Employee Assistance Programs in Australia:

No abstract available for this article.     

The Case Management Model in Employee Assistance Programs

This paper suggests the case managcment practice model is applicable to EAP settings. Most of the presenting problems in the workplace require short-term intervention. The case management practice model emphasizes short-term treatment and/or intervention. As a system approach, it provides a mediating strategy that is useful in working with employees and negotiating with significant others. The case management model focuses on the client assuming responsibility and using his or her strengths in resolving the presenting problem.     

Evaluating the Development of Employee Assistance Programs in Rural Communities

The development of Employee Assistance Programs (EAPs) has accelerated during the last decade. However, the impact of EAPs is slowly reaching small rural communities. A telephone survey of companies in North Central Louisiana was conducted to evaluate the development of programs there. Only 40% of the sample had EAPs and 13% were in the process of developing programs. Companies without EAPs generally assumed no responsibility in assisting with employee problems. This paper focuses on salient factors contributing to the limited development of rural EAPs.     

The Role of Supervisory Referral in Employee Assistance Programs

Abstract

A growing number of organizations offer Employee Assistance Programs (EAPs) to help employees with their personal problems. Many organizations rely on their supervisors to help identify and refer troubled employees to the EAP for assistance, yet very little conclusive evidence exists regarding the factors that influence whether or not supervisors identify and intervene with troubled employees. A previous review of the literature (Nord & Littrell, 1989) found that the following variables were consistently related to referral: (a) degree of management support for the EAP, (b) gender of supervisor, (c) gender of subordinate, (d) existence of a supervisor network, (e) occupational category of the employees supervised, (f) social distance between supervisor and troubled employee, (g) supervisors' attitude toward their role in referral, and (h) supervisor knowledge of the EAP. However, results of some of the studies reviewed for the current paper were inconsistent with Nord and Littrell's (1989) findings. Additional research is needed in this area, including research on the effectiveness of EAP supervisory training, in order to provide guidelines for the administration of effective EAP programs.     

The Structure and Functions of Employee Assistance Programs in Higher Education

Abstract

Workplace stress can be defined as the change in one's physical or mental state in response to workplaces that pose an appraised challenge or threat to that employee. Research has shown that there are a number of factors that contribute to workplace stress. These factors include a toxic work environment, negative workload, isolation, types of hours worked, role conflict, role ambiguity, lack of autonomy, career development barriers, difficult relationships with administrators and/ or coworkers, managerial bullying, harassment, and organizational climate. Should the stressors continue, the employee is at significant risk of developing physiological and psychological disorders that can lead to increased absenteeism, organizational dysfunction, and decreased work productivity. Intervention strategies are discussed to help managers provide support and intervention to employees coping with workplace stress.     

Chapter 10: Ceridian's Experience in the Integration of EAP,Work-Life and Wellness Programs

SUMMARY

This article considers EAP services, work-life and wellness programs and the implications of integrating these services. The concept of how wellness programs enter into this equation is explored as well as how Web-based services have played a significant role. Ceridian's experience in providing these services is explored through a case study, anecdotal information, and other data. This article reviews why integrated EAP services, work-life and wellness programs offer more value when compared to programs that contain individual components. It is concluded that wellness and the Internet continue to play a key role in programs becoming more integrated. It is also suggested that integration is now larger than traditional EAP, work-life, and wellness programs. Other human resource services are becoming more important components of integrated services.     

Chapter 4: Research on the Integration of Employee Assistance,Work-Life and Wellness Services

SUMMARY

This article will focus on the research exploring the degree to which organizational integration of Employee Assistance, Work/Family and Wellness Programs has evolved since the early 1990s. The first study reviewed is the National Study of EAP and Work/Family Programs conducted in 1994 by Boston University's Center on Work and Family in which 100 of the top family friendly companies were inter viewed. Two major studies conducted under the guidance of the Employee Assistance Professional Association (EAPA) are then reviewed. The Phase I research conducted in 2001 was a large-scale survey of the professionals in fields of EAP and Work-life (N = 950). The Phase II research conducted in 2002 was comprised of two stages: A pilot study surveying vendors in the EAP and Work-life fields (N = 213) and a qualitative study consisting of in-depth interviews with vendors from all three professions (N = 79). The overall theme from this body of research is one of dramatically increasing movement and market demand for some form of collaboration/integration of service delivery. Finally, the chapter offers recommendations for further research regarding integration of services as well as implications for the professional fields.     

Transformation Management and Cultural Diversity Training Through Employee Assistance Programs

ABSTRACT

This article explores motivation of black managers in two different settings. A study was conducted to explore the hypothesis that perception of organizational environment will influence both motivation and locus of control. Tt was further hypothesized that black managers working in a white management dominated organization will have a less positive perception of the organizational environment in comparison with their counterparts working in a black management dominated organization. It was hoped that such a study will help influence the focus of black advancement programs from an individual perspective to a more dynamic person-environment transactions focus. The results confirmed the hypothesis to a significant extent. This article suggests an intervention that utilizes EAP expertise in helping organizations to create and manage diversity for competitive advantage.     

Chapter 5: Perspectives on the Integration of Employee Assistance and Work-Life Programs

SUMMARY

A recent qualitative study explored perceptions of critical issues and challenges from the point of view of experts and key informants working in diverse roles in the Employee Assistance Program (EAP) field (Sharar & Hertenstein, 2005). One of the central themes that came out of the study is that EAPs have become a type of platform for the expansion of integrated collateral services, chiefly work-life (WL) programs. This paper presents a variety of perceptions and opinions from experts in the EAP field, both pro and con, on the growing convergence of EA and WL programs, including the rationale to integrate, segregate, and concerns regarding the diffusion of traditional and core EAPs. The paper concludes with the authors? perspectives on implications for the EA field, along with the need to find ways to measure if and when integration leads to employee and organizational improvement.     

