The aim of this project & work package is to develop a European action plan on mental health at work. A major and essential ingredient for this is the involvement of the relevant stakeholders and sharing experiences among them on the national and member state level. The Dutch Ministries of Health and Social Affairs and Employment have decided to participate in this “joint action on the promotion of mental health and well-being” with a specific focus on the work package directed at establishing a framework for action to promote taking action on mental health and well-being at workplaces at national level as well.
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Collaborative robot arms (cobots) are gaining a strong foothold in contemporary manufacturing workplaces. While more information about the cobot’s impact becomes available, crucial design, work perception, performance, and strategic implications are systematically overlooked. Following a modern sociotechnical systems design theory (MSTS) perspective, which lies at the heart of workplace innovation literature, we studied if, how, and why the cobot made production units more resilient and strategically relevant. We ran a comparative case study involving 15 Dutch small- and medium-sized manufacturing enterprises (SMEs) and 36 interviewees (managers and operators). The results describe how the cobots are designed as autonomous and rigid mini-robots, handling one or a few high-quantity products in ways that are not inherently more reliable and efficient. Operators interacting with the cobots experience stronger motivational work characteristics, but the cobot’s autonomous and stable operation also provokes classic out-of-the-loop problems. Consequently, cobot-equipped production units do not always perform better. Nonetheless, SMEs deem their units strategically relevant since they (indirectly) improve financial flexibility, increase production capacity, streamline future automation projects, and accommodate the resolution of labor scarcity issues. This research creates a pathway for more MSTS and workplace innovation research at the crossroads of human-robot interaction, organisational design, production management, applied psychology, and entrepreneurship. Practical implications are provided and discussed elaborately.
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Mental health is important for business. In the 21st century the mental health and well-being of your employees is crucial to the success of your organisation. But, how should you as an employer start to address mental health issues in your workplace? And what activities and policies do you need to set in place? In a European campaign work. in tune with life. move europe, the European Network for Workplace Health Promotion (ENWHP) has taken the initiative to help promote mental health in workplaces. This mental health promotion campaign aims to raise awareness amongst both employers and employees
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This paper introduces a creative approach aimed at empowering desk-bound occupational groups to address the issue of physical inactivity at workplaces. The approach involves a gamified toolkit called Workplace Vitality Mapping (WVM) (see Figure 1) designed to encourage self-reflection in sedentary contexts and foster the envision of physical vitality scenarios. This hybrid toolkit comprises two main components: A Card Game (on-site) for context reflection and a Co-design Canvas (Online) for co-designing vitality solutions. Through the card games, participants reflect on key sedentary contexts, contemplating their preferable physical vitality scenarios with relevant requirements. The co-design canvas facilitates the collaborative construction and discussion of vitality scenarios’ development. The perceptions and interactions of the proposed toolkit from the target group were studied and observed through a hybrid workshop, which demonstrated promising results in terms of promoting participants’ engagement experience in contextual reflections and deepening their systemic understanding to tackle the physical inactivity issue. As physical inactivity becomes an increasingly pressing concern, this approach offers a promising participatory way for gaining empathetic insights toward community-level solutions.
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The pace of introduction of new technology and thus continuous change in skill needs at workplaces, especially for the engineers, has increased. While digitization induced changes in manufacturing, construction and supply chain sectors may not be felt the same in every sector, this will be hard to escape. Both young and experienced engineers will experience the change, and the need to continuously assess and close the skills gap will arise. How will we, the continuing engineering educators and administrators will respond to it? Prepared for engineering educators and administrators, this workshop will shed light on the future of continuing engineering education as we go through exponentially shortened time frames of technological revolution and in very recent time, in an unprecedented COVID-19 pandemic. S. Chakrabarti, P. Caratozzolo, E. Sjoer and B. Norgaard.
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Pedagogic practices at workplaces are provided to support students’ vocational education. To contribute to the understanding of supporting workplace learning, the focus of this literature review is to operationalise how pedagogic practices play out in practice. An overview is provided of pedagogic practices applied at workplaces to support students’ vocational learning. Included studies provide descriptions of manifestations of pedagogic practices enabled by experienced colleagues, such as supervisors, in the context of students’ workplace learning. Three sets of relevant search terms were defined, including synonyms and related definitions of ‘pedagogic practices’, ‘supervisors’ and ‘workplace learning’. Forty-seven studies were selected, retrieved and processed qualitatively. Findings represent a comprehensive overview of fourteen categories of pedagogic practices. Three perspectives on supporting students are discussed: demonstrating vocational activities, stimulating vocational participation, and entrusting vocational activities.
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A large proportion of the global workforce migrated home during the COVID-19 pandemic and subsequent lockdowns. It remains unclear what the exact differences between home workers and non-home workers were, especially during the pandemic when a return to work was imminent. How were building, workplace, and related facilities associated with workers’ perceptions and health? What are the lessons to be learned? Lifelines Corona Research Initiative was used to compare employees’ workplaces and related concerns, facilities, work quality, and health in a complete case analysis (N = 12,776) when return to work was imminent. Mann-Whitney U, logistic regression, and Wilcoxon matched-pairs were used for analyses. Notwithstanding small differences, the results show that home workers had less favourable scores for concerns about and facilities of on-site buildings and workplaces upon return to work, but better scores for work quality and health than non-home workers. However, additional analyses also suggest that building, workplace, and related facilities may have had the capacity to positively influence employees’ affective responses and work quality, but not always their health.
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It is argued that, as a result of modern communication techniques, a displacement took place; the internet made it possible to increase the distance between living and working because people could also work from home (answer emails, prepare lessons, etc.). As a result, the number of workplaces has been greatly reduced: 1 place per employee became 1 place per 3 or 4 employees. The open-plan office was created as an interim solution. If all colleagues came to campus, there would be a huge shortage of workplaces. However, because of Corona we all got our own office again, at home, with bookcases, super computers, furnished and decorated by ourselves in our own chosen environment.
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It is argued that, as a result of modern communication techniques, a displacement took place; the internet made it possible to increase the distance between living and working because people could also work from home (answer emails, prepare lessons, etc.). As a result, the number of workplaces has been greatly reduced: 1 place per employee became 1 place per 3 or 4 employees. The open-plan office was created as an interim solution. If all colleagues came to campus, there would be a huge shortage of workplaces. However, because of Corona we all got our own office again, at home, with bookcases, super computers, furnished and decorated by ourselves in our own chosen environment.
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A report showing the experience and lessons learned from the knowledge workplace in Emmen established to generate and disseminate knowledge pertaining to the region. This instrument was a forerunner of the innovation workplaces being used today.
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