Welcome to the Nexus of Ethics, Psychology, Morality, Philosophy and Health Care

Welcome to the nexus of ethics, psychology, morality, technology, health care, and philosophy
Showing posts with label Organizational Culture. Show all posts
Showing posts with label Organizational Culture. Show all posts

Tuesday, May 21, 2019

Moral Disengagement in the Corporate World

Jenny White M.Sc. M.P.H., Albert Bandura Ph.D. & Lisa A. Bero Ph.D.
(2009) Accountability in Research, 16:1, 41-74,
DOI: 10.1080/08989620802689847

Abstract

We analyze mechanisms of moral disengagement used to eliminate moral consequences by industries whose products or production practices are harmful to human health. Moral disengagement removes the restraint of self-censure from harmful practices. Moral self-sanctions can be selectively disengaged from harmful activities by investing them with socially worthy purposes, sanitizing and exonerating them, displacing and diffusing responsibility, minimizing or disputing harmful consequences, making advantageous comparisons, and disparaging and blaming critics and victims. Internal industry documents and public statements related to the research activities of these industries were coded for modes of moral disengagement by the tobacco, lead, vinyl chloride (VC), and silicosis-producing industries. All but one of the modes of moral disengagement were used by each of these industries. We present possible safeguards designed to protect the integrity of research.

A copy of the research is here.

Friday, March 15, 2019

4 Ways Lying Becomes the Norm at a Company

Ron Carucci
Harvard Business Review
Originally posted February 15, 2019

Here is an excerpt:

Unjust accountability systems. When an organization’s processes for measuring employee contributions is perceived as unfair or unjust, we found it is 3.77 times more likely to have people withhold or distort information. We intentionally excluded compensation in our research, because incentive structures can sometimes play disproportionate roles in influencing behavior, and simply looked at how contribution was measured and evaluated through performance management systems, routine feedback processes, and cultural recognition. One interviewee captured a pervasive sentiment about how destructive these systems can be: “I don’t know why I work so hard. My boss doesn’t have a clue what I do. I fill out the appraisal forms at the end of the year, he signs them and sends them to HR. We pretend to have a discussion, and then we start over. It’s a rigged system.” Our study showed that when accountability processes are seen as unfair, people feel forced to embellish their accomplishments and hide, or make excuses for their shortfalls. That sets the stage for dishonest behavior. Research on organizational injustice shows a direct correlation between an employee’s sense of fairness and a conscious choice to sabotage the organization. And more recent research confirms that unfair comparison among employees leads directly to unethical behavior.

Fortunately, our statistical models show that even a 20% improvement in performance management consistency, as evidenced by employees belief that their contributions have been fairly assessed against known standards, can improve truth telling behavior by 12%.

The info is here.

Monday, January 1, 2018

Leaders Don't Make Deals About Ethics

John Baldoni
Forbes.com
Originally published December 8, 2017

Here is an excerpt:

Partisanship abides in darker recesses of our human nature; it’s about winning at all costs. Partisans comfort themselves that their side is in the right, and therefore, whatever they do to promote it is correct. To them I quote Abraham Lincoln: “my concern is not whether God is on our side; my greatest concern is to be on God's side, for God is always right."

Human values do not need to be sanctioned through religious faith. Human values as they relate to morality, equality and dignity are bedrock principles that when cast aside allow aberrant and abhorrent behaviors to flourish. The least among us become the most preyed-upon among us.

Ethics therefore knows no party. The Me Too movement is apolitical; it gives voice to women who have been abused. The preyed upon are beginning to take back what they never should have lost in the first place – their dignity. To argue about which party – or which industry – has the most sexual harassers is a fool’s errand. Sexual harassers exist within every social strata as well as every political persuasion.

Living by a moral code is putting into practice what you believe is right. That is, you call out men who abuse women – as well as all those who give the abusers sanctuary. Right now, men in powerful positions in the media, business and politics are tumbling like dominoes.

