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Healthy Individuals in Healthy Organizations: The Happy Productive Worker Hypothesis
, 2017The individual is the primary constituent of and the driving force behind an organization. Sickness, health-related issues, presenteeism, and sickness absenteeism could become a threat for the organization in terms of increased costs and production loss (Boles, Pelletier, & Lynch, 2004; Burton et al., 2005).
M. Christensen
semanticscholar +2 more sources
Healthy Leaders, Healthy Organizations
2006Stress, toxic emotions, and safety hazards in organizations are three of the chronic problems leaders and followers face at work. The public health notions of prevention, used effectively with chronic health disorders, can be translated to address these chronic organizational problems.
Quick, J C +5 more
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Australian Journal of Career Development, 2023
To cope with the challenges of 21st-century careers, the research on psychology of sustainability and sustainable development complements the psychology of work perspective with an emphasis on factors that foster the workers’ well-being, decent work, and
José-María Peiró +2 more
semanticscholar +1 more source
To cope with the challenges of 21st-century careers, the research on psychology of sustainability and sustainable development complements the psychology of work perspective with an emphasis on factors that foster the workers’ well-being, decent work, and
José-María Peiró +2 more
semanticscholar +1 more source
Organ weights in healthy and apparently healthy Danish infants
American Journal of Human Biology, 1997The weights of brain, heart, liver, kidneys, spleen, lungs, and thymus were registered in 222 forensic autopsies of Danish infants aged 1 week to 0.99 year (137 males, 85 females), who prior to death were healthy or apparently healthy based on clinical evidence.
K F, Kock +3 more
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Healthy People 2030: An Improved Framework
Health Education & Behavior, 2021Healthy People 2030 marks the fifth iteration of national objectives aimed at encouraging collaborative efforts by individuals, institutions, and organizations to raise the bar for health of all Americans and sustain them.
L. Hasbrouck
semanticscholar +1 more source
Healthy Mind; Healthy Organization â A Proactive Approach to Occupational Stress
Human Relations, 1994The direct and indirect costs of occupational stress can be measured in both humanistic and financial terms. Therefore, financially healthy organizations are likely to be those which are successful in maintaining and retaining a workforce characterized by good physical, psychological, and mental health.
Cooper, Cary L., Cartwright, Sue
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Preventive stress management for healthy organizations.
, 1997J. Quick +3 more
semanticscholar +2 more sources
California Management Review, 1962
Human behavior, which is invariably a mixture of reactionary and forward-moving tendencies, is a complex thing and organizations function best when management works with instead of against human attributes. At all levels, the healthy organization must satisfy not only individual but group, inter-group, and the whole organization's needs for both ...
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Human behavior, which is invariably a mixture of reactionary and forward-moving tendencies, is a complex thing and organizations function best when management works with instead of against human attributes. At all levels, the healthy organization must satisfy not only individual but group, inter-group, and the whole organization's needs for both ...
openaire +1 more source
Healthy Organizations: A Competitiveness Strategy
Journal of Advanced Management Science, 2013This article is about the concept of Healthy Organizations –understanding it as the one which offers a high level of wellbeing to their employees, which positively impacts their productivityas a strategy to increase organizational productiveness. In order to achieve this, an interdisciplinary research was proposed, involving concepts of engineering ...
Erika T. Quintero +2 more
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How Healthy Is Your Organization?
2007In today's stressful work environment, organizations can be crippled not only by product failures or dramatic market shifts but by internal demons. Typical symptoms of corporate dis-ease include distrust, lack of communication, territoriality, and other negative qualities that fester below the surface and ultimately sap the organization's vitality. But
Imre Lövey +2 more
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