DescriptionThe risk of work-related stress and the high costs associated with it in combination with a proactive focus has initiated an interest from research and practice on "What works". Regarding potential solutions, this has also motivated a discussion on how to ensure a joined focus on both organizational performance and well-being. Worldwide, companies are beginning implement new ways of working and organizing work that takes into account both employee well-being and organizational performance, also coined as sustainable management. The idea behind sustainable management is to be proactive to prevent stress and ensure well-being by adjusting how work is designed, organized and managed and ensure organizational performance. Pioneering organizations across industries offer some inspiring examples illustrating a combined focus on organizing and managing both organizational performance and employee well-being. Companies such as V2C, IIH Nordic, and Pentia in Denmark and SAS Institute, Patagonia, Hilton and Cisco Systems in the US offer examples of initiatives focused on shorter workweeks or less overtime ,initiatives linked to improvements in both employee well-being and organizational performance. While the interest is high, examples are few and there is a pressing need for new knowledge about how redesigning of jobs can include the concern for both organizational performance and employee well-being in tandem. This study aims to further the discussion on management of job (re)design. We focus on how managers and workplaces can ensure both organizational performance and employee well-being in practice by focusing on both prevention, job-design, organizational design and business model.
|Period||29 Apr 2020|
|Event title||Ergonomics and Human Factors Conference 2020: null|
|Degree of Recognition||International|
- Sustainable management
- organizational design