This article proposes a practical approach to managing of work based stress. It suggests use of the HSE Management Standards to describe six forces that need to be balanced. It then elaborates this to include these forces in a feedback model to suggest a method by which managers can actually manage reduction in stress through control of stressors and increase in coping.
Performance appraisals are worthwhile. Manager and subordinate sitting down together to review performance over the past year provides huge benefit. But for many it’s a time of dread. Unless controlled, both parties will use their power to distort the performance appraisal outcomes in their favour.
In the 1980s, a fairly standard form of appraisal emerged that aimed to assess current performance, improve the individual's performance in the immediate future, set and review performance objectives and assess training and development needs. This paper considers development since then considering applicable research and theory. It concludes that despite methods allowing performance appraisal to become more complex, the themes from the 80s persist today.
Covid has changed the way that many work practices are conducted. Interviews have gone online. But we argue that the recruitment process can still be as robust as it was before lockdown. Managers must still take an evidence-based approach, seeking proof that favoured candidates will indeed perform as well. In this much, nothing has changed.
Many managers think that it’s simple to build an international concern. They believe that it’s simply a matter of offer, acceptance and a place to work. But great thought is needed to make it work. It's not coincidence that Mulberry, Hornby and Raspberry Pi are bringing it all back as they realise the real cost of managing operations abroad.
First Brexit uncertainty, then pandemic. And next, Brexit for real. All in all, pressures on the economy right now are universally downwards. The result, we hear, is that unemployment will rise. But why must that be so? Is it inevitable? And how should managers change to better manage their firms through short periods of unsettled trading? Here we set out the arguments.