Aligning workplace wellness with global change: an integrated model
Why this work is in the frame
A frame that forgets how it found something cannot be audited. These are the routes that admitted this work.
Bibliographic record
Abstract
Purpose The purpose of this study is to present evidence for a new model of change management designed to create a continuous integrated alignment between ongoing external organizational change and the proven internal environmental factors related to employee emotional wellness and workplace engagement that in turn directly impact organizational performance relationships within society and the human condition. Design/methodology/approach This research uses a quantitative approach based on both primary and secondary data. The secondary data includes an analysis of the 2018 Public Service Employee Survey of Canada ( N = 163,121) conducted by the Government of Canada while the primary data involves a 2018 employee survey conducted by the author of both civilian and sworn police officer employees with the British Columbia division of the Royal Canadian Mounted Police ( N = 2,129) as well as a 2019 survey by the author of Corrections Officers at the Kent Maximum Security Institution in Agassiz, British Columbia ( N = 174). Findings The key findings presented in this paper provide new evidence that correlations between key organizational workplace factors and employee wellness and performance are directly linked to the ability to address rapidly evolving external environmental factors; that traditional change management approaches are often insufficient to create a positive nexus between the results of environmental scanning and internal workplace environments; and that a new holistic model described in this paper can serve as a powerful diagnostic tool for change managers to identify how internal organizational structures, systems and climates can harmonize with external climates including societal expectations, economic and technological change and public policy. Research limitations/implications The research findings pertain to about 100,000 employees of the Canadian public service and their readiness to manage well-established external environmental factors based on their rating of key internal environmental factors rated to workplace wellness and employee emotional health. Further research on the topic of external/internal organizational change adaptability is required specific to private sector organizations. Practical implications The practical implications of the change management matrix diagnostic model have been proven in earlier beta testing with a group of organizational executives. The presentation of the data in the matrix format resulted in quick and clear identification of major areas of required change. Those changes resulted in improved service delivery, public safety and public trust. A second test was conducted by MBA students successfully applying the matrix model to identify key areas requiring change in various case studies. Social implications Society at present has many new expectations of organizational behavior and citizenship as rapid changes in external environments occur including changes to technology, corporate governance, communications, economic conditions, social values, demographics and public policy. A failure by organizations to ensure that their internal environments of corporate culture, structure, systems and the workplace climate are in sync with external change presents major threats to employee and social well-being and organizational success. Originality/value A unique model of organizational change management is presented that allows for successfully adapting internal organizational environments to the challenges of meeting rapidly advancing integrated external environmental forces. The result becomes an integrated ecosystem of external and internal environmental forces that offer adaptability to complex and evolving challenges ranging from social, economic, technological and climate change.
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Full frame distilled prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. Learned from the 10,348 direct Codex labels and 10,348 direct Gemma labels. Candidate is the union of thresholded teacher heads; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels or direct frontier model labels.
Codex and Gemma teacher scores by category
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.001 | 0.000 |
| Meta-epidemiology (narrow) | 0.000 | 0.000 |
| Meta-epidemiology (broad) | 0.000 | 0.000 |
| Bibliometrics | 0.000 | 0.001 |
| Science and technology studies | 0.001 | 0.000 |
| Scholarly communication | 0.000 | 0.001 |
| Open science | 0.000 | 0.000 |
| Research integrity | 0.000 | 0.000 |
| Insufficient payload (model declined to judge) | 0.000 | 0.000 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from it