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Article
Publication date: 1 April 1997

Barron Wells and Nelda Spinks

Managers spend much time in counselling employees. Examines this process, which demands careful use of a manager’s performance counselling, namely, disciplinary counselling

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Abstract

Managers spend much time in counselling employees. Examines this process, which demands careful use of a manager’s performance counselling, namely, disciplinary counselling, grievance counselling and performance appraisal counselling.

Details

Career Development International, vol. 2 no. 2
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 February 1995

Michael Carroll

The employee counsellor has one of the most difficult counsellingjobs, and has a thin line to tread between the organization and theindividual. The “organizational”…

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1769

Abstract

The employee counsellor has one of the most difficult counselling jobs, and has a thin line to tread between the organization and the individual. The “organizational” counsellor is, in addition, trainer, consultant, organizational agent of change, counselling manager, informant, advocate, advice‐giver and diplomat. Maintaining all these roles with clear demarcation lines, acceptable boundaries, and supportive relationships, calls for maturity and training.

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Article
Publication date: 1 February 1994

John Nixon and Michael Carroll

Observes that line managers are the group most concerned with success attheir jobs. Looks at how being an effective line manager is of theutmost importance. Argues that…

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1937

Abstract

Observes that line managers are the group most concerned with success at their jobs. Looks at how being an effective line manager is of the utmost importance. Argues that managers cannot be counsellors but they need to build up counselling skills even though remaining a manager. Shows that line managers will not find counselling in the workplace comes easy for them.

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Employee Councelling Today, vol. 6 no. 1
Type: Research Article
ISSN: 0955-8217

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Article
Publication date: 1 April 1992

Léonie Sugarman

Providing counselling in the workplace can challenge the ethicalprinciples on which counselling is based. Identifies a series ofquestions designed to focus attention on…

Abstract

Providing counselling in the workplace can challenge the ethical principles on which counselling is based. Identifies a series of questions designed to focus attention on aims, outcomes, referrals, confidentiality and resources. Concludes that confronting ethical dilemmas is a continuous responsibility for counsellors. Frequently issues are managed rather than resolved. However, in confronting and managing these issues, the values underpinning organizational life can be challenged and, perhaps, changed.

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Employee Councelling Today, vol. 4 no. 4
Type: Research Article
ISSN: 0955-8217

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Article
Publication date: 1 April 1990

John Berridge

The growing use of employee assistance programmes (EAPs) from theUS and Britain is reported. There often include employee counselling.Welfare officers, occupational health…

Abstract

The growing use of employee assistance programmes (EAPs) from the US and Britain is reported. There often include employee counselling. Welfare officers, occupational health staff and even managers have been counselling for many years, usually intuitively but increasing demands for higher performance at work, coupled with complex social and personal problems now require more expert counselling. This article assesses which problems are most suited for which types of counsellor, and evaluates the role of counselling within an EAP. Creation of a counselling culture in a firm is related to corporate performance.

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Employee Councelling Today, vol. 2 no. 4
Type: Research Article
ISSN: 0955-8217

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Article
Publication date: 1 April 1989

H. Brown

Considers the role of the career counsellor in the light ofincreasing employee expectations and job mobility. Examines careercounselling and employee appraisal, techniques…

Abstract

Considers the role of the career counsellor in the light of increasing employee expectations and job mobility. Examines career counselling and employee appraisal, techniques of career counselling, good practice guidelines, referral, and relevant agencies. Asserts that career counselling can help employees to develop their potential, and also benefit the company by reducing absenteeism, tension at work and low productivity.

Details

Employee Councelling Today, vol. 1 no. 4
Type: Research Article
ISSN: 0955-8217

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Article
Publication date: 1 May 1993

Mike Megranahan

Much attention has focused on the benefits of employee assistanceprogrammes (EAPs) to companies. However, there has been little researchand evaluation of how counselling

Abstract

Much attention has focused on the benefits of employee assistance programmes (EAPs) to companies. However, there has been little research and evaluation of how counselling affects employees who use an EAP. Focuses on a questionnaire study to evaluate present and former clients′ views of the counselling contract itself; the counsellor who dealt with the problem, and the outcome of the counselling.

Details

Employee Councelling Today, vol. 5 no. 5
Type: Research Article
ISSN: 0955-8217

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Article
Publication date: 1 May 1993

Christine Blincoe

An article in two parts which considers: the level of counsellingactivity within specific UK organizations: and the functioning of an EAPin one company. Aims, overall, to…

Abstract

An article in two parts which considers: the level of counselling activity within specific UK organizations: and the functioning of an EAP in one company. Aims, overall, to offer some qualitative evidence of counselling services effectiveness. Part 1 used a questionnaire and postal survey to ascertain those organizations providing EAP or counselling services. Considers who performs the counselling service, access to the service, the scope of problems dealt with, and how closely the service matches the essential characteristics of an EAP. Found only one organization that fulfilled all the criteria. Part 2 used structured interviews with employees in one organization. Charts employees′ views on awareness of the EAP, the quality of service being offered, benefits and disadvantages, and involvement of EAP staff in organizational change. Results indicate some lack of awareness of the full role of EAPs; and some stigma associated with using the service. On the whole the EAP is well‐received. Advises against EAP staff becoming involved in organizational change in case the core function of the service is diluted.

Details

Employee Councelling Today, vol. 5 no. 5
Type: Research Article
ISSN: 0955-8217

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Article
Publication date: 1 April 1989

M. Megranahan

Discusses the need for planning and commitment when introducing acounselling service. Identifies 20 key questions about the service′scredibility, structure, cost, control…

Abstract

Discusses the need for planning and commitment when introducing a counselling service. Identifies 20 key questions about the service′s credibility, structure, cost, control, confidentiality, qualities requirements, scope and nature of feedback to the organisation. Surmises that the questions provide a framework to identify needs, a necessary process if the counselling service is not to increase problems.

Details

Employee Councelling Today, vol. 1 no. 4
Type: Research Article
ISSN: 0955-8217

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Article
Publication date: 4 December 2017

SunHee Jang Eissenstat and Yunsoo Lee

The purpose of this paper is to study organizational citizenship behavior (OCB) as a variable to bridge employer’s and employee’s needs from employee counseling. This…

Abstract

Purpose

The purpose of this paper is to study organizational citizenship behavior (OCB) as a variable to bridge employer’s and employee’s needs from employee counseling. This study examined the relationship between meaningful work, job satisfaction, and OCB and how their positive associations can be enhanced. The role of counselors was discussed, too.

Design/methodology/approach

A moderated mediation model was suggested with the mediation model of meaningful work, job satisfaction, and OCB and the moderator, work time flexibility. Intervention was implemented with the goal of increasing employee’s control over work schedule. Six analyses were conducted to compare before and after the intervention aiming for enhancing employee’s work time flexibility, and one year after the intervention. Comparison between the intervention and the control group was also implemented.

Findings

The result indicated that the intervention was effective but the effect did not last one year after the intervention. This study suggests the role of employee counselors at organization.

Originality/value

Psychological wellness of employees becomes an interest not only of employees but also employers to reduce cost from employee burnout and turnover. Employee counseling can be provided to improve employee’s psychological wellness and also to meet the goal of employers. Integrated perspective serving two purposes is suggested in this study.

Details

International Journal of Workplace Health Management, vol. 10 no. 6
Type: Research Article
ISSN: 1753-8351

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