Leadership & organization development journal, Feb 1, 1999
Reports on the UMIST‐Institute of Management five‐year study into the changing experiences of UK ... more Reports on the UMIST‐Institute of Management five‐year study into the changing experiences of UK managers and the impact of organizational change. Examines the patterns of actual working hours generally and by managerial level before going on to explore the reasons managers give to explain their work patterns (over contract hours, evening and weekend working). Contains an assessment of how managers trade‐off work and non‐work activity and the impact of long working hours on managers’ health, morale, productivity, social life and relationships with their partners and children. The analysis reveals a strong relationship between actual hours worked and an increasingly negative impact on all the factors tested.
For those who have children, it can seem like it takes a lifetime (theirs and yours) for them to ... more For those who have children, it can seem like it takes a lifetime (theirs and yours) for them to grow up. Then all of a sudden they are no longer the toddlers, little people, the teenagers they once were. They have become full-fledged adults. ‘Empty Nest Syndrome’ is the phrase used to describe when a child leaves home, or flees the nest, and the feelings of loss and abandonment which can be felt by the parent.
Redundancy, delayering and other forms of organizational change have become increasingly prevalen... more Redundancy, delayering and other forms of organizational change have become increasingly prevalent over the last ten years. This paper is based on a five year UMIST-Institute of Management research programme which has been used to explore the impact of redundancy on UK ...
The Chartered Management Institute/Simplyhealth report, The Quality of Working Life 2012, surveye... more The Chartered Management Institute/Simplyhealth report, The Quality of Working Life 2012, surveyed over 1,000 managers in 2007 and 2012 and paints a bleak picture of the impact of the recession on UK workplaces. Compared with 2007, managers today are: working longer hours due to larger workloads; increasingly suffering from ill health including stress and depression; and more likely to come to work despite being sick.
Redundancy, delayering, downsizing and various other forms of organisational change, often accomp... more Redundancy, delayering, downsizing and various other forms of organisational change, often accompanied by the managerial fad of the moment, have become increasingly prevalent over the last ten years. This paper is based on the results of a four‐year University of Manchester Institute of Science and Technology (UMIST)‐Chartered Management Institute (CMI) research programme (the Quality of Working Life Project) that was designed to explore the changing nature of managerial work in the UK and also to assess the impact of different forms of organisational change on managers’ perceptions of the organisations they work within. The analysis reported here indicates clearly that some forms of change (notably redundancy and delayering) have had particularly damaging effects on managers’ experiences in the workplace and ultimately on their behaviours within and beyond their organisations. The objectives of this paper are, first, to paint a picture of recent organisational change in the UK based on the responses of members of the CMI, second, to explore how change has affected managers’ perceptions of their organisations and their working lives and, third, to explore if different forms of change (particularly redundancy and delayering) have had a differential impact on managers’ perceptions of their organisations “as a place to work”.
It is very common to feel low, or down, or sad from time to time, usually in response to a diffic... more It is very common to feel low, or down, or sad from time to time, usually in response to a difficult or stressful situation. It is often the body’s way of retreating, protecting or cocooning itself from the issue of concern. Perhaps we have experienced some considerable disappointment, distress, trauma, shock, discontentment, despondency or dismay. Or it might relate to feelings of loss, associated with a relationship break-up, redundancy, going bankrupt or the death of a loved one.
ABSTRACT The last five years have seen unprecedented economic change. The banking crisis, the Eur... more ABSTRACT The last five years have seen unprecedented economic change. The banking crisis, the Euro crisis, a double-dip recession, austerity and rising commodity and energy prices have made life very difficult for all of us. It has made life particularly difficult for those involved in crafting business strategy and making difficult decisions affecting all sizes of business and the people who work within them. Many long-established businesses have gone to the wall and many are struggling to keep their heads above water in choppy seas. We have been researching the quality of managers' working lives since 1997 (Worrall and Cooper, 1997). Our latest report (Worrall and Cooper, 2012) made for grim reading particularly when compared to the results of the 2007 study (Worrall and Cooper, 2007) undertaken just before the banking crisis in 2007/08. Comparing the quality of working life in boom and bust has been insightful. Of particular concern was the considerable increase in the percentage of managers working in declining businesses (from 21% to 34%); the decline in employee motivation and job satisfaction; the growth of job insecurity; the worsening of the long-hours culture; and the marked rise in several measures of workplace ill-health. A key finding of 2012 study was the strong correlation between 'organisational health' measured by whether the organisation was growing, stable or declining, and 'employee health' measured using 17 aspects of employees' psychological wellbeing. Figure 1.1 shows how managers' propensity to report ill-health was far more marked in businesses in decline than in growing businesses: managers in declining business were around twice as likely to report having experienced a panic/anxiety attack, having difficulty in making decisions and feeling unable to cope than managers in growing businesses.
