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By introducing the concept of “full engagement,” this article aims to propose that employee engagement is more likely to be sustainable when employee well‐being is also high.

Research evidence covering the separate concepts is reviewed and evidence of the benefits that both engagement and well‐being confer on organizations is presented.

Most current perspectives on employee engagement include little of direct relevance to well‐being and reflect a narrow, commitment‐based view of engagement. This view focuses too heavily on benefits to organizations. A broader conception of engagement (referred to as “full engagement”), which includes employee well‐being, is a better basis for building sustainable benefits for individuals and organizations.

Research exploring the links between employee engagement and well‐being is needed to validate and develop the propositions put forward in this article.

A model for improving full engagement in organizations is presented and brief; case study illustrations are also given.

The integration of well‐being and commitment‐based engagement into the single construct of full engagement provides a novel perspective.

The ability of employees to handle work-related demands, structure their own work and manage workflow is highly important in today’s complex organisations. This paper aims to explore the impact of the office environment on employees’ ability to control interaction, structure their own work processes and handle work-related demands. The focus is on the influence of the physical premises, especially on how work within private, privileged and public work zones may affect perceptions of, and possibilities to control, customer interactions and other work-related demands.

The paper is based on a qualitative case study of a Norwegian finance corporation. The core method was semi-structured interviews, carried out with 29 employees and managers. The triangulated research design included observations, field notes, user logs and document analyses.

The findings indicate that, in a customer-centred work process, separate zones for customer-related work and for internal work provide employees with increased scope to handle work demands and perceive control in their work. Zoning helped structure the workflow and provided employees with new resources in customer interaction and other work tasks.

Broadening the focus on environmental control and work-related demands from individual coping to social interaction may provide more insight into factors influencing work processes and employee well-being in emerging workplace concepts.

Existing literature on algorithmic management practices – defined as autonomous data-driven decision making in people's management by adoption of self-learning algorithms and artificial intelligence – suggests complex relationships with employees' well-being in the workplace. While the use of algorithms can have positive impacts on people-related decisions, they may also adversely influence job autonomy, perceived justice and – as a result – workplace well-being. Literature review revealed a significant gap in empirical research on the nature and direction of these relationships. Therefore the purpose of this paper is to analyse how algorithmic management practices directly influence workplace well-being, as well as investigating its relationships with job autonomy and total rewards practices.

Conceptual model of relationships between algorithmic management practices, job autonomy, total rewards and workplace well-being has been formulated on the basis of literature review. Proposed model has been empirically verified through confirmatory analysis by means of structural equation modelling (SEM CFA) on a sample of 21,869 European organisations, using data collected by Eurofound and Cedefop in 2019, with the focus of investigating the direct and indirect influence of algorithmic management practices on workplace well-being.

This research confirmed a moderate, direct impact of application of algorithmic management practices on workplace well-being. More importantly the authors found out that this approach has an indirect influence, through negative impact on job autonomy and total rewards practices. The authors observed significant variation in the level of influence depending on the size of the organisation, with the decreasing impacts of algorithmic management on well-being and job autonomy for larger entities.

While the influence of algorithmic management on various workplace practices and effects is now widely discussed, the empirical evidence – especially for traditional work contexts, not only gig economy – is highly limited. The study fills this gap and suggests that algorithmic management – understood as an automated decision-making vehicle – might not always lead to better, well-being focused, people management in organisations. Academic studies and practical applications need to account for possible negative consequences of algorithmic management for the workplace well-being, by better reflecting complex nature of relationships between these variables.

The purpose of this paper is to introduce the concept of timescape and examine its impact on corporate real estate strategy, i.e. the people, process, space and technology elements of strategy.

This paper utilises a qualitative approach to analyse secondary data in order to develop a conceptual framework of timescape for corporate real estate strategies.

Time is an integral part of strategic corporate real estate management. There are seven key elements that make up the timescape for corporate real estate strategies.

This is a conceptual paper and future empirical research should be conducted to validate the propositions made in this paper.

