The self-reported well-being of employees facing organizational change: effects of an intervention. (1/21)
The objective of this study was to investigate the self-reported well-being of employees facing organizational change, and the effect of an intervention. It was a controlled intervention study. Subjects were allocated to study and control groups, and brief individual counselling was offered to the subjects in the study groups. Questionnaire measures were administered before and after counselling (a 3-month interval), and non-counselled subjects also completed questionnaires at the same times. The setting was 15 estate offices in an urban local authority Housing Department. Subjects comprised the total workforce of the Housing Management division: 193 employees, male and female, aged 22-62 years, facing compulsory competitive tendering between 1994-97. Main outcome measures were baseline and comparative measures of psychological morbidity, including the General Health Questionnaire (GHQ) and the Occupational Stress Indicator (OSI). Questionnaire response rates were 72% and 47% on first and second occasions respectively. The uptake of counselling was 37%. In comparison with (1) the UK norms for the OSI and (2) the norms for a similar occupational group, this group of workers were under more work-related pressure and their self-reported health was markedly poorer. They were not however at a disadvantage in terms of coping strategies. Those accepting the offer of counselling were subject to greater levels of work stress, had poorer self-reported health and markedly lower levels of job satisfaction than those who did not. Questionnaire scores were not significantly different before and after counselling, giving no evidence of treatment effects on symptomatology. However, almost all subjects rated counselling as having been extremely helpful. This study suggests that adverse effects on staff facing organizational change may be ameliorated by improved management practice. (+info)The agenda of the organization. 1: A framework. (2/21)
It is difficult at times to know if the welfare and well-being of an organization is being best served by the individuals who make decisions on its behalf. Sometimes decisions made are driven more by the needs of individual persons rather than by the needs of the organization. Company politics, conflicts, work relationships, territory and turf, individual status and power and personality issues all influence what happens and how decisions are made. Major decisions in areas such as downsizing, re-organization and corporate strategy are often made by individuals. Do these decisions best suit the agenda of the organization or reflect the agenda of the individual? Who looks after the organizational agenda? Noer's (1993) model is used to illustrate how what is best for the organization, and not just individuals within it, can be attained. (+info)Factors underlying the effect of organisational downsizing on health of employees: longitudinal cohort study. (3/21)
OBJECTIVE: To explore the underlying mechanisms between organisational downsizing and deterioration of health of employees. DESIGN: Longitudinal cohort study. Data were assembled from before downsizing (time 1); during major downsizing affecting some job categories (time 2); and after downsizing (time 3). Contributions of changes in work, support, and health related behaviours between time 1 and time 2 to the relation between downsizing and sickness absence at time 3 were assessed by multilevel modelling. Mean length of follow up was 4.9 years. SETTING: Raisio, a town in Finland. SUBJECTS: 764 municipal employees who remained in employment after downsizing. MAIN OUTCOME MEASURES: Records of absences from work from all causes with medical certificate. RESULTS: Downsizing was associated with negative changes in work, impaired support from spouse, and increased prevalence of smoking. Sickness absence rate from all causes was 2.17 (95% confidence interval 1.54 to 3.07) times higher after major downsizing than after minor downsizing. Adjustment for changes in work (for instance, physical demands, job control, and job insecurity) diminished the relation between downsizing and sickness absence by 49%. Adjustments for impaired social support or increased smoking did not alter the relation between downsizing and sickness absence. The findings were unaffected by sex and income. CONCLUSIONS: The exploration of potential mediating factors provides new information about the possible causal pathways linking organisational downsizing and health. Downsizing results in changes in work, social relationships, and health related behaviours. The observed increase in certificated sickness absence was partially explained by concomitant increases in physical demands and job insecurity and a reduction in job control. A considerable proportion of the increase, however, remained unexplained by the factors measured. (+info)Effect of change in the psychosocial work environment on sickness absence: a seven year follow up of initially healthy employees. (4/21)
