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One day at Disney : meet the people who make the magic across the globe
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.
BOOK
Gurus, hired guns, and warm bodies
Over the last several decades, employers have increasingly replaced permanent employees with temporary workers and independent contractors to cut labor costs and enhance flexibility. Although commentators have focused largely on low-wage temporary work, the use of skilled contractors has also grown exponentially, especially in high-technology areas. Yet almost nothing is known about contracting or about the people who do it. This book seeks to break the silence.
eBook
Women in the museum : lessons from the workplace
\"Women in the Museum explores the professional lives of the sector's female workforce.\"--Provided by publisher.
Book
A Better Way to Compare Yourself to Colleagues
[...]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.
Journal Article
We Could Not Fail
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.
eBook
THE IMPORTANCE OF ADEQUATE RESOURCES AND EQUIPMENT TO STAFF ENGAGEMENT IN A HEALTHCARE SYSTEM
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.”
Journal Article