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Workplace culture Sample Clauses

Workplace culture. Determine how change can be affected at an individual, organisational and system level to improve workplace culture and practices: • The results of the People Matter Employee Survey will be used to identify areas of best practice and improvement opportunities. • The Junior Medical Officer Your Training and Wellbeing Matters Survey will monitor the quality of supervision, education and training provided to junior medical officers and their welfare and wellbeing. • The Australian Medical Association, in conjunction with the Australian Salaried Medical Officers Association, will undertake regular surveys of senior medical staff to assess clinical participation and involvement in local decision making to deliver human centred care.
Workplace culture. 9.1. The culture we seek will have a number of features including: 9. 1.1. Identification with the Council and its corporate objectives as established under the Councils Strategic Management Plan.
Workplace culture. Determine how change can be affected at an individual, organisational and system level to improve workplace culture and practices: • The results of the People Matter Employee Survey will be used to identify areas of best practice and improvement opportunities.
Workplace cultureLetter of Understanding Between the Treasury Board of Canada and the Public Service Alliance of Canada creating a National Joint Committee to tackle workplace culture problems at CBSA.
Workplace culture. 14.1. PM&C is committed to maintaining a diverse workforce and a workplace that is free from discrimination and harassment. There are guidelines that seek to prevent workplace bullying and harassment and a list of Workplace Harassment Contact Officers is on the intranet.
Workplace culture. What It Is, Why It Matters, and How to Define It. Retrieved from xxxxx://xxx.xxxxxxx.xxx/blog/post/Workplace-Culture-What-it-Is-Why-it- Matters-How-to-Define-It.aspx Fine, I., & Shen, A. (2018, September 19). Perish not publish? New study quantifies the lack of female authors in scientific journals. Retrieved from xxxxx://xxxxxxxxxxxxxxx.xxx/perish- not-publish-new-study-quantifies-the-lack-of-female-authors-in-scientific-journals-92999 Xxxxxxxxxxx, C. (2017, October 30). When Will the ‘Xxxxxx Effect’ Reach Academia? The Atlantic. Retrieved from xxxxx://xxx.xxxxxxxxxxx.xxx/education/archive/2017/10/when- will-the-xxxxxx-effect-reach-academia/544388/ Xxxxxxxx, C. (2018, April 11). Faculty Salaries Up 3%. Inside Higher Ed. Retrieved from xxxxx://xxx.xxxxxxxxxxxxxx.xxx/news/2018/04/11/aaups-annual-report-faculty- compensation-takes-salary-compression-and-more Xxxxxxxx, C. (2017, April 12). Relying on Women, Not Rewarding Them. Retrieved from xxxxx://xxx.xxxxxxxxxxxxxx.xxx/news/2017/04/12/study-finds-female-professors- outperform-men-service-their-possible-professional Xxxxxxxx, C. (2013, June 6). The Mom Penalty. Retrieved from xxxxx://xxx.xxxxxxxxxxxxxx.xxx/news/2013/06/06/new-book-gender-family-and-academe- shows-how-kids-affect-careers-higher-education Xxxxxx, X. X., & Xxxxx, X. X. (2016, July 25). Hijacked by an External Funding Mentality. Inside Higher Ed. Retrieved from xxxxx://xxx.xxxxxxxxxxxxxx.xxx/views/2016/07/25/undesirable- consequences-growing-pressure-faculty-get-grants-essay Xxxxxx, X. X. (2017). The Woman Who Created #MeToo Long Before Hashtags. The New York Times. Retrieved from xxxxx://xxx.xxxxxxx.xxx/2017/10/20/us/me-too-movement-tarana- xxxxx.html Xxxxxxxx, N., Read, B., Xxxxxx, K., & Xxxxxxxxx, B. (2017, November 13). Sexual Harassment and Assault in Higher Ed: What’s Happened Since Xxxxxxxxx. The Chronicle of Higher Education. Retrieved January 2019, from xxxxx://xxx.xxxxxxxxx.xxx/article/Sexual- HarassmentAssault/241757 Xxxxxxx, X. X., & Xxxxxx, X. X. (2017). Faculty Service Loads and Gender: Are Women Taking Care of the Academic Family? [Abstract]. Research in Higher Education, 58(6), 672-694. doi:10.1007/s11162-017-9454-2 Hennink, M., Xxxxxx, I., & Xxxxxx, A. (2011). Qualitative Research Methods. London: SAGE. Xxxx, V., Xxx, L., Prince, S., & Xxxxx-Xxxx, S. (2018). Delivering through diversity. McKinsey & Company. McKinsey & Company. Retrieved from xxxxx://xxx.xxxxxxxx.xxx/business- functions/organization/our-insights/delivering-throu...
Workplace cultureThe parties to this Agreement will implement workplace practices aimed at enhancing job satisfaction, productivity, quality customer service and a positive workplace environment. These practices will be built on a culture of: Fun Integrity Innovation Trust Compassion Openness Respect
Workplace culture i. Once every six (6) months, or upon request, the Company will meet with the Union at a Labor-Management meeting regarding its input, suggestions, reports, or recommendations for creating a more equitable work environment. The Company shall take good faith steps to address such input, suggestions, reports, or recommendations. ii. The Company will continue to analyze pay data considering gender, race, and ethnicity on an ongoing basis, and shall provide a summary of findings, including methodologies and recommendations, to the Labor-Management Committee and Diversity Committee upon request.
Workplace cultureThe environment of an institution that is the combination of its values, policies, traditions, beliefs, interactions, behaviors, and attitudes— all of which are influenced by leadership, procedures, structure and hierarchy, and practices, and employees (ERC, 2018).
Workplace culture. A healthy and functional workplace culture is essential to facilitate the delivery of first class patient centred care. The further consolidation within our workforce of NSW Health’s core values of Collaboration, Openness, Respect and Empowerment (CORE) continues to be a key focus area in 2015/16. Calvary Mater Newcastle is to actively implement an action plan developed in response to the National BPA Staff Engagement Survey, conducted second yearly. Culture Indices will be indicative of the effectiveness of improvement initiatives. The National Disability Insurance Scheme (NDIS) will deliver a national system of disability support focused on the individual needs and choices of people with a disability. The NDIS is designed to provide people with a disability reasonable and necessary supports to achieve their goals and participate in the community both socially and economically. Under the new Scheme, funding for disability support will be allocated to each eligible individual, rather than a service provider, giving people control over the support they want as well as from whom they wish to purchase that support. Under the NDIS, investment in NSW for disability supports is expected to more than double in next five years to provide supports for around 140,000 people. NSW Health is currently working with the National Disability Insurance Agency and the NSW Department of Family and Community Services to promote a seamless transition to the NDIS for people currently receiving disability services through the NSW health system. Local Health Districts (other than HNELHD and NBMLHD) will begin a phased transition starting in 2016. NSW Health is also working closely with the Department of Premier and Cabinet, the Commonwealth and other Health jurisdictions to agree on roles and responsibilities of different Agencies. Further detail on the National Disability Insurance Scheme is available at: xxxx://xxx.xxxx.xxx.xx/ In addition to the whole of system priorities outlined above, a number of high priority plans and initiatives are in place to assist in achieving the overarching goals and priorities of the NSW State Health Plan including:  Healthy, Safe and Well: A Strategic Plan for Children, Young People and Families 2014/24.  Keep Them Safe — A Shared Approach to Child Wellbeing  The NSW Aboriginal Health Plan 2013-2023  National Maternity Services Plan  National Primary Health Care Strategic Framework  NSW Health Framework for Women's Health 2013  National Dru...