STUDY OBJECTIVE: To investigate the impact of changes in psychosocial work environment on subsequent sickness absence. DESIGN: Analysis of questionnaire and sickness absence data collected in three time periods: 1990-1991, before the recession; 1993, worst slump during the recession; and 1993-1997, a period after changes. SETTING: Raisio, a town in south western Finland, during and after a period of economic decline. PARTICIPANTS: 530 municipal employees (138 men, 392 women) working during 1990-1997 who had no medically certified sick leaves in 1991. Mean length of follow up was 6.7 years. MAIN RESULTS: After adjustment for the pre-recession levels, the changes in the job characteristics of the workers during the recession predicted their subsequent sick leaves. Lowered job control caused a 1.30 (95% CI = 1.19, 1.41) times higher risk of sick leave than an increase in job control. The corresponding figures in relation to decreased social support and increased job demands were 1.30 (95% CI = 1.20, 1.41) and 1.10 (95% CI = 1.03, 1.17), respectively. In some cases there was an interaction with socioeconomic status, changes in the job characteristics being stronger predictors of sick leaves for employees with a high income than for the others. The highest risks of sick leave (ranging from 1.40 to 1.90) were associated with combined effects related to poor levels of and negative changes in job control, job demands and social support. CONCLUSION: Negative changes in psychosocial work environment have adverse effects on the health of employees. Those working in an unfavourable psychosocial environment before changes are at greatest risk. (+info)Sick but yet at work. An empirical study of sickness presenteeism. (5/21)
STUDY OBJECTIVE: The study is an empirical investigation of sickness presenteeism in relation to occupation, irreplaceability, ill health, sickness absenteeism, personal income, and slimmed down organisation. DESIGN: Cross sectional design. SETTING: Swedish workforce. PARTICIPANTS: The study group comprised a stratified subsample of 3801 employed persons working at the time of the survey, interviewed by telephone in conjunction with Statistics Sweden's labour market surveys of August and September 1997. The response rate was 87 per cent. MAIN RESULTS: A third of the persons in the total material reported that they had gone to work two or more times during the preceding year despite the feeling that, in the light of their perceived state of health, they should have taken sick leave. The highest presenteeism is largely to be found in the care and welfare and education sectors (nursing and midwifery professionals, registered nurses, nursing home aides, compulsory school teachers and preschool/primary educationalists. All these groups work in sectors that have faced personnel cutbacks during the 1990s). The risk ratio (odds ratio (OR)) for sickness presenteeism in the group that has to re-do work remaining after a period of absence through sickness is 2.29 (95% CI 1.79, 2.93). High proportions of persons with upper back/neck pain and fatigue/slightly depressed are among those with high presenteeism (p< 0.001). Occupational groups with high sickness presenteeism show high sickness absenteeism (rho = 0. 38; p<.01) and the hypothesis on level of pay and sickness presenteeism is also supported (rho = -0.22; p<0.01). CONCLUSIONS: Members of occupational groups whose everyday tasks are to provide care or welfare services, or teach or instruct, have a substantially increased risk of being at work when sick. The link between difficulties in replacement or finding a stand in and sickness presenteeism is confirmed by study results. The categories with high sickness presenteeism experience symptoms more often than those without presenteeism. The most common combination is low monthly income, high sickness absenteeism and high sickness presenteeism. (+info)Downsizing and industrial restructuring in related to changes in psychosocial conditions of work in British Columbia sawmills. (6/21)
OBJECTIVES: This paper investigates changes in the psychosocial and physical work conditions of the sawmill industry in British Columbia, Canada, over the past 35 years. METHODS: Shifts in work conditions were examined within the context of historical changes in sawmill labor demography and job taxonomy as the industry was both downsized and restructured, largely in response to an economic recession in the early 1980s. RESULTS AND CONCLUSIONS: Downsizing eliminated approximately 60% of the work force and 1/4 of sawmill job titles. Although all the job categories in restructured sawmills showed increased levels of control, the gradient in control across job categories was steeper in 1997 than in 1965; this change may have important health implications particularly for the unskilled workers in the restructured mills. (+info)Organisational downsizing and musculoskeletal problems in employees: a prospective study. (7/21)
OBJECTIVES: To study the association between organisational downsizing and subsequent musculoskeletal problems in employees and to determine the association with changes in psychosocial and behavioural risk factors. METHODS: Participants were 764 municipal employees working in Raisio, Finland before and after an organisational downsizing carried out between 1991 and 1993. The outcome measures were self reports of severity and sites of musculoskeletal pain at the end of 1993 and medically certified musculoskeletal sickness absence for 1993-5. The contribution of changes in psychosocial work characteristics and health related behaviour between the 1990 and 1993 surveys was assessed by adjustment. RESULTS: After adjustment for age, sex, and income, the odds ratio (OR) for severe musculoskeletal pain between major and minor downsizing and the corresponding rate ratios for musculoskeletal sickness absence were 2.59 (95% confidence interval (95% CI) 1.5 to 