, increasing positivity and co-operation, improving processes and driving individual and team performance. ILM set out to understand how UK organisations can improve the level of trust invested in them by their most important stakeholders – their individual employees. This research explores the current state of trust in business, identifies the most powerful drivers of trust and asks what organisations and individual managers can do to improve this increasingly crucial commodity. ILM
How to sack an employee without ruining their lifeNobody likes delivering bad news, but there's a wrong and a right way to do it. Most managers will have to dismiss an employee at sometime in their career, but it's a subject most people don't like to talk about. Good short article introducing a difficult subject.Jack Torrance, Management Today
Growth through people UKCESThis report, Growth through People: a statement on skills in the UK, from the UK Commission for Employment and Skills, outlines 5 priorities for action. Employers should lead on skills and government should enable them. Improving workplace productivity should be recognised as the key route to increasing pay and prosperity. Earning and learning should be the gold standard in vocational education. Education and employers should be better connected to prepare people for work. Success should be measured by a wider set of outcomes, not just educational attainment.UK CES
Why your staff should be calling the shotsAs the economy improves and the job market becomes more competitive, it is increasingly crucial that the leaders of today strive to involve their staff in business practices to avoid losing them. In fact, better market conditions and confidence in the jobs market were a contributing factor in almost half of workers thinking about leaving their jobs in 2014, according to research carried out at the end of last year.Paul Devoy, Head of Investors in People.
Tips for Changing Organisational CultureThere are many definitions of culture, but the simplest is ‘the way we do things around here’. This gentle phrase hints at the largely subliminal nature of culture and the unconscious set of assumptions that define an organisation’s view of itself and how it deals with the world, and in turn what behaviour is legitimised or proscribed. Culture and behaviour change is effected through the considered combination of very public, visible, and rational strategies with more personal, invisible and emotional strategies. Each organisation has to find the right balance between the two. But whatever methods are employed the key is to root the culture change in the business strategy and customer outcomes.Martin Cook,principal consultant, organisational change at Bernard Hodes
Psychological ResponsibilityEncouraging everyone to adopt Psychological Responsibility is a process that requires people to think about themselves and their impact on others. It is, also, a process of developing a psychological culture, one that has the interests and wellbeing of people at its centre. Responsibility is how people feel. People take it upon themselves to feel responsible for their own actions by being accountable to themselves for them. Therefore people who take Psychological Responsibility need to feel accountable to themselves for their own psychological welfare as well as being accountable for their impact on others.Derek Mowbray
Working Together to Reduce Stress at Work HSEWork-related stress can be tackled by working with your employer to identify issues at source and agreeing realistic and workable ways to tackle these. To help do this, HSE has produced this leaflet, which explains what you can do to help your employer to help you reduce stress.HSE
Shift Line Managers ResourceA practical guide to managing and supporting people with mental health problems in the workplace. This resource was originally developed by Shift, the Department of Health’s programme to reduce the stigma and discrimination surrounding people with mental ill health in England, in partnership with the Department of Health, Department for Work and Pensions, Health and Safety Executive, Cross-Government Health Work Well-being Delivery Unit and the Chartered Institute of Personnel and Development. This edition has been developed by MHFA England CIC in 2013.MHFA England
Performance is all about wellbeingIncubating stress is easy. Create organisations with managers who have little experience or training; experience an economic environment that imposes strain on the workplace, where holding onto a job is vital because there are few alternatives; create an intimidating working environment where managers place impossible demands on their staff and you have the ingredients that render individuals feeling helpless in a turbulent world. This is a classic recipe for stress and under performance, and misery for the individuals involved. Instead organisations should be fabulous places to work.Derek Mowbray
Managing for sustainable employee engagementEmployee engagement has long been believed to be, and is now widely accepted as, a key factor in achieving performance in the workplace. However, if managers focus purely on engagement, without considering employee wellbeing, they risk any engagement created being unsustainable. This research aims to help managers understand how to build sustainable employee engagement, by developing a framework of manager behaviours required to both build engagement in employees whilst also protecting their wellbeing.Rachel Lewis and Emma Donaldson-Feilder
