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Mental health is becoming a more important topic in the workplace, and it is not anymore only addressed in employee's free time. Due to increased sick leave, costs are rising for companies, the company's reputation could be improved, and productivity could be raised.
To prevent and handle common mental disorders in the workplace better, the research paper focuses on how a corporate culture should look like.
If the corporate culture is supportive and understanding, employees will feel secure enough to disclose their common mental disorder. If there is no stigmatization and judgment, people will feel normal no matter if they are diagnosed or at risk of a mental health problem.
Also, if people are empathetic and know each other well, colleagues, managers, and bosses will recognize stress and adapt to employee's tasks and jobs, which will prevent common mental disorders at all.
As a result, the board of management should think about how the current corporate culture is and how a supportive culture looks like that shows empathy and understanding.
Small measurements and selected interventions can make a huge difference.
With the constant changes in the workplace environment, Human Resources practitioners and organizations are facing work environment shifts never experienced before. The future workplace consists of four generations working simultaneously (Baby Boomers, Generation X, Millennials and Generation Z) and there is a significant increase in the presence of technology, that advances and increases its potential exponentially, causing conceptual changes on what work is and what will be required to optimally operate in such environment. Therefore, the topic of generational differences is in the center of companies and researches’ attention. The main purpose of this paper is to propose knowledge sharing practices that can optimize the inclusion process of the multigenerational workforce. To achieve this purpose, secondary empirical data on generational differences, especially focused on work attitudes, ethics, and values were used. In addition, an in-depth interview with a Human Resources practitioner was conducted. The outcome was the proposal of five knowledge sharing practices, that this paper believes to promote long-term optimal results in multigenerational inclusion.
Open-plan office design is deemed to be a beneficial tool for facilitating communication and collaboration. However, its alleged advantages are not proven by the chosen contemporary research presented in this thesis. By means of comparative analysis of secondary data, the thesis provides evidence for detrimental influence of open-plan office design to the workforce. Consequently, the well-being model proposed by Chartered Institute of Personnel Development is employed, thus enabling placing the influence of open-plan design within well-being domains and determining that this workspace arrangement affects employee well-being detrimentally. Having established the interconnectedness of the subjects, the thesis concludes by providing suggestions for management and expressing the need for further research.