But make no mistake — there are bosses in organizations of every kind who are guilty of sexual harassment and worse. A moral code demands that such men be exposed for their predatory behaviors. It also demands protection for their accusers.

The article is here.

Wednesday, December 6, 2017

Disturbing allegations against psychologist at VT treatment center

Jennifer Costa
WCAX.com
Originally published November 17, 2017

Here is an excerpt:

Simonds is accused making comments about female patients, calling them "whores" or saying they look "sexy" and asking inappropriate details about their sex lives. Staff members allege he showed young women favoritism, made promises about drug treatment and bypassed waiting lists to get them help ahead of others.

He's accused of yelling and physically intimidating patients. Some refused to file complaints fearing he would pull their treatment opportunities.

Staffers go on to paint a nasty picture of their work environment, telling the state Simonds routinely threatened, cursed and yelled at them, calling them derogatory names like "retarded," "monkeys," "fat and lazy," and threatening to fire them at will while sexually harassing female subordinates.

Co-workers claim Simonds banned them from referring residential patients to facilities closer to their homes, instructed them to alter referrals to keep them in the Maple Leaf system and fired a clinician who refused to follow these orders. He is also accused of telling staff members to lie to the state about staffing to maintain funding and of directing clinicians to keep patients longer than necessary to drum up revenue.

The article is here.

Thursday, November 2, 2017

Culture and Business Ethics

Marshall Schminke
www.ethicalsystems.com
Originally published October 3, 2017

Here is an excerpt:

What do most companies overlook when it comes to organizational design?

Supervisors. Despite some high profile missteps, organizations generally do a pretty good job of making ethics a front-and-center issue at the upper levels.  Likewise, they invest heavily in education and training at the level of the rank-and-file worker.  But as with so many strategically important issues, low-to-mid-level supervisors are often ignored.  This is troublesome, because research shows the single most important factor in driving employees’ ethical actions is not what top managers or coworkers say or do.  Rather, it is the immediate supervisor—and whether he or she is capable of creating an ethically supportive work culture that employees experience every day—that matters most.  Yet in most cases, these “sergeants and lieutenants” of the workplace receive relatively little attention when it comes to ethics and ethics training.

How can E&C teams better emphasize ethics vs. compliance?

Culture. It’s not that rules aren’t important.  They are.  And they must be understood and followed.  But complex business environments—and complex ethical rules and standards—cannot address every situation employees might encounter.  Therefore, the only real insurance organizations have for getting the best ethical effort possible from their employees is to bake it into the culture and climate, where it becomes second nature to employees trying to do their best in a tough business world.

What have you learned as a part of the ES culture measurement working group?

As a culture and climate researcher for years, this experience has been truly eye-opening for me.  It has introduced me to different perspectives on culture and, in turn, exposed me to completely different ways of thinking about how to create and maintain effective ethical cultures.  For example, of the eight components of ethical culture identified by the Ethical Systems culture measurement working group, I had only a passing familiarity with the ethical awareness and ethical leadership components.  This experience has not only improved my understanding of those components, but has also heightened my awareness of how they fit and interact with the other six components.

The information is here.

Friday, April 28, 2017

First, do no harm: institutional betrayal and trust in health care organizations

Carly Parnitzke Smith
The Journal of Multidisciplinary Healthcare
April, 2017; Volume 10; Pages 133-144

Purpose:

Patients’ trust in health care is increasingly recognized as important to quality care, yet questions remain about what types of health care experiences erode trust. The current study assessed the prevalence and impact of institutional betrayal on patients’ trust and engagement in health care.

Participants and methods:

Participants who had sought health care in the US in October 2013 were recruited from an online marketplace, Amazon’s Mechanical Turk. Participants (n = 707; 73% Caucasian; 56.8% female; 9.8% lesbian, gay, or bisexual; median age between 18 and 35 years) responded to survey questions about health care use, trust in health care providers and organizations, negative medical experiences, and institutional betrayal.