Lean but not MeanThe Intelligent Way to do More with Less. Sometimes a business arrives at a point where its revenues simply do not support its cost base. Given the way the economy is heading, it is more likely than it has been for many years that you will need to take action on profitability in the near future. The way you do this can make the difference between a necessary or even beneficial correction, or the start of a vicious downward spiral. Here are some guidelines to make sure that any action you take leaves your business stronger, not weaker.Akenhurst Consultants
Being Clever isnt Everything - Guide to Emotional IntelligenceWhat is EI? “The capacity for recognising our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” It’s not a fad, it’s not a trend. EI (Emotional Intelligence) is the result of a long history of analysing social intelligence (otherwise known as ‘what makes people tick’).The Hay Group
Are Your Employees Prone to Workplace Stress - Mentoring May HelpAccording to John Crosby “Mentoring is a brain to pick, an ear to listen and a push in the right direction.” Many of us have needed a push in the appropriate direction, especially during times of high work stress. Additionally, some of us are vulnerable to experiencing chronic levels of stress resulting in a state of high emotional, physical and mental exhaustion (i.e., burnout; Maslach, Schaufeli, & Leiter, 2001) due to personality traits.Lebena Varghese, MA and Larissa K. Barber, PhD - APA Centre for Organisational Excellence
Work Related Stress: What the Law SaysThis guidance summarises the legal duties that employers have to reduce and where possible prevent work-related stress impacting on the health of their employees. It provides a starting point to help understand the legal requirements, and suggests actions that employers can take to help to not just comply with the law, but improve the working conditions for all employees.CIPD
WFM CPL Globoforce Science of HappinessHR leaders encounter a lot of advice about how to manage culture - to increase engagement, decrease turnover, and drive recruitment. But when it comes to creating a culture employees love and don’t want to leave, employee happiness is the metric that really matters. In this paper, we will explore why.Globoforce
TUC What do Workers WantThe purpose of the survey was to find out what workers think is good and bad about their jobs, and what they want employers, unions and government to do to make them better. This report shows the result is an agenda for the workplace from the workplace.TUC
Training in the Art of Managerial SeductionManagers can be taught to inspire commitment and trust in their followers. Training in the art of managerial seduction can lead to great benefits, both to the individual and the organisation they work for.Derek Mowbray
Top Tips for Handling Difficult PeopleThere can be few people who haven’t at some point gone home ranting about a work colleague, or someone they’ve come into conflict with that has left them feeling enraged. But the old adage that you can’t change other people, you can only change yourself, is true. Here are some tips taken from the Toolkit for Managers - used by more than a million managers for inspiration and support - to help you consider your own behaviour, and its impact on others.Susie Finch in Training Zone
Ten Top Tips for New ManagersWant to survive your first management role? Here are some tried and tested tips from Elaine Wilson, managing consultant at ASK Europe.Elaine Wilson in Management Today
TCMs Practical Guide to MediationThere is now increasing evidence from CIPD and other authoritative bodies such as BIS, CBI, TUC and Acas that mediation works. This paper provides expert guidance and several tried and tested toolboxes to help you cut he cost of conflict and embed mediation into your organisation.David Liddle, The TCM Group
Stress at Work: Framework Line ManagersThis refined management competency framework for preventing and reducing stress at work was developed during the first two phases of a research programme. The programme aimed to identify and develop the management behaviours necessary to manage stress in others.HSE, CIPD and IIP
Seven Steps to a Happy and Productive WorkforceHappy employees are more productive, friendly and successful at work. This isn’t just positive psychology, it’s scientific fact. To prove to your board that good people policies really do make good business sense, follow these steps to make your workforce happy.CIPD, Dr Wolfgang Seidl
Rules of the Game In this paper 13 rules are presented that relate directly to the building and sustaining of commitment and trust. Commitment and trust is known to promote emotional engagement. The benefits of this lie in the commitment employees have to their work and their ability to give of themselves to their work and to their colleagues, and through this process, receive the degree of support that mitigates the psychological distress caused by difficult circumstances.Derek Mowbray
Rethinking Voice for Sustainable Business SuccessBy sharing information, empowering employees and making sure their views are listened to and have influence; employees become more engaged in their work and the objectives of the organisation, which can have a positive impact on performance. This is why employee voice is so important and why every organisation needs to re-think its approach to harnessing it.Nita Clarke & Tony Manwaring, IPA
Releasing Voice for Sustainable Business SuccessThis comprehensive report unpacks the essential components for effective employee voice, building on the experience of some of Britain's leading companies. It both enriches our understanding of the nature and effectiveness of employee voice, and provides tools and ideas for organisations and managers as well as employees.Nita Clarke & Tony Manwaring, IPA