4.5) and 5.50 (3.6 to 7.6), respectively. Differences between the mean number of sites of pain after major and minor downsizing was 0.99 (0.4 to 1.6). The largest contribution from changes in work characteristics and health related behaviour to the association between downsizing and musculoskeletal problems was from increases in physical demands, particularly in women and low income employees. Additional contributory factors were reduction of skill discretion (relative to musculoskeletal pain) and job insecurity. The results were little different when analyses were confined to initially healthy participants. CONCLUSIONS: Downsizing is a risk factor for musculoskeletal problems among those who remain in employment. Much of this risk is attributable to increased physical demands, but adverse changes in other psychosocial factors may also play a part. (+info)Effects of de-industrialization on unemployment, re-employment, and work conditions in a manufacturing workforce. (8/21)
BACKGROUND: The purpose of this study was to investigate the impact of a 20-year process of de-industrialization in the British Columbia (BC) sawmill industry on labour force trajectories, unemployment history, and physical and psychosocial work conditions as these are important determinants of health in workforces. METHODS: The study is based on a sample of 1,885 respondents all of whom were sawmill workers in 1979, a year prior to commencement of de-industrialization and who were followed up and interviewed approximately 20 years later. RESULTS: Forty percent of workers, 64 years and under, were employed outside the sawmill sector at time of interview. Approximately one third of workers, aged 64 and under, experienced 25 months of more of unemployment during the study period. Only, 1.5% of workers were identified as a "hard core" group of long-term unemployed. Workers re-employed outside the sawmill sector experienced improved physical and psychosocial work conditions relative to those employed in sawmills during the study period. This benefit was greatest for workers originally in unskilled and semi-skilled jobs in sawmills. CONCLUSIONS: This study shows that future health studies should pay particular attention to long-term employees in manufacturing who may have gone through de-industrialization resulting in exposures to a combination of sustained job insecurity, cyclical unemployment, and adverse physical and psychosocial work conditions. (+info)I'm sorry for any confusion, but "personnel downsizing" is not a term that has a specific medical definition. It is a business or organizational term that refers to the reduction of the number of employees in a company or organization, often as a cost-cutting measure. The health impacts on displaced employees can vary widely and may include stress, depression, anxiety, and financial difficulties.
Hospital restructuring is a process that involves making significant changes to the organizational structure, operations, or financial management of a hospital or healthcare system. This can include mergers, acquisitions, partnerships, or consolidations with other hospitals or healthcare organizations, as well as changes to hospital services, staffing, or physical facilities. The goal of hospital restructuring is often to improve the quality and efficiency of care, reduce costs, and increase competitiveness in a rapidly changing healthcare environment. Restructuring may also be necessary in response to financial difficulties, regulatory changes, or shifts in patient demand.
I apologize for any confusion, but "Military Personnel" is not a medical term. It refers to individuals who serve in the military forces of a country, including the Army, Navy, Air Force, Marine Corps, and Coast Guard. Medical terms typically refer to specific conditions, diagnoses, treatments, or anatomical features related to healthcare. If you have any questions about medical terminology or concepts, I would be happy to help clarify!
I'm sorry for any confusion, but "pensions" are not a medical term. A pension is a retirement plan that provides a regular payment to retirees, typically based on their salary history and length of employment. It is a type of employee benefit provided by many employers, including government agencies and private companies.
If you have any questions about medical terminology or health-related topics, I'd be happy to try to help!
Genome size refers to the total amount of genetic material, or DNA, contained within the cell of an organism. It is usually measured in terms of base pair (bp) length and can vary greatly between different species. The genome size includes all the genes, non-coding DNA, and repetitive elements present in the genome.
It's worth noting that genome size does not necessarily correlate with the complexity of an organism. For example, some plants have much larger genomes than humans, while some bacteria have smaller genomes. Additionally, genome size can also vary within a single species due to differences in the amount of repetitive DNA or other genetic elements.
I'm sorry for any confusion, but "Job Description" is not a medical term. It is a general human resources and employment concept. A job description is a document that provides details about the duties, responsibilities, necessary skills, working conditions, and other relevant information related to a specific job position. It serves as a guide for both employers and employees to understand the expectations and requirements of the role.