Results:

Institutional betrayal was reported by two-thirds of the participants and predicted disengagement from health care (r = 0.36, p < 0.001). Mediational models (tested using bootstrapping analyses) indicated a negative, nonzero pathway between institutional betrayal and trust in health care organizations (b = -0.05, 95% confidence interval [CI] = [-0.07, -0.02]), controlling for trust in physicians and hospitalization history. These negative effects were not buffered by trust in one’s own physician, but in fact patients who trusted their physician more reported lower trust in health care organizations following negative medical events (interaction b = -0.02, 95%CI = [-0.03, -0.01]).

Conclusion:

Clinical implications are discussed, concluding that institutional betrayal decreases patient trust and engagement in health care.

The article is here.

Wednesday, November 23, 2016

Moral Distress in Physicians and Nurses: Impact on Professional Quality of Life and Turnover.

C. L. Austin, R. Saylor, and P. J. Finley
Psychological Trauma: Theory, Research, Practice, and Policy, 2016

Abstract

Objective: The purpose of this study was to investigate moral distress (MD) and turnover intent as related to professional quality of life in physicians and nurses at a tertiary care hospital.

Method: Health care providers from a variety of hospital departments anonymously completed 2 validated questionnaires (Moral Distress Scale–Revised and Professional Quality of Life Scale). Compassion fatigue (as measured by secondary traumatic stress [STS] and burnout [BRN]) and compassion satisfaction are subscales which make up one’s professional quality of life. Relationships between these constructs and clinicians’ years in health care, critical care patient load, and professional discipline were explored.

Results: The findings (n = 329) demonstrated significant correlations between STS, BRN, and MD. Scores associated with intentions to leave or stay in a position were indicative of high verses low MD. We report highest scoring situations of MD as well as when physicians and nurses demonstrate to be most at risk for STS, BRN and MD. Both physicians and nurses identified the events contributing to the highest level of MD as being compelled to provide care that seems ineffective and working with a critical care patient load >50%.

Conclusion: The results from this study of physicians and nurses suggest that the presence of MD significantly impacts turnover intent and professional quality of life. Therefore implementation of emotional wellness activities (e.g., empowerment, opportunity for open dialog regarding ethical dilemmas, policy making involvement) coupled with ongoing monitoring and routine assessment of these maladaptive characteristics is warranted.

The article is here.

Monday, January 12, 2015

Ethical Leadership: Meta-Analytic Evidence of Criterion-Related and Incremental Validity

By Thomas W. H. Ng and Daniel C. Feldman
J Appl Psychol. 2014 Nov 24

Abstract

This study examines the criterion-related and incremental validity of ethical leadership (EL) with meta-analytic data. Across 101 samples published over the last 15 years (N = 29,620), we observed that EL demonstrated acceptable criterion-related validity with variables that tap followers' job attitudes, job performance, and evaluations of their leaders. Further, followers' trust in the leader mediated the relationships of EL with job attitudes and performance. In terms of incremental validity, we found that EL significantly, albeit weakly in some cases, predicted task performance, citizenship behavior, and counterproductive work behavior-even after controlling for the effects of such variables as transformational leadership, use of contingent rewards, management by exception, interactional fairness, and destructive leadership. The article concludes with a discussion of ways to strengthen the incremental validity of EL.

The entire article is here.

Tuesday, December 30, 2014

When Talking About Bias Backfires

By Adam Grant and Sheryl Sandberg
The New York Times - Sunday Review
Originally published December 6, 2014

Here is an excerpt:

Rather than merely informing managers that stereotypes persisted, they added that a “vast majority of people try to overcome their stereotypic preconceptions.” With this adjustment, discrimination vanished in their studies. After reading this message, managers were 28 percent more interested in working with the female candidate who negotiated assertively and judged her as 25 percent more likable.

