Focusing on the good: Creating a healthy work environment through meaningful recognition

The link between a HWE and the quality of patient care and staff retention is clear (AACN, 2016). One component of a HWE is meaningful recognition. This presentation describes the development of a communication board implemented by staff as a medium toward improved meaningful recognition both between management and peers

Gender stereotyping and decision processes: extending and reversing the gender bias in fame judgements

M. R. Banaji and A. G. Greenwald (1995) demonstrated a gender bias in fame judgments—that is, an increase in judged fame due to prior processing that was larger for male than for female names. They suggested that participants shift criteria between judging men and women, using the more liberal criterion for judging men. This "criterion-shift" account appeared problematic for a number of reasons. In this article, 3 experiments are reported that were designed to evaluate the criterion-shift account of the gender bias in the false-fame effect against a distribution-shift account. The results were consistent with the criterion-shift account, and they helped to define more precisely the situations in which people may be ready to shift their response criterion on an item-by-item basis. In addition, the results were incompatible with an interpretation of the criterion shift as an artifact of the experimental situation in the experiments reported by M. R. Banaji and A. G. Greenwald. (PsycINFO Database Record (c) 2010 APA, all rights reserved

Resilient Organisations:Sense of Belonging at Work, Wellbeing and Performance During Recession

For a thriving country and workforce, we need to understand what can help organisations maintain economic performance and workplace wellbeing in turbulent times. Past evidence shows that a sense of belonging and identity in the workplace is associated with higher wellbeing1. In an experimental study simulating a prison environment, there is evidence that in groups with a strong sense of identity, people are likely to help each other during times of adversity2. This study explores whether a sense of belonging also contributes to organisational resilience. To do so it looks at UK data from before and after the 2008 recession to show that a sense of belonging in the workplace may help maintain wellbeing and organisational performance through adversity. Workplace belonging is gauged by asking whether employees share the values of the organisation where they work, and how loyal and proud they are of the organisation. We found that workplaces that had been hit by the recession, but where employees had a strong sense of organisational identity were: ● More than four times more likely to have withstood negative effects of recession on employee wellbeing than workplaces with a weak sense of identity. ● Almost four times more likely to have maintained high levels of organisational performance. As with any study, there are limitations to these findings: for example we were reliant on managers’ reports of organisational performance, and we were not able to follow employees over more than two time points