|Importance of organisational culture to effective governance and leadership||This report from the CIPD highlights the importance of Organisational Culture to the success and well-being of our workforces. Numerous highly public corporate scandals, most of which were rooted in poor or poorly aligned organisational cultures, have put culture in the spotlight once and for all. But changing or creating good workplace cultures is not an exact science, takes time, and is influenced by many variables. Even understanding what the culture or sub-cultures really are is challenging, and it is often said that leaders think they know what the culture is, but rarely fully understand it.||CIPD|
|Organisational resilience||Organisational resilience - insights into and practical ideas for building resilience in the workplace. This paper provides a forward-thinking focus alongside practical actions businesses can take to create the resilient foundations that will stimulate sustainable business performance.||MetLife|
|Evidence of the importance of organisational culture to effective governance and leadership||A duty to care? Evidence of the importance of organisational culture to effective governance and leadership. Healthy and positive organisation cultures matter. Culture is integral to organisation success and to the well-being of workforces. Changing or creating good workplace cultures is not an exact science, takes time, and is influenced by many variables.||CIPD & Financial Report Council|
|Psychologically healthy workplaces||There is a growing trend that the workplace needs to be a psychologically healthy place to work. The trend is not new. It started about 30 years ago, but has taken a long time for organisations to pick up on the benefits. Even now, many organisations see their obligation to their employees as little more than rudimentary safety and preventing harm. Organisations that have picked up on the benefits place themselves in the best position to be successful and prosperous. Turning the workplace into a psychologically healthy place to work cuts costs, increases productivity and opens the door to innovation and high performance.||Professor Derek Mowbray|
|Wellbeing strategies in the workplace Culture leadership and communication||This is the third in a series of white papers by Simplyhealth designed to discuss the issues surrounding health and wellbeing in the workplace. Helping to develop successful wellbeing strategies is at the heart of what we do and we understand that the culture of a company and a genuine commitment to wellbeing from senior staff is crucial.||SimplyHealth|
|Wellbeing at Work Policy Document||Wellbeing is more than simply the absence of illness, it allows employees to live a balanced life while taking a constructive role at work and in society. Although wellbeing can be affected by circumstances outside work, symptoms of a wellbeing imbalance, i.e. stress, are often displayed at work. It is therefore important that employees recognise this and confide in their managers; and that managers are able to recognise symptoms and are able to support employees.||Professor Derek Mowbray|
|The Wellness Imperative: Creating More Effective Organizations||Globally, organizations tend to regard wellness in the workplace as an HR issue of little business importance. Less than half of all employees worldwide work for organizations that actively promote health and well-being. Fewer still work for organizations that see wellness as a strategic tool that can add real value to top-line growth and bottom-line performance. Yet, new research suggests that wellness is an extremely powerful element that can play a significant role in employee engagement, organizational productivity, talent retention, and creativity and innovation.||World Economic Forum in partnership with Right Management|
|The Wellbeing and Performance Agenda||The WellBeing and Performance Agenda provides a framework for embedding behaviours into organisations that result in psychological wellbeing and peak performance. The Agenda has five elements, namely Discovery, Adaptive Culture,Adaptive Leadership, Adaptive Working Environment, The Adaptive and Resilient Person. The outcome from adopting The wellbeing and Performance Agenda is peak performance.||Professor Derek Mowbray|
|The State of HR - Speechly Bircham 2013||The fifth annual state of Human Resources Survey which Speechley Bircham has produced in partnership with the academic team at Kings College London, through the King's Management Learning Board. The report detects trends and identifys the key HR Interventions and whether or not they have worked.||Speechley Bircham and Kings College London, Management Learning Board|
|The Managers Code – connecting wellbeing with performance||A Code is an outward demonstration of intent. A Code is a device for providing a focus for everyone’s behaviour, and is the benchmark against which behaviour can be judged. A Code will 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 fulfilment.||Professor Derek Mowbray|
|Sustainable Organisation Performance STF Interim Report||Shaping the future is a three-year action research and engagement programme. Our overarching question for this first phase of the research is: what drives sustainable organisation performance?||CIPD|
|Psychological Contract||This factsheet from the CIPD gives introductory guidance and defines the Psychological contract. It considers what research into the psychological contract tells us about the changing employment relationship and looks at the strategic implications including the CIPD viewpoint.||CIPD|
|Positive Outcomes from an Engaging Idea||An organisation's greatest resource is its people, David MacLeod tells Alison Thomas of Public Service, and if you expect your organisation to succeed then you've got to listen to your people and treat them properly. A happy, engaged workforce gets better results than a miserable, demotivated one.||Public Service Interview|
|Model of Organisational Design and Development||This paper is about identifying the key components of more permanent organisations, and provides a model that may be used to help develop such organisations to be more successful in achieving their purpose. The model is adaptable and flexible, and may be applied to reviewing existing organisations, as well as providing a template for the construction of new organisations.||Professor Derek Mowbray|
|Managerial Control of Workspace and Employee Wellbeing||Your Place or Mine? Organisational Identification and Comfort as Mediators of Relationships Between the Managerial Control of Workspace and Employees’ Satisfaction and Well-being||Craig Knight & S. Alexander Haslam, British Journal of Management|
|Building a stress prevention culture||Stress occurs in organisations. There are 4 aspects of stress (pressure, tension, strain and stress), each is important and each can be attenuated by actions of managers.||Professor Derek Mowbray|
|Accentuate the Positive||Caught between the NHS bureaucracy and professionals on the ground, middle managers are under more strain than ever. Derek Mowbray explains how a new code of conduct can help managers promote a more positive working environment in the NHS.||Professor Derek Mowbray|
|A Positive Work Culture: Essential for Wellbeing and Performance at Work||Building a Positive Work Culture requires attention to be paid to the principal cultural foundations of the organisation – the purpose, the structure, the processes and the behaviours of the controllers. If these are built to a specification of virtuous intent, values, psychological contract, trust and commitment, then employee engagement is almost assured. This results in high levels of wellbeing and performance of staff and the organisation.||Professor Derek Mowbray|
Statements and opinions expressed in articles, reviews and other materials herein are those of the authors; the editors and publishers.
While every care has been taken in the compilation of this information and every attempt made to present up-to-date and accurate information, we cannot guarantee that inaccuracies will not occur. The Management Advisory Service (UK) Limited will not be held responsible for any claim, loss, damage or inconvenience caused as a result of any information within these pages or any information accessed through this site.
The content of any organisations websites which you link to from this site are entirely out of the control of The Management Advisory Service (UK) Limited, and you proceed at your own risk. These links are provided purely for your convenience. They do not imply The Management Advisory Service (UK) Limited 's endorsement of, or association with, any products, services, content, information or materials offered by or accessible to you at the organisations site.
All copyright and trade marks accessible via the links from this site are owned by the respective website owners, or their licensors.