When we communicate that a vast majority of people hold some biases, we need to make sure that we’re not legitimating prejudice. By reinforcing the idea that people want to conquer their biases and that there are benefits to doing so, we send a more effective message: Most people don’t want to discriminate, and you shouldn’t either.

The entire article is here.

Editor's note: Read the entire article and reflect on how this can influence the way in which psychologists communicate with patients.

Wednesday, December 10, 2014

Business culture and dishonesty in the banking industry

By Alain Cohn, Ernst Fehr & Michel André Maréchal
Nature (2014) doi:10.1038/nature13977
Published online 19 November 2014

Abstract

Trust in others’ honesty is a key component of the long-term performance of firms, industries, and even whole countries. However, in recent years, numerous scandals involving fraud have undermined confidence in the financial industry. Contemporary commentators have attributed these scandals to the financial sector’s business culture, but no scientific evidence supports this claim. Here we show that employees of a large, international bank behave, on average, honestly in a control condition. However, when their professional identity as bank employees is rendered salient, a significant proportion of them become dishonest. This effect is specific to bank employees because control experiments with employees from other industries and with students show that they do not become more dishonest when their professional identity or bank-related items are rendered salient. Our results thus suggest that the prevailing business culture in the banking industry weakens and undermines the honesty norm, implying that measures to re-establish an honest culture are very important.

The article can be found here.

Monday, June 30, 2014

Unethical for the Sake of the Group

Risk of social exclusion and pro-group unethical behavior

By S. Thau, R. Defler-Rozin, M. Marko and others
Journal of Applied Psychology, Apr 28 , 2014, No Pagination Specified. doi: 10.1037/a0036708

Abstract

This research tested the idea that the risk of exclusion from one’s group motivates group members to engage in unethical behaviors that secure better outcomes for the group (pro-group unethical behaviors). We theorized that this effect occurs because those at risk of exclusion seek to improve their inclusionary status by engaging in unethical behaviors that benefit the group; we tested this assumption by examining how the effect of exclusion risk on pro-group unethical behavior varies as a function of group members’ need for inclusion. A 2-wave field study conducted among a diverse sample of employees working in groups (Study 1) and a constructive replication using a laboratory experiment (Study 2) provided converging evidence for the theory. Study 1 found that perceived risk of exclusion from one’s workgroup predicted employees’ engagement in pro-group unethical behaviors, but only when employees have a high (not low) need for inclusion. In Study 2, compared to low risk of exclusion from a group, high risk of exclusion led to more pro-group (but not pro-self) unethical behaviors, but only for participants with a high (not low) need for inclusion. We discuss implications for theory and the management of unethical behaviors in organizations.

Introduction

Rising reports of corporate scandals and incidents of employees engaging in behaviors that are considered "illegal or morally unacceptable to the larger community" (Jones, 1991, p. 367) have increased scholarly attention to the nature and causes of unethical behavior in organizations.

Examples of unethical behaviors include stealing from one's employer, deceiving customers, and misrepresenting performance (Trevino, den Nieuwenboer, & Kish- Gephart, 2014).

The costs associated with just one type of these behaviors--employee theft--are estimated at as much as $40 billion yearly (U.S. Chamber of Commerce, 2013), which is nearly ten times the cost of all street crime combined, including burglaries and robberies (Federal Bureau of Investigation, 2011).

A large body of research has identified characteristics of individuals, moral issues, and organizational contexts as antecedents of unethical behavior (Kish-Gephart, Harrison, & Trevin~o, 2010; Trevino, 1986; Trevino et al., 2014; Trevino, Weaver, & Reynolds, 2006).

The entire article is here, behind a paywall.

Reprints for the article can be emailed to this author.

