Download Doing the Right Thing: The Importance of Wellbeing in the by Theo Theobald, Cary Cooper (auth.) PDF

By Theo Theobald, Cary Cooper (auth.)

A universal metaphor for contemporary existence is 'keep the plates spinning', however it is changing into more and more tough to stability expert and personal lives, and this takes its toll. The authors research the operating dating among the service provider and worker, and identify new ways in which managers can dealer a greater deal for all concerned.

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Additional resources for Doing the Right Thing: The Importance of Wellbeing in the Workplace

Example text

The brain scientist Professor Susan Greenfield enthusiastically espouses the uniqueness of each of us (CIPD annual conference, 2003). If we stop to consider this for a moment, it is truly amazing that no one else on the planet can ever think the thoughts or feel the experiences we do. Every action we take, every experience we have or sensation we feel, we process in a different way to others. Is this always an advantage though? What looks like a real bonus on the one hand, can also have an opposite and counter balancing effect on the other.

The great advantage of ‘people’ is that though we class them in the workplace as an amorphous mass, ‘we value our people’, ‘people are our greatest asset’, they are in truth all individuals and as such, feel, think and behave slightly differently from each other. The brain scientist Professor Susan Greenfield enthusiastically espouses the uniqueness of each of us (CIPD annual conference, 2003). If we stop to consider this for a moment, it is truly amazing that no one else on the planet can ever think the thoughts or feel the experiences we do.

The reality of what happens in many organisations is ‘high performance’ comes and goes. To begin with, it’s not something that can happen in isolation from the outside world. In retail, for example, a sharp downturn in sales can act as a catalyst to an un-virtuous circle, with managers becoming demoralised, 43 44 Doing the right thing putting more pressure on staff, who in turn become ‘depressed’ by the situation, risking a change in attitude towards customers. No longer the cheery greeting upon entering the store; the usual smiling faces at the checkout have been replaced by an altogether more sombre look, and it’s just not as nice a place to shop any more, so the circle is complete and performance in both individual and organisational terms continues in it’s downward spiral.

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