The paper clearly identified the need to incorporate timescape into corporate real strategy formulation. The discussion on the impact of timescape on corporate real estate is useful in providing the impetus for managers who operate in a hyper‐competitive global business landscape to review their existing strategies.

This paper is high in originality as it pioneers the concept of timescape for application within corporate real estate management.

Blake is relatively well-known, but who was J M Robertson? What's his connection with George Spencer-Brown? And how exactly did J M Robertson influence George Spencer-Brown?

George Spencer-Brown (1923–2016) is the author (among other works) of the undeservedly little-known book, Laws of Form (1969/2011), which was a key inspiration for Niklas Luhmann (1927–1998). But what inspired George Spencer-Brown? This paper explores two key influences on George Spencer-Brown and his work: the English poet and artist, William Blake (1757–1827) and the Scottish rationalist, politician and author, J M Robertson (1856–1933).

The paper points to a broken link between George Spencer-Brown's work and Niklas Luhmann's.

These questions are explored from two perspectives: first, George Spencer-Brown's works and their debt to (1) Blake's work, from which he quotes in a number of instances and to (2) J M Robertson's (in particular, the latter's Letters on Reasoning (1905) and Rationalism (1912)); second, my personal connection to Spencer-Brown, who mentored me through Laws of Form and with whom I developed a close friendship involving regular weekly telephone conversations for the greater part of the last four years of Spencer-Brown's life. I share anecdotes and stories that connect George Spencer-Brown and J M Robertson that span George Spencer-Brown's lifetime – from his school days to his dying days. Both Blake's and Robertson's influences are relevant to Spencer-Brown's view of morality. The paper looks at specific connections between Blake's work and J M Robertson's on the one hand and George Spencer-Brown's on the other.

During the 1990s the value to an intending professional accountant of undertaking a period of liberal (general) studies was promoted internationally by a number of individuals and organisations, including the International Federation of Accountants (IFAC) and the New Zealand Institute of Chartered Accountants (the “Institute”). The Institute significantly changed its admissions policy for Chartered Accountants in 1996 and one change was to require four years of degree level study with a compulsory liberal studies component. This study surveys the perceptions of New Zealand accounting practitioners on the impact of this compulsory liberal component. The results of this study demonstrate that there is little support from accounting practitioners for IFAC’s claim that liberal education “can contribute significantly to the acquisition of professional skills”, including intellectual, personal and communication skills. In addition, the majority of respondents did not perceive any improvements in the professional skills of the staff that had qualified under the Institute’s current admissions policy. However, any perceived improvements were mainly attributed to the Institute’s admissions policy change. Notwithstanding the lack of support for the assertion that liberal education develops professional skills, there is a strong belief by respondents in the value of liberal education for intending professional accountants.

The scientific correspondence between Harrod and Robertson was initiated by Harrod’s criticism of Robertson’s Banking Policy and the Price Level (1926).⁷ Harrod first wrote on 18 May 1926 (letter 2) raising at once the following “salient point”: Much of your argument depends on the view that justifiable expansions and contractions as defined by you are desirable. Why are they desirable? You give reasons on p. 22 why you think some instability in output desirable. But the reasons mentioned there (and I can’t find any others) don’t seem particularly directed to show that the special form of instability constituted by the so-called “justifiable” expansions and contractions is desirable. They seem to me to show that perhaps some instability, that, presumably, of less degree than we have been accustomed to in the past, is good, but by no means precisely how much is good. Thus, suppose the “hypothetical group member” or “the actual workman” of p. 19 were able to govern output according to their own self interest, there would still, according to the arguments of ch. 2, be some instability. Would not that be enough? Or if you want more, why stop at the “justifiable”? Why not have some of that due to “secondary” causes? It seems to me that you have been led away by purely aesthetic interests to identify that more moderate amount of instability which we really need (as shown on p. 22.) with that which we would get: (i) if secondary causes were removed; and (ii) if control of output stayed where it is now – in the hands of the entrepreneur. I don’t see how you can say to the banks more than “damp down fluctuation a bit, but leave some fluctuation, as that is healthful for the body economic”.He added two notes to his letter, in the first of which he commented upon the four proposed courses of policy outlined by Robertson on pp. 25–26 of his book. In the second note Harrod suggested that Robertson’s calculations in Appendix I to Ch. 5 of Banking Policy assumed the following behaviour of the public: (i) People do not allow for the effect of their withholding on the price level (this is reasonable). (ii) They are ignorant as the future course of inflation (or do nothing to meet it). (iii) On this basis they decide what withholding is necessary to restore H, decide that it would be too much effort to restore it at once, and…spread the restoration over K – 1 days. It so happens that by choosing K – 1 their 2 errors (or failures to take everything into account) cancel each other out, and they do effect the restoration in that time. If K or K – 2 had been chosen, this would not have been so.Harrod further argued that Robertson’s “so-called reasonable assumption of a restoration in K – 1 days is purely arbitrary,” and that “all this reasoning is rendered of doubtful value by the fact that we must suppose an alteration in view as to ‘the appropriate proportion between Real Hoarding and Real Income’ during the process of inflation. Not only will people not replenish H at once, but they may well voluntarily reduce it.”