Sunday, May 25, 2014

What Happens Before? A Field Experiment Exploring How Pay and Representation Differentially Shape Bias on the Pathway into Organizations

By Katherine Milkman, Modupe Akinola, and Dolly Chugh
Originally posted April 23, 2014

Abstract:    

Little is known about how bias against women and minorities varies within and between organizations or how it manifests before individuals formally apply to organizations. We address this knowledge gap through an audit study in academia of over 6,500 professors at top U.S. universities drawn from 89 disciplines and 259 institutions. We hypothesized that discrimination would appear at the informal “pathway” preceding entry to academia and would vary by discipline and university as a function of faculty representation and pay. In our experiment, professors were contacted by fictional prospective students seeking to discuss research opportunities prior to applying to a doctoral program. Names of students were randomly assigned to signal gender and race (Caucasian, Black, Hispanic, Indian, Chinese), but messages were otherwise identical. We found that faculty ignored requests from women and minorities at a higher rate than requests from White males, particularly in higher-paying disciplines and private institutions. Counterintuitively, the representation of women and minorities and bias were uncorrelated, suggesting that greater representation cannot be assumed to reduce bias. This research highlights the importance of studying what happens before formal entry points into organizations and reveals that discrimination is not evenly distributed within and between organizations.

The entire research paper is here.

Friday, March 21, 2014

Leading an Ethical Culture: 6 Building Blocks

By Cynthia Schoeman
Ethics Monitor

The concept of organisational culture surfaced in the late 1970s and is as relevant in the workplace today as it was then. Amongst the wealth of theories and thought leadership on the topic, the definition of culture as “the way things are done around here” is widely recognised. So too is it generally accepted that values play a significant role in shaping culture and that, in turn, culture shapes behaviour in organisations. The quest for more ethical workplace conduct makes culture especially pertinent and it makes the attainment of an ethical culture a high-priority goal.

Leaders who aim to achieve this need to start by understanding the value of an ethical culture, such as that it produces higher levels of individual accountability and avoids the need for excessive regulation. An ethical culture serves to improve employee commitment, investor and market confidence and customer loyalty, which collectively enhance the company’s reputation and brand equity. A sound ethical culture also positively impacts risk management, reducing the likelihood of high costs and other negative consequences associated with ethical breaches.

The entire article is here.

Thursday, February 20, 2014

(Un)Ethical Behavior in Organizations

Linda Klebe Treviño, Niki A. den Nieuwenboer, and Jennifer J. Kish-Gephart
Annual Review of Psychology
Vol. 65: 635-660 (Volume publication date January 2014)
First published online as a Review in Advance on July 3, 2013
DOI: 10.1146/annurev-psych-113011-143745

Abstract

This review spotlights research related to ethical and unethical behavior in organizations. It builds on previous reviews and meta-analyses of the literature on (un)ethical behavior in organizations and discusses recent advances in the field. The review emphasizes how this research speaks to the influence of the organizational context on (un)ethical behavior, proceeding from a more macro to a more micro view on (un)ethical behavior and covering ethical infrastructures, interpersonal influences, individual differences, and cognitive and affective processes. The conclusion highlights opportunities for future research.

Introduction

Starting in the 1980s, the systematic study of (un)ethical behavior in organizations—often referred to as behavioral ethics in organizations or as organizational ethics (Treviño et al. 2006)—began to take shape. Over the years, a series of ethical debacles has only increased the salience of this area of study for practitioners and researchers alike. Indeed, as a testament to the growing interest among researchers, a number of literature reviews have appeared in recent years—including several qualitative reviews (O'Fallon & Butterfield 2005, Tenbrunsel & Smith-Crowe 2008, Treviño et al. 2006), a meta-analysis of research on the sources of unethical choice in organizations (Kish-Gephart et al. 2010), a meta-analysis of the ethical climate literature (Martin & Cullen 2006), and a meta-analysis of the whistleblowing literature (Mesmer-Magnus & Viswesvaran 2005). The meta-analytic reviews, in particular, represent a major advance, showing that enough research has been conducted for investigators to undertake such statistical reviews.

The entire article is here, behind the paywall.

