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On a Thursday in 2019, photographers and videographers in locations across the globe captured what goes on in the Disney empire. All the photos in the book were taken on that one day, beginning early in Tokyo and following the sun around the world through Shanghai, Hong Kong, Paris, Madrid, the Bahamas, Costa Rica, and dozens of places throughout the United States, ending in Hawaii. The photographs and text in this large volume cover actors, anchors, designers, hosts, artists, theme park employees, executives and more.

\"Women in the Museum explores the professional lives of the sector's female workforce.\"--Provided by publisher.

[...]the workplace is no exception to this pattern, and emerging research shows that these comparisons (even if they appear to be minor) can have real consequences for employees. Feeling stuck in an inferior situation is more likely to trigger feelings of envy, for example. [...]if you cannot change or improve on the dimension, then having the information (and subsequently making a comparison) is more likely to be damaging and should be avoided whenever possible. 2. [...]it seems that almost nothing is off-limits when it comes to comparing ourselves with our colleagues.

The Space Age began just as the struggle for civil rights forced Americans to confront the long and bitter legacy of slavery, discrimination, and violence against African Americans. Presidents John F. Kennedy and Lyndon Johnson utilized the space program as an agent for social change, using federal equal employment opportunity laws to open workplaces at NASA and NASA contractors to African Americans while creating thousands of research and technology jobs in the Deep South to ameliorate poverty. We Could Not Fail tells the inspiring, largely unknown story of how shooting for the stars helped to overcome segregation on earth. Richard Paul and Steven Moss profile ten pioneer African American space workers whose stories illustrate the role NASA and the space program played in promoting civil rights. They recount how these technicians, mathematicians, engineers, and an astronaut candidate surmounted barriers to move, in some cases literally, from the cotton fields to the launching pad. The authors vividly describe what it was like to be the sole African American in a NASA work group and how these brave and determined men also helped to transform Southern society by integrating colleges, patenting new inventions, holding elective office, and reviving and governing defunct towns. Adding new names to the roster of civil rights heroes and a new chapter to the story of space exploration, We Could Not Fail demonstrates how African Americans broke the color barrier by competing successfully at the highest level of American intellectual and technological achievement.

Abstract During this time of unprecedented staffing challenges, identifying factors impacting staff engagement may be one step towards rebuilding the healthcare workforce. This study was designed to identify work factors differentiating positively engaged employees from others. In May 2023, 350 employees (response rate=30%) from across a healthcare system (including skilled nursing facilities, adult day centers, community services, and assisted living) serving older adults in New York City and Westchester County, completed surveys examining employee engagement and satisfaction with five work factors. Engagement was measured using the employee net promoter scale (eNPS) in which employees rate from 1 (Not At All) to 10 (Very) “How likely is it that you would recommend the organization as a workplace.” Those answering 9-10 are classified as “Promoters” (engaged/positive concerning the workplace), 7-8 “Neutrals”, and 1-6 are “Detractors” (unengaged/negative). Participants also responded 1 “very unsatisfied” to 5 “very satisfied” on work factors: general work satisfaction, having enough resources/equipment, receiving timely information, supervisor support, and coworker respect. Based on eNPS responses, 160 (45.7%) employees were “Promoters”, 65 (18.6%) “Neutrals”, and 125 (35.7%) “Detractors.” A series of one-way analysis of variance and post-hoc Bonferonni analyses then examined work factor satisfaction by staff engagement level. As expected, “Promoters” and “Neutrals” were significantly more satisfied than “Detractors” on all five work factors however, only having enough resources/equipment separated “Promoters” (M=3.63, SD=1.24) from “Neutrals” (M=4.06, SD=89, p <.05). These findings indicate that providing staff with sufficient resources/equipment should be prioritized in the effort to establish a healthcare workforce of “Promoters.”

Purpose: This study investigated the extend at which stress has affected the performance of staff in organization setting. It addressed how performance can be improved upon for effective service delivery.   Improving the performance of employees working within an organization has received attention in different contexts. This occurs because for an organization to achieve high performance, the contributions of its employees matter a lot to achieve their goals. For any organization to achieve its essence, it must have acquired the right calibre of employees and managed them properly. Is at the instance of this that this study was carried out to address how improved performance can be recorded and how stress can be properly managed for effective service delivery.   Theoretical framework:  The aim of stress management is to ensure effective performance of staff in organization and to meet the aim of the organization and deliver services effectively. Several concepts, such as: stress, stressors, signs, symptoms and sources, stress management, stress management practice and employee performance were reviewed to align with the direction of the study. The focus is to see to how personnel in organization can perform effectively, be able to manage stress. Factors causing stress were studied and addressed.   Methodology/Design/Approach: This study which is descriptively adopted the survey research method. The study was carried out at a private university in southwest Nigeria.  The population of this study comprised all the non-academic staff in the university. Two hundred and eighty (280) non-academic staff of the University participated in the survey. The questionnaire was the instrument for data collection in this research. Inferential and descriptive statistics were used to analyze the data that had been obtained.   Findings: The study finding revealed that stress has a significant impact on employee performance. The outcome also showed a substantial correlation between employees' performance and personal stress management strategies. This suggests that personal stress management strategies should be encouraged because they are linked to workers' productivity. The findings suggest that its contribution to employee performance is minimal perhaps because individuals do not adopt these techniques of stress management.   Research, Practical & Social implications: The study concentrate on how stress can be well managed in organization because of the ill stress has caused in the performance of organization.  It has also been established that there are two techniques namely individual and organisational approaches to stress management.   Originality/value: The study added value to body of knowledge because its outcome showed that without effective stress management strategies, organization can not meet up with its optimization level in terms service delivery and achieving the goals of the organization.  The individual techniques of stress management were found to have a significant role to play in suppressing employee poor performance while the organizational stress management techniques provide organizational support for employees to improve their performance on the job. This study established that effective stress management among non-academics of Bowen University would improve their performance on the job. The study as recommends that Management should redefine the stress management policy of the University to address gaps in it and make it more robust.