...1999 BAXTER HEALTHCARE CORPORATION Work & Life Strategic Initiative What is the initiative? Baxter’s Work & Life Strategic Initiative formally began with an 18-month extensive employee-needs assessment that provided a far better understanding of how the company could benefit by championing greater work-life balance for all its employees—for women as well as men. Baxter has succeeded at integrating its business case for worklife balance into a new corporate culture that is supported from the top down, demonstrated by strong CEO commitment and role modeling. A major result of this strategic assessment has been that Baxter redefined and expanded the work-life experience to encompass more categories of conflicts experienced by employees. Baxter, in conjunction with MK Consultants, developed the four-level The Work and Life Pyramid of Needs, which rests on a base of Respect (the company’s attitude toward the employee’s needs) and rises through Balance (the employee’s goal) to Flexibility (what the company wants to help the employee attain) to Programs (the supports that the company provides). The study refocused Baxter’s strategy, giving increased importance to and emphasis on respect for the “whole” person, including his or her responsibilities and interests outside of work. The initiative has since added work-life to Baxter’s shared values, employee satisfaction tools, performance standards, and other existing HR initiatives. In addition, the study’s findings added up to a...
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...1999 BAXTER HEALTHCARE CORPORATION Work & Life Strategic Initiative What is the initiative? Baxter’s Work & Life Strategic Initiative formally began with an 18-month extensive employee-needs assessment that provided a far better understanding of how the company could benefit by championing greater work-life balance for all its employees—for women as well as men. Baxter has succeeded at integrating its business case for worklife balance into a new corporate culture that is supported from the top down, demonstrated by strong CEO commitment and role modeling. A major result of this strategic assessment has been that Baxter redefined and expanded the work-life experience to encompass more categories of conflicts experienced by employees. Baxter, in conjunction with MK Consultants, developed the four-level The Work and Life Pyramid of Needs, which rests on a base of Respect (the company’s attitude toward the employee’s needs) and rises through Balance (the employee’s goal) to Flexibility (what the company wants to help the employee attain) to Programs (the supports that the company provides). The study refocused Baxter’s strategy, giving increased importance to and emphasis on respect for the “whole” person, including his or her responsibilities and interests outside of work. The initiative has since added work-life to Baxter’s shared values, employee satisfaction tools, performance standards, and other existing HR initiatives. In addition, the study’s findings...
Words: 1318 - Pages: 6
...more than I did and we finally decided we could live on his salary. So I quit. —LISA CELONA. FORMER NASDAQ EQUITY TRADER. CURRENT AT-HOME MOM I spent four years working for an insurance company as director of media services. Because my wife was a performer in New York City and had to work evenings; I was the primary caregiver for our two children. That meant I had to leave work earlier than any of the other managers, and that caused a lot of friction and resentment... The tension it created for me at work was instrumental in my eventually having to leave the company. —MICHAEL KERLEY, PRESIDENT, CREATIVE DIALOGUES Chapter Overview This chapter focuses on how women (and, increasingly, men) attempt to balance the multiple competing demands on their time and energy. The authors discuss the types of conflicts that often occur as employees try to meet the needs of their spouses, children, elderly parents, community, and employers. They discuss both the positive, life- enhancing effects of participating in multiple roles, as well as the inevitable stresses and strains associated with life’s daily traumas (e.g., the baby...
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...C H A P T E R 7 Work-Related Stress and Stress Management Learning Objectives AFTER READING THIS CHAPTER , YOU SHOULD BE ABLE TO : I Define stress and describe the stress experience. I Outline the stress process from stressors to consequences. I Identify the different types of stressors in the workplace. I Explain why a stressor might produce different stress levels in two people. I Discuss the physiological, psychological, and behavioural effects of stress. I Identify five ways to manage workplace stress. S ylvia Noreen thought that working at a small hospital in Prince Edward Island would reduce the stress she had experienced as a nurse in Ontario for 17 years. Instead, she discovered that Stewart Memorial Hospital nurses in Tyne Valley also experience unacceptable stress levels due to budget cuts and staff shortages. “There can be a lot of demands made on you,” says Noreen. “The workload can get quite strenuous at times.” With no vacations during her first year at Stewart, Noreen’s scheduled days off were precious time to recharge her batteries. Unfortunately, those moments were fewer than she had hoped. “We’re faced with being called back on our days off,” Noreen says. “It is trying at times.” Canadian nurses and other health care workers are feeling some of the highest levels of stress and burnout of any occupation across the country. With Montreal-area emergency rooms filled to 167 percent, nurses at St. Luc Hospital in Montreal recently...
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...The Handbook of Negotiation and Culture Michele J. Gelfand Jeanne M. Brett Editors STANFORD BUSINESS BOOKS The Handbook of Negotiation and Culture The Handbook of Negotiation and Culture Edited by miche le j. ge lfand and jeanne m. brett Stanford Business Books An imprint of Stanford University Press Stanford, California 2004 C Stanford University Press Stanford, California C 2004 by the Board of Trustees of the Leland Stanford, Jr., University. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or in any information storage or retrieval system without the prior written permission of Stanford University Press. Printed in the United States of America on acid-free, archival-quality paper Library of Congress Cataloging-in-Publication Data The handbook of negotiation and culture / edited by Michele J. Gelfand and Jeanne M. Brett. p. cm. Includes bibliographical references and index. isbn 0-8047-4586-2 (cloth : alk. paper) 1. Negotiation. 2. Conflict management. 3. Negotiation—Cross-cultural studies. 4. Conflict management—Cross-cultural studies. I. Gelfand, Michele J. II. Brett, Jeanne M. bf637.n4 h365 2004 302.3—dc22 2003025169 Typeset by TechBooks in 10.5/12 Bembo Original printing 2004 Last figure below indicates year of this printing: 13 12 11 10 09 08 07 06 05 04 Contents List of Tables and Figures Foreword Preface xi xv ix ...
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