Building Resilient Work Environments: The Role of Communication

2007 ◽  
Vol 13 (3) ◽  
pp. 7-8 ◽  
Author(s):  
Robert L. Veninga
Keyword(s):  
Work Environments

Auditing the Systems Understanding Aid Project: An Integrative Assignment for Accounting Students

2012 ◽  
Vol 7 (1) ◽  
pp. 27-51 ◽  
Author(s):  
Susan L. Swanger ◽  
Beth H. Jones
Keyword(s):  
Active Learning ◽  
Teaching Methods ◽  
Work Environments ◽  
Accounting Students ◽  
External Work ◽  
Learning Tasks ◽  
Independent Auditors ◽  
Course Integration

ABSTRACT Accounting educators strive to prepare graduates for work in their chosen field. Various teaching methods can be employed to best accomplish this goal. One valuable tool is the use of active learning tasks that simulate external work environments. This paper describes the collaboration between an AIS and an Auditing professor who used an integrative task that spanned their two classes over two semesters. The authors had their AIS students complete Arens and Ward's Systems Understanding Aid (SUA) project (Arens & Ward, 2008). The following semester, students in the auditing class audited the records and financials that had been generated by students the previous semester. The project was designed to facilitate course integration and teamwork by having groups of students play the role of corporate accountants, then act as independent auditors.

The role of peer‐to‐peer voice in severe work environments: organisational facilitators and barriers

2020 ◽  
Vol 51 (6) ◽  
pp. 556-571
Author(s):  
Rebecca Loudoun ◽  
Keith Townsend ◽  
Adrian Wilkinson ◽  
Paula K. Mowbray
Keyword(s):  
Peer To Peer ◽  
Work Environments ◽  
Facilitators And Barriers

Natural Supports in the Workplace: A Reexamination of Supported Employment

1988 ◽  
Vol 13 (4) ◽  
pp. 260-267 ◽  
Author(s):  
Jan Nisbet ◽  
David Hagner
Keyword(s):  
Supported Employment ◽  
Severe Disabilities ◽  
Active Participation ◽  
Work Environments ◽  
Natural Supports ◽  
Job Coaches ◽  
Job Sharing

The purpose of this article is to examine some of the basic premises of supported employment initiatives. In particular, the role of agency-sponsored job coaches in supporting employees with severe disabilities in integrated work environments is discussed. A broader concept of supported employment is proposed, based on studies of the supports and informal interactions characteristic of natural work environments. Alternative support options, entitled the Mentor Option, the Training Consultant Option, the Job Sharing Option, and the Attendant Option, which involve the active participation of supervisors and co-workers, are presented with suggestions for implementation.

scholarly journals HRM and workplace innovations: formulating research questions

2017 ◽  
Vol 46 (7) ◽  
pp. 1216-1227 ◽  
Author(s):  
Greg J. Bamber ◽  
Timothy Bartram ◽  
Pauline Stanton
Keyword(s):  
Design Methodology ◽  
Change Agent ◽  
Work Environments ◽  
Enterprise Performance ◽  
Special Issue ◽  
Line Managers ◽  
Content Type ◽  
Research Questions ◽  
Creativity And Innovation

Purpose The purpose of this paper is to review the roles of human resource management (HRM) specialists in the contemplation and implementation of innovation in employing organisations and workplaces. Design/methodology/approach The authors review some of the literature and practice in this field as well as 11 other articles that are included in this special issue. Findings The authors propose six research questions. First, are HRM specialists analysing relevant trends and their implications for the future of work and the workforce? Second, are HRM specialists enabling employing organisations to identify and enable innovative ideas? Third, to what extent are HRM specialists leading partnership arrangements with organised labour? Fourth, what is the role of HRM specialists in creating inclusive work environments? Fifth, how should HRM specialists change to foster enterprise performance, intrapreneurship, agility, creativity and innovation? Sixth, to what extent is there an HRM function for line managers in coordination with HRM specialists in engendering innovation around “change agent” roles? Originality/value The authors argue that HRM specialists should embrace and enable innovation. The authors challenge HRM specialists to consider how they can contribute to facilitating innovation. The paper proposes further research on HRM and range of associated stakeholders who, together, have responsibility for innovating in the design and delivery of HRM to enrich our knowledge of HRM and workplace innovations.