Leadership & organization development journal, Feb 1, 1999
Reports on the UMIST‐Institute of Management five‐year study into the changing experiences of UK ... more Reports on the UMIST‐Institute of Management five‐year study into the changing experiences of UK managers and the impact of organizational change. Examines the patterns of actual working hours generally and by managerial level before going on to explore the reasons managers give to explain their work patterns (over contract hours, evening and weekend working). Contains an assessment of how managers trade‐off work and non‐work activity and the impact of long working hours on managers’ health, morale, productivity, social life and relationships with their partners and children. The analysis reveals a strong relationship between actual hours worked and an increasingly negative impact on all the factors tested.
For those who have children, it can seem like it takes a lifetime (theirs and yours) for them to ... more For those who have children, it can seem like it takes a lifetime (theirs and yours) for them to grow up. Then all of a sudden they are no longer the toddlers, little people, the teenagers they once were. They have become full-fledged adults. ‘Empty Nest Syndrome’ is the phrase used to describe when a child leaves home, or flees the nest, and the feelings of loss and abandonment which can be felt by the parent.
Redundancy, delayering and other forms of organizational change have become increasingly prevalen... more Redundancy, delayering and other forms of organizational change have become increasingly prevalent over the last ten years. This paper is based on a five year UMIST-Institute of Management research programme which has been used to explore the impact of redundancy on UK ...
The Chartered Management Institute/Simplyhealth report, The Quality of Working Life 2012, surveye... more The Chartered Management Institute/Simplyhealth report, The Quality of Working Life 2012, surveyed over 1,000 managers in 2007 and 2012 and paints a bleak picture of the impact of the recession on UK workplaces. Compared with 2007, managers today are: working longer hours due to larger workloads; increasingly suffering from ill health including stress and depression; and more likely to come to work despite being sick.
Redundancy, delayering, downsizing and various other forms of organisational change, often accomp... more Redundancy, delayering, downsizing and various other forms of organisational change, often accompanied by the managerial fad of the moment, have become increasingly prevalent over the last ten years. This paper is based on the results of a four‐year University of Manchester Institute of Science and Technology (UMIST)‐Chartered Management Institute (CMI) research programme (the Quality of Working Life Project) that was designed to explore the changing nature of managerial work in the UK and also to assess the impact of different forms of organisational change on managers’ perceptions of the organisations they work within. The analysis reported here indicates clearly that some forms of change (notably redundancy and delayering) have had particularly damaging effects on managers’ experiences in the workplace and ultimately on their behaviours within and beyond their organisations. The objectives of this paper are, first, to paint a picture of recent organisational change in the UK based on the responses of members of the CMI, second, to explore how change has affected managers’ perceptions of their organisations and their working lives and, third, to explore if different forms of change (particularly redundancy and delayering) have had a differential impact on managers’ perceptions of their organisations “as a place to work”.
It is very common to feel low, or down, or sad from time to time, usually in response to a diffic... more It is very common to feel low, or down, or sad from time to time, usually in response to a difficult or stressful situation. It is often the body’s way of retreating, protecting or cocooning itself from the issue of concern. Perhaps we have experienced some considerable disappointment, distress, trauma, shock, discontentment, despondency or dismay. Or it might relate to feelings of loss, associated with a relationship break-up, redundancy, going bankrupt or the death of a loved one.
ABSTRACT The last five years have seen unprecedented economic change. The banking crisis, the Eur... more ABSTRACT The last five years have seen unprecedented economic change. The banking crisis, the Euro crisis, a double-dip recession, austerity and rising commodity and energy prices have made life very difficult for all of us. It has made life particularly difficult for those involved in crafting business strategy and making difficult decisions affecting all sizes of business and the people who work within them. Many long-established businesses have gone to the wall and many are struggling to keep their heads above water in choppy seas. We have been researching the quality of managers' working lives since 1997 (Worrall and Cooper, 1997). Our latest report (Worrall and Cooper, 2012) made for grim reading particularly when compared to the results of the 2007 study (Worrall and Cooper, 2007) undertaken just before the banking crisis in 2007/08. Comparing the quality of working life in boom and bust has been insightful. Of particular concern was the considerable increase in the percentage of managers working in declining businesses (from 21% to 34%); the decline in employee motivation and job satisfaction; the growth of job insecurity; the worsening of the long-hours culture; and the marked rise in several measures of workplace ill-health. A key finding of 2012 study was the strong correlation between 'organisational health' measured by whether the organisation was growing, stable or declining, and 'employee health' measured using 17 aspects of employees' psychological wellbeing. Figure 1.1 shows how managers' propensity to report ill-health was far more marked in businesses in decline than in growing businesses: managers in declining business were around twice as likely to report having experienced a panic/anxiety attack, having difficulty in making decisions and feeling unable to cope than managers in growing businesses.
An introduction from the guest editors of a special issue on “Learning and Education Strategies f... more An introduction from the guest editors of a special issue on “Learning and Education Strategies for Scholarly Impact: Influencing Regulation, Policy and Society through Research” discussing the state of the field, measurement and theoretical issues surrounding scholarly impact in business schools and the management discipline.
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