Safety Contributions, Events and Operating Context as Criteria in Safety Awards: A Case Study from a Large Organisation

Although the value and impact of safety award programmes (SAPs) have been criticised in literature, various programmes still operate within and across industries to recognise safety achievements, motivate employees and organisations, promote participation in safety improvements and raise the overall profile of nominees. In our study, following the request of a large aviation organisation (LAO) already implementing a SAP based merely on rates of safety events and occurrences, we introduced an award scheme by including and balancing safety positives and negatives as per the suggestions of contemporary safety thinking. The new SAP was based on the existing safety management system of the organisation and the data already available, included contributions to safety and considered differences in the context nominees operated along with lagging indicators. The pilot implementation of the new programme resulted in remarkable differences from the results obtained via the previous award scheme, a finding that satisfied management. Nonetheless, difficulties relating to the inadequate understanding of the new SAP by the targeted nominees and inconsistencies in the recording of data across the organisation led to the suspension of the programme after its first launch. Due to its limitations, this study does not recommend a safety awards standard for the industry. However, its methodological approach, the concepts embraced and the difficulties encountered could be considered by any organisation.

The role of perceived organisational justice in the experience of pain among male and female employees

This study examined the association of organisational justice with pain among employees of a large organisation. Employees ( n = 1829) completed measures of pain, fair pay, organisational justice, job satisfaction and stress. Logistic regression analyses found that organisational justice was unrelated to pain among women, but men with higher perceptions of fair pay were more likely to report chronic pain as were men with lower perceptions of distributive justice. This is the first study indicating that fair pay and distributive justice are both unique predictors of chronic pain in men. The findings have implications for supporting employees with chronic pain.

Contextual Awareness

Craig Barber MBCS CITP tells ITNOW how to overcome challenges with security operations teams in a large organisation.

0527 The Uptake of a Free Digital CBTi Programme in a Large Commercial Organisation

Introduction CBTi is effective in the treatment of insomnia and is now recommended as the first-line treatment. However, despite the desirability of CBTi, access to therapy is restricted due to the lack of sufficient appropriately trained and experienced therapists. Because of the lack of therapists and the financial and time costs associated with face to face therapy a number of programmes that offer CBTi digitally have been developed, which have been shown to have similar success rates to receiving therapy in person. Methods The uptake of Sleepstation www.sleepstation.org.uk, a clinically proven CBTi platform with additional human support, was investigated when it was offered free to the members of a large organisation in the UK. The availability of the programme was promoted via the organisation’s website for 3 months. Results 1173 people registered an interest in the programme of which 880 were assessed for suitability (73% female, median age 45yrs). 411 where offered treatment due to symptoms indicative of insomnia. 188 initiated treatment. 137 complete the programme or reached recovery. 112 showed an improvement in their sleep. Conclusion Simply reporting the success rate of CBTi only tells part of the story. Simply improving access to CBTi, whether face to face or digitally, does not necessarily improve the initiation, retention, and completion of CBTi therapy. Further research is needed to fully understand the real and perceived barriers to the use of CBTi. Support This study was facilitated by Sleepstation

A Framework for Ameliorating Risk in Australian University Crowdfunding

Crowdfunding is a balance of risk versus reward. Crowdfunders take a public risk that they will fail to raise funds. Donors take the risk that the campaign will not be funded or that they will not see a return for their support. In an ideal world, both sides are rewarded through the development of something new. If the campaign is being run by a staff member at a large organisation, the organisation should consider a number of risks. These include legal risks such as corruption and misrepresentation, as well as reputational risks and risks relating to exploitation of staff. There is also the risk of funding foregone due to excessive caution regarding crowdfunding. This chapter uses universities in Australia as a case study to illustrate some of these risks. It analyses them through a framework for managing risk in business centric crowdfunding platforms. It contributes a new framework for ameliorating risk before, during, and after crowdfunding campaigns.

Organisational and Marketing Challenges in Designing and Implementing an Omnichannel Strategy for Luxury Fashion Brands

The adoption of omnichannel strategies by luxury fashion brands has a relevant impact on the whole value chain and generates many critical organizational implications for luxury companies. The reluctance of several fashion brands in adopting omnichannel initiatives might be related the uniqueness of luxury fashion value proposition, strongly related to rich storytelling and memorable experiences and on the need of large organisation redesign that involve collection design, physical retail role and functions, service design and inventory and supply chain management. There is no common approach to such topics within luxury fashion companies a present but it is possible to draw a sort of “ominchannel adoption curve or life cycle”, with the different evolutionary stages in which companies might be at present. These different stages are characterised by different goals for omnichannel, different level of integration between digital and traditional retail, information generation and sharing and function goals and competencies.