scholarly journals Implications of Internal Company Factors and Intrinsic Motivation on Employee Performance

2020 ◽  
Vol 8 (1) ◽  
pp. 33-46
Author(s):  
N. Nurlina
Keyword(s):  
Intrinsic Motivation ◽  
Work Environment ◽  
Leadership Style ◽  
Employee Performance ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Work Environments ◽  
Working Environment ◽  
Essential Components

Leadership and work environment has a large part in motivating each member organization toward the company's goals. A leader should implement a leadership style to manage his subordinates because a leader will significantly affect the Organization's success in achieving its goals. No less important will be this is the role of the work environment itself which woke up, the work environment is one of the essential components within the employees finish his work. Here is the working environment: the immediate vicinity of the workers that can affect him in the exercise of duties charged. This research was conducted at PT. Pegadaian Regional VI of Makassar city with 30 research sample of respondents are the employees of PT. Pegadaian Regional VI. This Research is variable work environments (X1.1), the leadership style (X1.2), intrinsic motivation (X ), and the performance of the employees (Y). research using the method of multiple linear regression analysis with data collection using questioners. This research shows that the work environment does not affect employees' performance, leadership style, and intrinsic motivation the employee's account. Leadership styles and the variable is the variable that the dominant influence on the dependent variable.   

Reclaiming cognitive crafting: an integrative model of behavioral and cognitive practices in job crafting

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Newton Melo ◽  
Débora Dourado ◽  
Jackeline Andrade
Keyword(s):  
Meaning Making ◽  
Work Environments ◽  
Job Crafting ◽  
Integrative Model ◽  
Content Type ◽  
Theoretical Perspectives ◽  
Proposed Model ◽  
Mutual Relations ◽  
Behavior And Cognition

Purpose This paper aims to present a model of how cognitive and behavioral crafting practices relate, reconciling the two dominant and conflicting job crafting theoretical perspectives. Design/methodology/approach Starting by examining the role of cognition and cognitive practices in job crafting, this paper reconstitutes the theorizing path that led to the exclusion of cognitive crafting from job crafting theory, explores existing theorizing efforts to (re)integrate cognitive crafting back into job crafting and proposes a new job crafting model (re)integrating behavioral and cognitive practices. Findings By conceiving cognitive crafting practices as a sensemaking layer that spans across and reciprocates with all behavioral crafting practices, the proposed model specifies the role of behavior and cognition (and the mutual relations between them) in job crafting, while resuming its meaning-making orientation. Originality/value This paper offers novel insights on underspecified aspects of the job crafting theory, improving its heuristic value. It clarifies how meaning is assembled and enacted by people in work environments, allowing for more integrated and comprehensive explanations about how people relate to work.

Is It Accessible?

2021 ◽  
pp. 358-377
Author(s):  
Michael John Kutnak
Keyword(s):  
Higher Education ◽  
Sense Of Community ◽  
Universal Design ◽  
Higher Education Institutions ◽  
Work Environments ◽  
Higher Education Administrators ◽  
Global Pandemic ◽  
Education Administrators ◽  
Delivery Models

This chapter discusses the role of accessibility in higher education institutions during the COVID-19 global pandemic. Under the law, administrators in higher education are obligated to provide accessible programs and services to students. They are also required to provide accessible work environments for employees. Administrators also have other incentives for doing so, such as building a sense of community. As a result of the shift to hybrid and or totally virtual delivery models of instruction, institutional administrators need a research-based methodology to assess their programs and services for accessibility consideration. This chapter provides higher education administrators with such a methodology. It also makes recommendations for creating return to campus plans, including how universal design can be implemented as part of the plan.

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