Core Values at Work—Essential Elements of a Healthy Workplace

Guillemin, Michel; Nicholas, R.J.

doi:10.3390/ijerph191912505

Cited by 8 publications

(9 citation statements)

References 29 publications

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“…It means that the lay administrators always practice the Lasallian core values of faith, the zeal of service, and communion in mission. The result gives a profound probability that there is an ideal setting in this institution since all the lay administrators practice Lasallian core values (Guillemin & Nicolas, 2022). The result of this study is supported by Blass (2013) and Lal (2017).…”

Section: Extent Of Practice Of Lasallian Core Valuessupporting

confidence: 67%

Practice of Lasallian values and leadership skills of Lay Administrators in Lasallian Educational Institutions

Guia,

Legaspi Jr

2023

TSSJ

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Core values will create an impact on the performance of members. This studyisanchored on values-based leadership and inspired by Lasallian spirituality. Lasalliancorevalues are faith, zeal for service, and communion in mission. On the other hand, the Lasallianleadership skills in this study are derived from the inspiring metaphors of the founder St. JohnBaptist de La Salle, and the ancient writing ideas of Br. Agathon FSC. With these perspectives, the study was conducted among the Lasallian lay administrators in Bacolod City. Thisresearch also determined the relationship between the two variables. A validated questionnairewas created by the author and 16 members of the Lasallian community. The questionnairewas given to the 81 lay administrators from the two Lasallian institutions within BacolodCity, Negros Occidental, Philippines. The results showed that their practices of Lasalliancorevalues and leadership skills are to a very great extent, yet there is a clear discrepancy inthenumber of years serving the institution. The study also presented a clearer viewof the ideathat there is a significant relationship between the two. The output recommended the creationor enhancement of the Lasallian Adult Formation program matrix.

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Section: Extent Of Practice Of Lasallian Core Valuessupporting

confidence: 67%

Practice of Lasallian values and leadership skills of Lay Administrators in Lasallian Educational Institutions

Guia,

Legaspi Jr

2023

TSSJ

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“…This study suggests plausible mechanisms that may explain how diversity management can ultimately impact the workplace. It is a challenge to define these values in great depth because they are based upon human and often personal experiences—experiences that underpin people’s lives, including their lives at work, and, subsequently, their health at work [ 58 , 59 ]. This study provides practical guidance on managing diversity at the organizational level.…”

Section: Discussionmentioning

confidence: 99%

Towards a Better Workplace Environment—Empirical Measurement to Manage Diversity in the Workplace

Gross-Gołacka

Kupczyk²,

Wiktorowicz

2022

IJERPH

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(1) Background: In this article, we explore the ever-present problem of achieving better results in the area of creating innovative and diverse human resources in the workplace environment through learning and inference from past actions. (2) Methods: An original proposal of five synthetic indicators was developed, corresponding to individual areas of the 5P architecture. In order to test the homogeneity of the index, exploratory factor analysis was used. The reliability of the new indicator was also assessed, both in total and in selected sub-areas. The value of the synthetic index was determined as a summary score in the selected areas (the sum of the values of individual diagnostic variables). Finally, the distribution of synthetic indicators WP1–WP5 was analyzed. (3) Results: By assumption, this analysis was performed to enable an empirical verification of the theoretical model, which combined the strategic, tactical and operational levels, delineating five steps (areas) that should be taken to create an organization open to diversity and its management. The presented approach also allowed for the visualization of the implementation of the organization’s activities in individual areas of diversity management expressed in the proprietary 5P architecture in many dimensions (planning, implementation and monitoring). In addition, the analyses confirmed that the individual dimensions of the diversity management architecture interacted with each other and that the direction of this correlation was positive: the development of diversity management in different areas occurred in parallel, but nevertheless, as can be seen from the values of the correlation coefficients, at a different pace/range. (4) Conclusions: The use of quantitative methods in the decision-making process of an organization can have a significant impact on the quality of its management. In the case of building an inclusive environment and implementing activities for diversity management, the proposed 5P architecture could significantly support this process. Therefore, it is recommended to use the proposed 5P architecture in practice, for example, to diagnose the scope and quality of actions taken for diversity management, as well as to build a diverse working environment in key areas of the organization.

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“…For maximum impact, people need to feel values alignment. Values alignment has a simple message: If institutional values do not align with the values of employees, detrimental effects may occur; the organisation can lose the trust and confidence of its workers as well as external credibility (Guillemin and Nicholas, 2022). Values set the tone for institutional culture.…”

Section: Towards Normative Coherence and Values Alignmentmentioning

confidence: 99%

‘I should do what?’ Addressing research misconduct through values alignment

Chatfield,

Law

2024

Research Ethics

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Evidence suggests that the incidence of research misconduct is not in decline despite efforts to improve awareness, education and governance mechanisms. Two responses to this problem are favoured: first, the promotion of an agent-centred ethics approach to enhance researchers’ personal responsibility and accountability, and second, a change in research culture to relieve perceived pressures to engage in misconduct. This article discusses the challenges for both responses and explains how normative coherence through values alignment might assist. We argue that research integrity and research ethics convey mixed messages, which are likely to contribute to a form of normative confusion. For the successful adoption of an agent-centred approach, normative coherence is needed between the two. To facilitate normative coherence, we propose that research ethics and research integrity be underpinned by a shared set of moral values that can be enacted via codes and guidelines and imbue research environments. Furthermore, to facilitate culture change, the same normative coherence is necessary at all levels of an institution. Only via values alignment between institutional aims, management, institutional practices and researchers can an ethical culture become truly embedded in research institutions.

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Core Values at Work—Essential Elements of a Healthy Workplace

Cited by 8 publications

References 29 publications

Practice of Lasallian values and leadership skills of Lay Administrators in Lasallian Educational Institutions

Practice of Lasallian values and leadership skills of Lay Administrators in Lasallian Educational Institutions

Towards a Better Workplace Environment—Empirical Measurement to Manage Diversity in the Workplace

‘I should do what?’ Addressing research misconduct through values alignment

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