This chapter introduces human resource practices in contemporary knowledge-based organizations of today’s fast moving sectors. Such organizations are called ‘knowledge intensive firms’ (KIFs) which are distinct from traditional organizations as their main focus is innovation. These firms employ knowledge-oriented workers named as ‘knowledge workers’ (KWs) whose main task is to find creative solutions to complex problems and create new knowledge. Knowledge workers are well-educated experts and their nature of work includes complexity, creativity and analytical thinking. Such workers are the most important resource of KIFs, as they own the means of production. In this regard, attracting, retaining and motivating KWs have become crucial for knowledge intense firms to gain competitive advantage. Having these workers in hand, human resource management practices also differ in knowledge-oriented organizations. This chapter aims to introduce such contemporary practices and inform the reader about the strategies in attracting, retaining and motivating KWs in organizations.

The first decades of the 21st century have witnessed unprecedented global political cooperation directed toward school teachers and the importance of quality education. This chapter discusses the current developments in the global educational policy field with a particular focus on teacher policy and the Organization for Economic Co-operation and Development’s (OECD) program Teaching and Learning International Survey (TALIS). In adopting a critical realist approach and based on a literature review, this chapter provides a synthesis of the governance mechanisms, contexts, and outcomes of TALIS. TALIS is treated as an observable outcome resulting from the actions of an underlying mechanism – information-processing policy instruments – and two contextual conditions. The first contextual condition suggests that there is a predominance of the knowledge-based economy paradigm in the political discourse, linking school teachers to economic growth and competitiveness. The second condition is provided by the consensus that education, notwithstanding technological developments, in the foreseeable future will remain a labor-intensive sector requiring a teacher workforce, as reflected in the representation of diverse interests in the TALIS programme and their commitment to find compromises on teacher policy. We will be able to assess in future decades the extent to which the mechanism will be triggered with regard to TALIS. However, in giving voice to teachers working in different settings, TALIS findings are not easy to reconcile with human capital theory or translate into “best practice” recommendations for teacher policies that can help drive knowledge-based economies.

The purpose of this paper is to present how Mersey Care NHS Trust introduced a unique integrated leadership development and employee wellbeing programme from UK business psychologists, Robertson Cooper, to help it prepare for Foundation Trust equivalent (FTe) status. A priority for the Trust was to ensure that staff felt involved and supported throughout the restructure and felt good about coming to work and engaged by their roles.

Robertson Cooper designed a programme to integrate management and leadership development with work to assess and improve levels of employee engagement and wellbeing. It used its employee survey ASSET to measure the levels of psychological wellbeing, engagement and productivity of employees in Mersey Care NHS Trust and assess the impact of the change.

Using the results, individual employee action plans were designed to improve wellbeing and engagement, and inform managers about how to address staff priorities and become more effective leaders. Of the senior managers and clinicians who completed the evaluation, 83 percent agreed that the content of the development centres met their expectations.

The paper describes a concrete example of how Mersey Care NHS Trust is improving employee engagement by focusing on wellbeing.