Friday, February 14, 2014

Better than ever? Employee reactions to ethical failures in organizations, and the ethical recovery paradox

By Marshall Schminke, James Caldwell, Maureen L. Ambrose, Sean R. McMahon
Organizational Behavior and Human Decision Processes
Volume 123, Issue 2, March 2014, Pages 206–219

Abstract

This research examines organizational attempts to recover internally from ethical failures witnessed by employees. Drawing on research on service failure recovery, relationship repair, and behavioral ethics, we investigate how witnessing unethical acts in an organization impacts employees and their relationship with their organization. In two studies—one in the lab and one in the field—we examine the extent to which it is possible for organizations to recover fully from these ethical lapses. Results reveal an ethical recovery paradox, in which exemplary organizational efforts to recover internally from ethical failure may enhance employee perceptions of the organization to a more positive level than if no ethical failure had occurred.

The entire article is here, behind a paywall.

Sunday, February 9, 2014

Strengthening the Ethical Culture of Your Organization Should Be a Priority

By Barbara Richman
SPHR

According to the 2011 National Business Ethics Survey, a report published by the Ethics Resource Center, the ethical culture of the American workplace is in transition. The survey, the seventh since 1994, was conducted for the purpose of understanding how employees at all levels view ethics and compliance at work.

Its overall results send mixed signals to employers. While positive indicators are included in the findings, they are clouded by “ominous warning signs of a potentially significant ethics decline ahead.”

On the positive side, the data revealed historically low levels of misconduct in the American workplace and near record high levels of employees reporting misconduct that they observed. On the negative side, however, there was a sharp rise in retaliation against employee whistleblowers, an increase in the percentage of employees who perceived pressure to compromise standards in order to do their jobs, and near record levels of companies with weak ethical cultures.

The entire story is here.

Monday, October 28, 2013

Suit Could Determine Protections for Police Department Whistle-Blowers

By JOSEPH GOLDSTEIN
The New York Times
Published: October 13, 2013

When Officer Craig Matthews complained to his precinct commander about a quota system that he believed was resulting in illegal street stops and arrests, it did not take long, he said, for him to see a response: he was given undesirable assignments, a mediocre performance review and the cold shoulder from his immediate supervisors.

So Officer Matthews filed a federal lawsuit, seeking protection from retaliation by invoking the First Amendment — a standard strategy for whistle-blowers who believe they have been punished for coming forward.

But because Officer Matthews, 40, is with the New York Police Department, his rights are less assured.

The city has taken the position that because officers are expected to report misconduct, those who come forward as whistle-blowers are simply fulfilling their duty established by the patrol guide, a voluminous book of police procedures.

The entire story is here.

Friday, August 2, 2013

Beauty, Personality, and Affect as Antecedents of Counterproductive Work Behavior Receipt

Brent A. Scott, Timothy A. Judge
Human Performance 
Vol. 26, Iss. 2, 2013

Abstract

Over the years, much attention has been devoted to understanding counterproductive work behavior (CWB) and its related concepts. Less is known, however, about whether certain employees find themselves more than others to be the targets of CWB. To examine this issue, we tested a model that positioned CWB receipt as a function of employees' personality (neuroticism, agreeableness), their appearance (physical attractiveness), and the negative emotions felt toward those employees by their coworkers. Two studies using multiple sources of data revealed that disagreeable and physically unattractive employees received more CWB from their coworkers, coworker negative emotion felt toward employees was associated with CWB receipt, and the relationship between employee agreeableness and CWB receipt was due, in part, to coworker negative emotion.

