The Experts below are selected from a list of 6 Experts worldwide ranked by ideXlab platform
Alecia M. Santuzzi - One of the best experts on this subject based on the ideXlab platform.
-
Please respond ASAP: Workplace telepressure and employee Recovery.
Journal of occupational health psychology, 2014Co-Authors: Larissa K. Barber, Alecia M. SantuzziAbstract:Organizations rely heavily on asynchronous message-based technologies (e.g., e-mail) for the purposes of Work-related communications. These technologies are primary means of knowledge transfer and building social netWorks. As a by-product, Workers might feel varying levels of preoccupations with and urges for responding quickly to messages from clients, coWorkers, or supervisors--an experience we label as Workplace telepressure. This experience can lead to fast response Times and thus faster decisions and other outcomes initially. However, research from the stress and Recovery literature suggests that the defining features of Workplace telepressure interfere with needed Work Recovery Time and stress-related outcomes. The present set of studies defined and validated a new scale to measure telepressure. Study 1 tested an initial pool of items and found some support for a single-factor structure after problematic items were removed. As expected, public self-consciousness, techno-overload, and response expectations were moderately associated with telepressure in Study 1. Study 2 demonstrated that Workplace telepressure was distinct from other personal (job involvement, affective commitment) and Work environment (general and ICT Work demands) factors and also predicted burnout (physical and cognitive), absenteeism, sleep quality, and e-mail responding beyond those factors. Implications for future research and Workplace practices are discussed.
Larissa K. Barber - One of the best experts on this subject based on the ideXlab platform.
-
Please respond ASAP: Workplace telepressure and employee Recovery.
Journal of occupational health psychology, 2014Co-Authors: Larissa K. Barber, Alecia M. SantuzziAbstract:Organizations rely heavily on asynchronous message-based technologies (e.g., e-mail) for the purposes of Work-related communications. These technologies are primary means of knowledge transfer and building social netWorks. As a by-product, Workers might feel varying levels of preoccupations with and urges for responding quickly to messages from clients, coWorkers, or supervisors--an experience we label as Workplace telepressure. This experience can lead to fast response Times and thus faster decisions and other outcomes initially. However, research from the stress and Recovery literature suggests that the defining features of Workplace telepressure interfere with needed Work Recovery Time and stress-related outcomes. The present set of studies defined and validated a new scale to measure telepressure. Study 1 tested an initial pool of items and found some support for a single-factor structure after problematic items were removed. As expected, public self-consciousness, techno-overload, and response expectations were moderately associated with telepressure in Study 1. Study 2 demonstrated that Workplace telepressure was distinct from other personal (job involvement, affective commitment) and Work environment (general and ICT Work demands) factors and also predicted burnout (physical and cognitive), absenteeism, sleep quality, and e-mail responding beyond those factors. Implications for future research and Workplace practices are discussed.
Eugene Tucker - One of the best experts on this subject based on the ideXlab platform.
-
Chapter 5 – Business Impact Analysis
Business Continuity from Preparedness to Recovery, 2015Co-Authors: Eugene TuckerAbstract:Chapter Summary The Business Impact Analysis (BIA) is a key activity necessary to develop the Business Continuity Management System and to satisfy major requirements of the Business Continuity Standards. It identifies the financial and operational loss of the organization’s business functions and processes over periods significant to the individual organization regardless of what caused the loss by examining their impact on service objectives, financial position, cash flow, regulatory and contractual issues, and competitive risk. Information useful to understanding the context of the organization and the collection of resource requirements necessary for the implementation of the business continuity plans are often included in the analysis. The information developed from the analysis allows management to make decisions concerning their Maximum Acceptable Outage (MAO) or the Maximum Tolerable Period of Disruption (MTPD). Another similar term, the Maximum Tolerable DownTime (MTD) is used as the maximum downTime or length of Time a process can be unavailable before the organization experiences significant (unacceptable) losses. The impact can be stated as both financial or operational loss. Operational loss is used when it is difficult to characterize the loss or degradation of a function in financial terms, assigning a subjective severity level from one to five or Low to Critical. This then allows management to set Recovery Time and Recovery Point Objectives (RTOs and RPOs) for each critical or prioritized business function. Work Recovery Time (WRT) is another concept developed by the analysis. Based on this information, business functions are designated as critical or noncritical to the goals of the organization. The upstream and downstream dependencies of each function within the scope of the analysis are highlighted. The data for the analysis is collected through a combination of Workshops, questionnaires, and interviews with functional managers from all components of the organization that are within the scope of the analysis. Detailed sample questions allow the analyst to identify gaps in the prevention, preparedness, response, mitigation, and Recovery of each business function’s resilience and include recommended corrective actions to close gaps suggested by the answers revealed on the questionnaires or during the interviews. Pandemic flu preparedness and response, supply chain risk, and legal and regulatory compliance are addressed. The manner in which the BIA is documented is important to auditors and to management so that the objectives of the analysis are clearly illustrated. It should identify the MAO/MTPD and RTO for each process, product, or service, and internal and external dependencies. The BIA and its documentation must outline an understanding of the negative impacts over Time that the failure to provide these products, processes, and services would have on the organization. It describes the risk to the organization of not resuming its business activities. BIA documentation should be regarded as confidential, controlled information.