Republic of Sierra Leone Armed Forces
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Pakistan Army
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Pullman Paris Montparnasse Hotel
Deployment of COVID-19 vaccines
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Teacher leadership
M. A. Ganapathy (police officer)
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Reductions3
- Most focused on slashing their personnel costs through downsizing or salary reductions , or both. (hbr.org)
- personnel reductions that would severely impact advanced manufacturing operations and engineering expertise and accelerate the loss of skills and knowledge. (govexec.com)
- As the chart below illustrates, since 2001 the Town organization utilized reductions in full time equivalent benefited employees (FTE's) to manage personnel costs and ultimately downsized the organization approximately 15 percent. (losgatosca.gov)
Mergers3
- Norwegian hospital mergers have not been characterized by major downsizing of personnel. (biomedcentral.com)
- After years of downsizing, mergers, and attrition, the industry finds itself in a shortage of good trained personnel. (asgmt.com)
- Clinical laboratories are receiving diminished revenues and facing increased productivity demands that result from downsizing, consolidation, and mergers. (cdc.gov)
Shortage2
- There is a shortage of qualified personnel, resulting from loss of senior staff because of retirement and difficulties in recruiting and retaining younger microbiologists. (cdc.gov)
- The nursing shortage, downsizing, and long working hours create challenges for nurses trying to deliver quality client care. (cdc.gov)
Defense1
- Last year, in the wake of a major leadership shakeup in the United States Air Force (the top military and civilian leaders were fired, and the new military leader is not a fighter pilot), the U.S. Secretary of Defense ordered that the air force halt its downsizing program. (strategypage.com)
Reorganization2
- In the short term, though, the reorganization, coupled with recent declines in GSA's information technology business, has necessitated a downsizing of personnel, which the agency fortunately will be able to accomplish through voluntary buy-outs and early outs. (senate.gov)
- Some employers use excuses like downsizing, company reorganization, or arbitrary personnel decisions to shield their motives. (newyorkcitydiscriminationlawyer.com)
Pandemic3
- Your Company Downsized During the Pandemic. (hbr.org)
- At the start of the pandemic, many companies made cuts to personnel costs to make up for declining revenues. (hbr.org)
- As companies recover from their pandemic downsizing, they have a golden opportunity - and critical need - to reset their organizations to prosper in the era ahead. (hbr.org)
Strategic4
- It identifies a set of strategic goals, together with the objectives and initiatives necessary to achieve the goals, and provides direction for our personnel policies covering the management of all personnel. (parliament.uk)
- NPS also explains how we are taking forward the People Pillar of the Navy Strategic Plan by bringing together, and giving coherent direction to, the processes necessary to sustain the vital personnel element of Operational Capability. (parliament.uk)
- The 2 million-strong Chinese military has significantly boosted its navy, air force and new strategic units and downsized its land-based army, the Hong Kong-based South China Morning Post reported quoting a state-run Xinhua report. (indiatimes.com)
- Downsizing strategic management : case study : the military personnel downsizing in Taiwan. (hull.ac.uk)
Productivity2
- The human side of downsizing is often carried out in a way that causes morale, motivation, loyalty, creativity, and productivity of employees to suffer. (bahai-library.com)
- Yet these same surveys show that fewer than one in four downsizings really achieve their objectives of reducing costs, increasing productivity, and improving quality and customer service. (bahai-library.com)
Organizations3
- Although downsizing involved delicate trade-offs for the company as well as the union, both organizations eventually managed to overcome the challenges. (lu.se)
- Since these organizations have to attract capital, they also have to attract personnel. (researchgate.net)
- Yet management actions often destroy the human tissue of their own organizations as they downsize, reduce training budgets, and divest whole communities within their group. (bahai-library.com)
Reduction3
- Though there was a transparently thin attempt to project the troop reduction as intended to promote peace, the downsizing is actually part of plans to streamline and strengthen the PLA, capable of defending China's national interests at home and abroad,' says Jayadev Ranade. (rediff.com)
- Though there was a transparently thin attempt to project the troop reduction as intended to promote peace, the downsizing is actually part of plans to streamline and strengthen the PLA and fashion it into a hi-tech, lethal, 'informationised' force capable of defending China's national interests at home and abroad. (rediff.com)
- As a result of downsizing, cost reduction, or employee turnover, you may no longer have anyone around to take care of your computer systems. (surf-ici.com)
Cuts1
- The management initially made cuts at both ends of the age distribution, but with the advent of mechanization, downsizing measures became more focused on older workers and the principle 'last in, first out' was abandoned in favour of a more need-based approach to layoffs. (lu.se)
Offices1
