The role of senior leaders in the development of ...
|Title||The role of senior leaders in the development of healthy workplaces : A case study of practices in call centres|
|Institution||University of Prince Edward Island|
|Degree earned||Master of Business Administration|
|Place published||Charlottetown, P.E.I.|
|Abstract||Although there has been extensive research about managing the costs of health and benefit plans, there has been little focus on preventative approaches such as healthy workplaces. To date, the research has focused on the reasons why organizations should take a proactive approach. However, there have been very few studies to my knowledge that focus on the role of senior leaders in implementing and developing a healthy workplace program. This case study examines senior leader, manager and employee perceptions of the role of the leader in developing a healthy workplace program in two call centre environments. The study revealed that although the two call centres had very similar elements in their healthy workplace practices, the implementation and effectiveness of the programs varied based on the role of leadership and organizational culture. The findings from this study identified themes, including raising awareness, creating a culture, removing barriers, encouraging communication, and coaching for engagement as to what leaders are doing in workplace environments. The findings suggest that senior leaders have an important role in healthy workplace programs from endorsement to the approach in creating, developing, and implementing the programs.|
|Use/Reproduction||In presenting this signature project report in partial fulfilment of the requirements for a Master of Business Administration degree from the University of Prince Edward Island, the author has agreed that the Robertson Library, University of Prince Edward Island, may make this signature project freely available for inspection and gives permission to add an electronic version of the signature project to the Digital Repository at the University of Prince Edward Island. Moreover the author further agrees that permission for extensive copying of this signature project report for scholarly purposes may be granted by the professor or professors who supervised the author’s project work, or, in their absence, by the Dean of the School of Business. It is understood that any copying or publication or use of this signature project report or parts thereof for financial gain shall not be allowed without the author's written permission. It is also understood that due recognition shall be given to the author and to the University of Prince Edward Island in any scholarly use which may be made of any material in the author’s report.
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