Quality People ManagementThere is a vast amount of literature about managing people at work. This report explores the existing research on people management, provide a synthesis of what we know and the strengths and limitations to that knowledge.Wilson Wong, Alexandra Albert, Marianne Huggett & Jane Sullivan, The Work Foundation
Mental Capital and WellbeingMental Capital and Wellbeing: Making the most of ourselves in the 21st century.  Encouraging and enabling everyone to realise their potential throughout their lives will be crucial for our future prosperity and wellbeing.Government Office for Science
MAS Managers Code of ConductThe aim of the MAS Manager's Code of Conduct is to help build and sustain a Positive Work Culture as the context in which staff thrive, perform at their optimum, are engaged with their organisation, are energised to contribute, and derive personal and professional fulfillment.Derek Mowbray
Managing the Challenges of the Always On WorkplaceForward-thinking organisations are beginning to reevaluate their technology-related work practices and provide employees with resources that help them make effective use of information and communication technology, while avoiding the potential downsides.David W Ballard
Managing Poor PerformanceManaging poor performance and how to avoid the set-up-to-fail syndrome. Research has confirmed that poor performance at work is often the result of negative behaviour by managers themselves, which is then mirrored by employees. This is the 'set-up-to-fail' syndrome - whereby otherwise effective managers can inadvertently cause good employees to fail.Social Care Institute for Excellence
Manager Behaviours that Prevent StressStress Busting Tips for managersDerek Mowbray
Management Standards for Effective ManagersThese management standards provide the benchmarks to be attained by managers seeking to be effective in promoting consistent high level performance from their staff without the costs of distress.Derek Mowbray
Management Standards for Wellbeing and PerformanceStandards provide something to aim for; they provide the steps towards a specified aim, in this case, the achievement of high performance through strengthening corporate resilience, embedding wellbeing and high performance into the workplace culture and preventing stress at work.Derek Mowbray
Management Practices and Sustainable Organisational PerformanceThis report explores the links between a broad range of workplace practices and sustainable organisational performance, building on the survey report and develops a theoretical and analytical framework against which questions from the ECS are mapped and then subjected to a range of multivariate analyses.Annette Cox, Tom Higgins & Stefan Speckesser, European Foundation for the Improvement of Living & Working Conditions
IOSH Working WellThe aim of this guide is to promote a holistic, proactive approach to managing health and wellbeing issues at work. It also aims to encourage occupational safety and health practitioners to work with others, particularly occupational health and human resources specialists, to improve employees’ work performance and reduce sickness absence.IOSH
Increasing Performance and Profitability the Psychological WayDerek Mowbray explains that organisations that use occupational health psychology and its associated tools are able to work more smartly, become more effective and deliver a wide range of benefits.Derek Mowbray in Healthcare Manager
How To Be a Better BossAs managers, we like to think we are doing a good job but, if we are being truthful with ourselves, we know there are things we could do better, especially in terms of how we get the most out of our employees.Julian Birkinshaw in Management Today
Happiness and ProductivityHappy people really do work harder! A team of economists led by Andrew Oswald, professor of economics at Warwick Business School, has produced research showing that happiness raises productivity,with important implications for politics and business. The team said “We find that human happiness has large and positive causal effects on productivity, Positive emotions appear to invigorate human beings, while negative emotions have the opposite effect."Andrew J. Oswald, Eugenio Proto and Daniel Sgroi
Executives in Crisis: Training ZoneTop management can often believe it is immune to the stresses and strains of the rest of the workforce ‐ but it is just as at risk. Derek Mowbray explains why it is important to have a ‘critical friend’ for the senior executives.Derek Mowbray
Driving Return on Human Capital InvestmentBy using analytics, organisations can more effectively manage and improve performance, becoming best practice organisations. HR analytics can help an organisation improve its profitability through more effective workforce cost control, balancing the lowest effective headcount while ensuring satisfactory service delivery, thereby appealing to the CFO.Lexy Martin. An Oracle White Paper
Corporate ResilienceCorporate resilience is essential for businesses and services to survive and grow. To strengthen corporate resilience requires strengthening the resilience of the workforce, together with ensuring the cultural environment for the workforce is one based on an embedded Wellbeing and Performance Strategy, clearly linking the wellbeing of individuals to their performance and the performance of the organisation as a whole.Derek Mowbray
BITC Managing PresenteeismResearch shows that presenteeism is hugely costly to employers, but all too often ignored. Managing it well not only saves money in both the short and longer term, but also contributes to the development of an engaged and productive workforce. This paper discusses ways in which employers might be able to respond to presenteeism.BITC


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