The Role of Needs Assessment in the Design of Employee Assistance Programs:

This paper describes the value of a multimethod needs assessment in developing and tailoring an employee assistance program (EAP) to the particular characteristics, problems, and resources of an organization and then provides an illustration of an EAP needs assessment conducted for a city municipality. Unique concerns of city employees, and the specific EAP programs designed to address these concerns, are highlighted.     

Chapter 2: The Business Case for the Integration of Employee Assistance,Work-Life and Wellness Services

SUMMARY

Employee assistance programs (EAP), work-life programs and wellness programs are three commonly provided kinds of interventions that have the goals of reducing healthcare costs, improving employee performance and fostering a healthier workplace culture. The integration of these kinds of programs is a recent trend that has the potential to offer additional synergistic benefits. New studies have linked comprehensive delivery services that support human capital needs with bottom-line financial success of the company. This evidence can be used to make the business case for offering EAP, work-life and wellness services in an integrated capacity. However, while promising, the scientific evidence thus far in this area has methodological limitations and there are critical aspects that require further study.     

实施防疫垃圾分类处置难点及法律对策

当前我国垃圾分类主要以地方性法规和地方政府规章为主,没有全国统一的生活垃圾分类法规.由于新冠肺炎疫情很可能长期存在,防疫垃圾也会继续大量产生,为了更好地实施疫情防控,同时保护人民生命健康安全,应尽快制定全国统一的垃圾分类法律,增设防疫垃圾类目,并完善不同风险地区的防疫垃圾处置方法.     

The Current State of Evaluation Practices in Employee Assistance Programs,San Francisco

This study assessed the current state of evaluation practices within Employee Assistance Programs (EAPs). Because of structural variation and previous design problems, an examination of EAPs was needed. The sample consisted of 34 EAPs, primarily drawn from the San Francisco ALMACA chapter. A Program Survey was sent to each EAP, which included a demographics and an evaluation section. This study found that 59% of the sample reported conducting program evaluation and another 20% planned future evaluations. The findings of this study suggest a trend toward an increasing awareness of the value of EAP evaluation; however, important issues still need to be addressed.     

Principles of Total Quality Management and Their Application to Employee Assistance Programs:

Total quality management (TQM) has been thrust into the psyche of corporate America. TQM is not a new phenomena. Introduced in the early fifties to Japanese managers by an American management expert, it served to make Japan an international economic leader. U.S. companies have generally had little international competition. They now recognize he formidable challenge that quality based companies represent and are striving to replicate these successes. To do so will be to remain competitive. To discount the impact of TQM initiatives could spell economic disaster. Employee assistance program (EAP) management is modeled after American management principles. EAPs are also now having to compete for market share in ways for which they were never prepared. The TQM initiatives currently being implemented in many companies may be applied equally well to EAPs. This article presents an overview of the TQM principles formulated by W. Edwards Derning. The article also attempts to critically analyze some of the areas that have been problematic in EAP management. Further, it examines how TQM initiatives could serve to ameliorate some of these problems and lend additional impetus to the competitiveness of employee assistance programs with other behavioral health care service delivery and cost management programs.     

The EU‐Turkey‐'deal': Legal Challenges and Pitfalls

The EU‐Turkey “deal”, based on the Joint Action Plan (JAP) between the European Union (EU) and Turkey, raises fundamental questions on the range of European asylum law as well as on the scope of the safe third country concept, which has turned out to serve as a political master key to “solve” the problems of the so‐called “refugee crisis” in Europe. This article discusses the legal possibilities of the application of the concept as well as its limitations regarding the human rights orientation of European and international law, focusing on the evolvement and legal implementation of the “Merkel Plan”. The legal analysis also focusses on recent ideas to make new “deals” with third states such as Libya. It concludes with a critical but differentiated(?) acclaim of the controversial externalizing policy approach.     

Between Scylla and Charybdis: Designing,Implementing, and Assessing Innovations in the Annual PSA Meetings

For the 2013 meeting cycle, the Pacific Sociological Association (PSA) implemented subtle but important changes in the processes by which the program is constituted – centralizing the processes of review and assignment, and making distinctions between presentation types. Those changes, the product of several years of discussions, were designed to address member concerns about the uneven quality of presentations, as well as shifts in membership composition which had led to a predominance of student members and a shrinking proportion of faculty members from doctoral-granting institutions. The changes were intended to increase the overall quality of presentations (and reestablish PSA’s reputation as a venue for disciplinary leading research) while retaining the programmatic diversity and culture of inclusion so valued by PSA members. Assessment of annual member survey data suggests that members across all membership components evaluated the changes positively. Specific patterns suggest that while the creation of research-in-progress sessions was seen as an inclusionary change, the centralization of program development processes was seen as exclusionary. We discuss the implications of the data for considering the contemporary role of regional sociological associations.     

大学英语任务型教学中任务的设计原则及实施策略

任务型教学法强调语言教学的过程是“做中学”,是一种把语言运用的基本理念转化为具体实践意义的课堂教学方式。作者简要介绍了任务及Willis提出的任务型教学的三个步骤,然后基于实践提出了大学英语课堂任务设计的原则以及实施策略。