An accumulating body of literature has examined counterproductive work behavior (CWB), defined as “behavior intended to hurt the organization or other members of the organization” (Spector & Fox, 2002, p. 271). Researchers have investigated CWB under a variety of labels, including abuse (Keashly, Trott, & MacLean, 1994), aggression (Baron & Neuman, 1996), antisocial behavior (Giacalone & Greenberg, 1997), harassment (Bowling & Beehr, 2006), incivility (Andersson & Pearson, 1999), social undermining (Duffy, Ganster, & Pagon, 2002), and workplace deviance (Robinson & Bennett, 1995). Collectively, this research has drawn attention to CWB in organizations by identifying reasons why employees engage in such harmful actions, with antecedents encompassing both personal factors (e.g., agreeableness, conscientiousness, job satisfaction, and negative emotion) and situational factors (e.g., unfair treatment; for meta-analyses, see Berry, Ones, & Sackett, 2007; Dalal, 2005; Salgado, 2002).

The entire article is here.

Thursday, June 27, 2013

Forget ethics training: Focus on empathy

Craig Dowden
Special to Financial Post
Originally published June 13, 2013

The sheer volume and diversity of recent scandals in the corporate world, various levels of government, and even the media, has been astounding. Even though initiatives to get tough on corporate malfeasance were introduced and promoted in the early 2000s, it seems the only lesson learned is how to shield bad deeds more effectively while keeping up the appearance of compliance.

The most recent National Business Ethics survey reinforces this notion. Using data from the 2011 report, 42% of respondents state their organizations have weak ethical cultures — a result comparable the highest level in the history of the survey.

Given the importance of ethics in underpinning effective organizational leadership, the question remains: how do we demonstrate and promote ethical behaviour?

Empathy and the moral compass

The Management Research Group (MRG) has been administering the “360 review” process to executives for almost 30 years, allowing it to build a database of 100,000 leaders’ assessments.

One of the great value-added features of the MRG 360 process is that it includes various outcome measures of leadership effectiveness. One of the performance indicators asks respondents to rate a leader on whether he or she “demonstrates ethical leadership.”

When MRG examined what was the strongest predictor of ethical leadership behaviour out of the 22 competencies in their model, the resounding answer was empathy. In other words, leaders who scored highest on empathy also exhibited the highest levels of ethical leadership.

The entire article is here.

Friday, June 14, 2013

How Danish Work Design Creates Productivity and Life Quality

Copenhagen Balance
By Camilla Kring, Vivi Bach Pedersen, and Andres Raastrup Kristensen

The future can be found in Denmark. In this report we show how some of the most successful companies in Denmark developed their business through an innovative, results-oriented focus on balancing employees’ work and private lives.

Denmark has a unique position in the world when it comes to balancing work and private life.

  • Denmark has one of the highest participation rates for women in the workforce. (75% of women are in the workforce).
  • Among all EU countries, Danish employees have the highest degree of influence over their work. (85% of employees indicate that they have an influence on their work situation).
  • Danish employees have some of the world’s most flexible work conditions. (43% of employees can regulate their work hours to meet their private needs).
  • Danish employees have some of the best maternity/paternity leaves in the world (combined one year leave per child).

The Danish model is known as ‘flexicurity’. In this model, it is easy for organizations to hire and lay off employees, while government subsidies assure a safety net if people cannot find jobs. Denmark is also known for a variety of public initiatives that make it easier to have children. For example, the state subsidizes parental leave for a year after childbirth. After the leave, parents can go back to work, while the children are cared for in subsidized nurseries and preschools. 92% of Danish children in the age group 3-5 years are in preschool. Thus, having a family can be combined with holding down a job.

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Introduction

In this report we discuss how six leading Danish companies innovate with work-life balance as an integrated part of their strategy. We provide you with a variety of concrete ideas and inspiration that work with Balance. These case examples demonstrate unique versions of the concept, and show how to implement such initiatives in order to simultaneously improve employee well-being and productivity. The report describes not only the current and new innovative best practices in the field, but also points to the new directions in which work-life balance is most likely to progress.

Balance is about Business

All the companies described in this report have worked with balance between work and private life for many years. In this process they have left the traditional understanding of Balance behind. This was an understanding built on the sharp dichotomy of the industrial era, during which work and private life were seen as conflicting entities in two distinct spheres that were to be balanced as if on a scale.

The entire work-life balance report is here.