Stress at Work A report prepared for The Work Foundation’s Principal Partners Ricardo Blaug Amy Kenyon Rohit Lekhi Contents Executive Summary Introduction 1. What is stress? 1.1 Defining stress 1. Explaining stress 1.3 Stress and ill-health 2. An epidemic of stress? .1 The extent of stress . The costs of stress .3 The victims of stress .4 The causes of stress 3. Why now? 3.1 Stress, work and contemporary life 3. Stress and happiness 3.3 Stress and social status 4. The sceptics 4.1
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death rates and economic growth is limited by economic collapse. * Direct duty: a duty rooted in the rights or interests of the individual to whom the duty is owed. We have a duty to protect ecosystems for their own sake, as ecological ethics does, is to proclaim a direct duty rooted in rights or interests of the ecosystems
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increasing effectiveness. It is implemented within a problem-solving model, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for change must come from the bottom up, whilst compliance-based strategies involve the creation of behavioural imperatives for change. Various ‘employee involvement’ strategies are reviewed, but there is little evidence for their effectiveness either
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IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF MASTER OF BUSINESS ADMINISTRATION IN THE DEPARTMENT OF MANAGEMENT FACULTY OF BUSINESS ADMINISTRATION UNIVERSITY OF NIGERIA ENUGU CAMPUS JUNE 2010 1 DEDICATION This project is dedicated to God Almighty, for his guidance and love. 2 CERTIFICATION I, ONWUCHEKWA CHIDI a Postgraduate student in the Department of Management, Faculty of Business Administration with Registration Number PG/MBA/08/53181
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Dedication About the Authors Preface Changes in the fifth edition Companion websites Acknowledgments Chapter 1: Introduction to research What is research? Business research Types of business research: applied and basic Managers and research The manager and the consultant–researcher Internal versus external consultants/researchers Knowledge about research and managerial effectiveness Ethics and business research Summary Discussion Questions Chapter 2: Scientific investigation The hallmarks
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Performance Management Dr. Herman Aguinis PE-A1-engb 1/2011 (1033) This course text is part of the learning content for this Edinburgh Business School course. In addition to this printed course text, you should also have access to the course website in this subject, which will provide you with more learning content, the Profiler software and past examination questions and answers. The content of this course text is updated from time to time, and all changes are reflected in the version of the
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Principles of Management Control Systems 20 Fo rI B ICFAI UNIVERSITY S U se O nl y C la s s of 09 Principles of Management Control Systems 20 Fo rI B ICFAI Center for Management Research Road # 3, Banjara Hills, Hyderabad – 500 034 S U se O nl y C la s s of 09 The Institute of Chartered Financial Analysts of India, January 2006. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used
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McShane−Von Glinow: Organizational Behavior, Second Edition Part Four Organizational Processes Organizational Culture © The McGraw−Hill Companies, 2002 C H A P T E R 15 Organizational Culture AFTER READING THIS CHAPTER , YOU SHOULD BE ABLE TO : Learning Objectives I Describe the elements of organizational culture. I Discuss the importance of organizational subcultures. I List four categories of artifacts through which corporate culture is communicated. I Identify three
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Chapter 1: The World of Human Resources Management • Human Resources Management (HRM) – The process of managing human resources or talent (human capital and intellectual assets) to achieve an organization’s objectives. • “Why Study HRM?” – Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are
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Boundaries of Strategic Corporate Social Responsibility Geoffrey P. Lantos Professor of Business Administration Box D-55 Stonehill College North Easton, MA 02357 June 2001 Phone: 508.565.1205 Fax: 508.565.1444 E-mail: glantos@stonehill.edu 1 The Boundaries of Strategic Corporate Social Responsibility Keywords Corporate social responsibility (CSR), Roles of business, Stakeholder theory, Ethical CSR, Responsibilities and duties, Altruistic CSR, Strategic CSR, Abstract Reviews the
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