Designing for Employee Voice

Employee voice and workplace democracy have a positive impact on employee wellbeing and the performance of organizations. In this paper, we conducted interviews with employees to identify facilitators and inhibitors for voice within the workplace and a corresponding set of appropriate qualities: Civility, Validity, Safety and Egalitarianism. We then operationalised these qualities as a set of design goals – Assured Anonymity, Constructive Moderation, Adequate Slowness and Controlled Access – in the design and development of a secure anonymous employee voice system. Our novel take on the Enterprise Social Network aims to foster good citizenship whilst also promoting frank yet constructive discussion. We reflect on a two-week deployment of our system, the diverse range of candid discussions that emerged around important workplace issues and the potential for change within the host organization. We conclude by reflecting on the ways in which our approach shaped discourse and supported the creation of a trusted environment for employee voice

Designing for the Embedding of Employee Voice

Previous research on employee voice has sought to design technological solutions that address the challenges of speaking up in the workplace. However, effectively embedding employee voice systems in organisations requires designers to engage with the social processes, power relations and contextual factors of individual workplaces. We explore this process within a university workplace through a research project responding to a crisis in educational service delivery arising from the COVID-19 pandemic. Within a successful three-month staff-led engagement, we examined the intricacies of embedding employee voice, exploring how the interactions between existing actors impacted the effectiveness of the process. We sought to identify specific actions to promote employee voice and overcome barriers to its successful establishment in organisational decision-making. We highlight design considerations for an effective employee voice system that facilitates embedding employee voice, including assurance, bounded accountability and bias reflexivity

TQM and CSR nexus

Purpose: The aim of this paper is to explore the similarities and differences between Total Quality Management (TQM) and Corporate Social Responsibility (CSR). Moreover, the paper considers the implications of these similarities and differences for the future development of TQM and CSR. Methodological approach: Structured discourse analysis is used to systematically explore these two discursive subjects. Both concepts encompass discursive ideas and practices. Findings: Our analyses suggest that the two concepts share similar philosophical roots, that there is a substantial overlap between the elements of the two concepts, and that the ultimate expected outcomes shows significant similarities. Despite these similarities however, implementation of TQM will not necessarily result in CSR. Practical implications: Our findings lead to the conclusion that it is important to recognise the specific needs of CSR and include them as an implicit part of TQM. This conclusion has an important practical and descriptive theoretical implication and the extent to which CSR is diffused as a part of TQM depends on it. Research implications: Our analysis highlights the need for the development of a descriptive theory, that is to say, the identification of the mechanism(s) through which elements of CSR could be developed and implemented alongside that of TQM. Original/value: The question of the intersection between CSR and TQM has attracted the interest of other researchers. The majority of the previous work is normative. We contribute to this developing literature by adopting a systematic discursive approach using philosophy, elements of TQM / CSR process and outcomes as the framework for the analysis

Virtual Office Design For The Effectiveness Of Web_based Office Administration Works

Virtual Office is the science of information technology which is a new thing for some people. The word of virtual has a meaning of visible or tangible, it means that in the future an office is intangible because it will be replaced by a system which is specifically designed to replace the role of office by applying web -based computer programming. Nowdays, Offices have been applied are still using a certain place with a wide range of file and requiring a storage cabinet. These issues triggered the researcher tried to design a virtual office with a concept which is able to handle a variety of problems, ranging from archival storage , searching the archives , phone , video conference , sending letters, categorizing archives and saving faculty and staff data. These concepts developed by the researcher offered well organized data that all files or all archives of administrative office tucked neatly away in a database in well organizing so it made easier in searching a spesific archive. The final objective of the research is the improvement of the workers’ performance because it will shorten the time to manage archives or files. Manufacture of incoming mail, outgoing mail, disposition and also numbering letters will be arranged neatly, thus will increase the effectiveness of a worker. (Abstract

Virtuous and Adverse Selection within Economic Organizations

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Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations

A committee of the ADR (alternative dispute resolution) in the Workplace Initiative of the Society of Professionals in Dispute Resolution (SPIDR) prepared this document for employers, managers, labor representatives, employees, civil and human rights organizations, and others who interact with organizations. In this document we explain why organizations should consider developing integrated conflict management systems to prevent and resolve conflict, and we provide practical guidelines for designing and implementing such systems. The principles identified in this document can also be used to manage external conflict with customers, clients, and the public. Indeed, we recommend that organizations focus simultaneously on preventing and managing both internal and external conflict. SPIDR recognizes that an integrated conflict management system will work only if designed with input from users and decision makers at all levels of the organization. Each system must be tailored to fit the organization\u27s needs, circumstances, and culture. In developing these systems, experimentation is both necessary and healthy. We hope that this document will provide guidance, encourage experimentation, and contribute to the evolving understanding of how best to design and implement these systems

Workplace Accommodations for People Living with Multiple Sclerosis

This brochure is one of a series on human resources practices and workplace accommodations for persons with disabilities edited by Susanne M. Bruyère, Ph.D., CRC, Director, Employment and Disability Institute, Cornell University ILR School. This brochure was developed in 2001 for Cornell University by Kurt L. Johnson, Ph.D., CRC., co-Principal Investigator for the University of Washington Rehabilitation Research and Training Center on Multiple Sclerosis. He reviewed and updated it in 2010. It recieved legal review in in 2011 by Beth Reiter, an independent legal consultant, Ithaca, N.Y., with assistance from Sara Furguson, a Cornell University Employment and Disability Institute student research assistant

Diversity and the ADA

This brochure is one of a series on human resources practices and workplace accommodations for persons with disabilities edited by Susanne M. Bruyère, Ph.D., CRC, SPHR, Director, Program on Employment and Disability, School of Industrial and Labor Relations – Extension Division, Cornell University. It has been updated by Jennifer Rhodes, Diversity Initiative Manager, Society for Human Resource Management, from the original, which was written in 1996 by Susanne M. Bruyère

Workplace Accommodations for Persons with Musculoskeletal Disorders

This brochure on persons with musculoskeletal disorders and the Americans with Disabilities Act (ADA) is one of a series on human resources practices and workplace accommodations for persons with disabilities edited by Susanne M. Bruyère, Ph.D., CRC, SPHR, Director, Program on Employment and Disability, School of Industrial and Labor Relations – Extension Division, Cornell University. Cornell University was funded in the early 1990’s by the U.S. Department of Education National Institute on Disability and Rehabilitation Research as a National Materials Development Project on the employment provisions (Title I) of the ADA (Grant #H133D10155). These updates, and the development of new brochures, have been funded by Cornell’s Program on Employment and Disability, the Pacific Disability and Business Technical Assistance Center, and other supporters