Our report analyses both monetary and non-monetary value sharing schemes within companies and whether they are a way of avoiding social conflicts in the workplace.
Articles on Employee wellbeing
Displaying 1 - 20 of 21 articles
Flex work is proving a nightmare for HR managers in France. A new study carried out in Kazakhstan offers insight for negotiating the grey areas of “telework” legislation.
The stories of near-death experience survivors offer a kind of blueprint for reimagining how we work.
Today’s co-working spaces can boost employee skills and left-behind communities.
‘Zigzag work’ – blending the personal and professional during a work day – has become the norm for many people, boosting happiness and balance, but also presenting challenges.
Understanding what is happening to the health of UK workers is key to helping more people to stay in employment.
Recent research points to three types of behaviour that can help managers bridge physical distances with staff.
Working from a holiday destination, for those lucky enough to be able to do it, can be a productive break from the daily grind.
Post-COVID, many companies are offering perks to entice workers back into the office. But research found 78% of workers valued what was outside the office window above all else.
One company which lifted a phone ban saw no drop in employee performance.
Two recommendations for making menopause work for women at work.
The landscape has been shifting when it comes to employer interest in employee fertility journeys.
Much of the knowledge firms can access about supporting employee mental health is based on the experience of large organisations with significant resources.
From the cost of living crisis to climate change, research shows how companies can better support employee wellbeing during difficult times.
Shorter working weeks bring economic benefits but also boost employee wellbeing.
A short nap during the working day can boost productivity as much as a pay rise, according to research.
A four-day week boosts productivity and employee wellbeing, but it should be carefully planned and tailored to individual company needs.
When managers are more positive, companies and their workers benefit.
A sociologist took a critical look at the cherished career advice to ‘follow your passion.’ What she found is that this advice often brings unintended consequences.
The threat of COVID may be receding, but the fall-out will continue to affect business in the coming year, requiring strong leadership to navigate uncertain times.
Top contributors
-
Senior Lecturer in Management Strategy and Organisation, University of Bath
-
Professor of Organizational Behaviour, University of Guelph
-
Associate Professor in Industrial Economics, University of Nottingham
-
Reader (Associate Professor) in Human Resource Management, Manchester Metropolitan University
-
Research Associate, University of Lancashire
-
Professor of People and Organisations, The Open University
-
Associate Professor of Sociology, University of Michigan
-
Professor, Manchester Metropolitan University
-
Professor in Employment Studies, University of Bristol
-
Assistant Professor, Warwick Business School, University of Warwick
-
Lecturer in Work & Organisation, Loughborough University
-
Senior Lecturer Human Resource Management, University of York
-
Professor in Business Analytics and Society, University of Galway
-
Research Affiliate, King's College London
-
Lecturer (Assistant Professor) in Management and International Business, University of Auckland, Waipapa Taumata Rau