- The downsizing of the 1990s and the indiscriminate contracting out conducted by the Bush Administration have left personnel offices across the federal government decimated. (afge.org)
Reform1
- C hinese President Xi Jinping's Announcement at the grand military parade on September 3 that China's People's Liberation Army would be downsized by 300,000 personnel signalled the beginning of extensive reform and restructuring of the PLA. (rediff.com)
Rebuild1
- Earlier this year, the air force announced that it was going to rebuild its strength, after four years of downsizing (in an effort that shed 40,000 airmen). (strategypage.com)
Years3
- Air Force personnel today have much more education than they did sixty years ago, and that is reflected in higher pay and, on average, higher rank. (strategypage.com)
- In the last few years, the PLA has downsized its military by retrenching three lakh troops under the military reforms initiated by President Xi Jinping. (indiatimes.com)
- The economic recession of recent years has caused personnel adjustments in many companies. (img.ee)
Costs1
- As an employer that provides mostly services, the majority of the Town's expenses are related to personnel costs. (losgatosca.gov)
Company4
- At the same time, a large part of the R&D activities are being cut as the company downsizes its personnel. (nordiclifescience.org)
- A company has no future without effective personnel policies, regardless of whether it is downsizing or expanding. (img.ee)
- We create and manage the company personnel documents, develop internal procedure rules, prepare directives and warnings. (img.ee)
- Please contact us , if you would like hear our vision of how to organise your company personnel work. (img.ee)
Major1
- This graph shows the total number of publications written about "Personnel Downsizing" by people in this website by year, and whether "Personnel Downsizing" was a major or minor topic of these publications. (childrensmercy.org)
Military1
- But it still remained the world's largest military with two million personnel in the ranks. (indiatimes.com)
Risks1
- What are your risks from downsizing your operations and personnel? (nebraska.gov)
Factors1
- were issued and provides an in-depth review of hand-hygiene practices of HCWs, levels of adherence of personnel to recommended handwashing practices, and factors adversely affecting adherence. (cdc.gov)
Mental1
- and (6) provide transitional/bridge funding over a period of time to scale up community-based services and downsize mental institutions in parallel. (who.int)
General1
- But I also foresee more general downsizing of personnel and structure in the coming decade. (thecambodianews.net)
Companies1
- Paradox Four: Surveys indicate that almost all large companies have downsized and many of them have downsized several times. (bahai-library.com)
Process1
- Gender was an important aspect of the downsizing process. (lu.se)
Side1
- Additionally, she focuses on the sustainability side of downsizing, making sure that we declutter responsibly, as to not contribute to landfills. (findmyorganizer.com)
Operations1
- If the recommendations based upon the failure analysis were impractical in terms of installation time and lost production, as well as future maintenance requirements and impacts on operations personnel, those recommendations were unlikely to be implemented. (resnapshot.com)
Equal opportunity1
- This is consistent with our legal obligations where all personnel have equal opportunity to realise their full potential in contributing to the maintenance and enhancement of operational effectiveness. (parliament.uk)
Health2
- U.S. public health laboratories face challenges from within and outside the system, including emergence of new pathogens, introduction of new testing methods, new security requirements, shortages of well-qualified personnel, and collaboration with new partners. (cdc.gov)
- In addition, it provides specific recommendations to promote improved hand-hygiene practices and reduce transmission of pathogenic microorganisms to patients and personnel in health-care settings. (cdc.gov)
Change1
- Needs for personnel services may change in time. (img.ee)
Make1
- We will do our best to make your life easier and help solve all your personnel related matters. (img.ee)
Time1
- Time was of the essence, so most downsizing was largely implemented across the board. (hbr.org)
Year1
- The air force planned to cut their strength by 5,400 personnel last year. (strategypage.com)
Left1
- We've all heard that saying, but, what if there aren't any experienced personnel left to hire? (asgmt.com)
Policies1
- The principals of equality of opportunity in employment, promotion and training based on ability, performance, experience and aptitude now underpin all Naval Service personnel policies. (parliament.uk)
Handle1
- There are too few personnel to handle the duties related to hiring in the most expeditious way. (afge.org)
Force4
- The U.S. Air Force is now downsizing again, aiming to cut strength by 3,700 (1,633 enlisted and 2,074 officers). (strategypage.com)
- Especially during the Iraq and Afghanistan operation, more air force personnel found themselves under fire. (strategypage.com)
- One reason for halting the downsizing, was poor morale because of a personnel policy that was sending some types of air force troops overseas again and again, while many other hardly went at all. (strategypage.com)
- That means that the old air force plan, of shedding personnel so they could buy more new F-22s and F-35s, has been dropped. (strategypage.com)
Future1
- 2. The Naval Personnel Strategy (NPS), introduced in October 2000, encapsulates the vision of the future of Naval Service personnel. (parliament.uk)