Figure 2: Characteristics of a psychologicallyand emotionally healthy workplace based on the
National Standard of Canada for Psychological Health and Safety In the Workplace
“This is a psychologically and emotionally healthy place to work”:
¢ Almost always/often true ¢ Neutral/untrue
84.5%
89.7%
90.6%
91.3%
88.0%
89.4%
86.0%
55.9%
50.8%
© Great Place to Work Institute Canada. Based on 201 organizations with 48,281 employees surveyed by GPTW Canada in 2017–18. This chart compares 2 groups
of respondents: those answering “almost always true” and “often true” with those who who answered “sometimes true/sometimes untrue,””often untrue” and
“almost always untrue.” All group differences statistically significant (p<.001).
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Also relevant is that four out of five
employees in the top 20 organizations
examined in Figure 1 believe that their
employers’ facilities contribute to a good
working environment, far more than
employees in organizations with lower
trust levels. Almost all (95 per cent) of
the employees in the top 20 organiza-tions
consider their workplaces safe.
Interestingly, physical safety also is
positively rated (83 per cent) in all the
other organizations surveyed by GPTW.
This likely reflects the successful efforts
by many Canadian employers to reduce
lost-time work injuries and the decline
of physically demanding jobs. Even so,
employees in lower-trust organizations
consider their workplaces somewhat
less safe.
Workplace influences on
psychological well-being
The Standard identifies 13 specific
workplace characteristics that can either
enhance or diminish the psychological
well-being of workers:
1. Psychological and social support
2. Organizational culture
3. Clear leadership and expectations
4. Civility and respect
5. Psychological job demands
6. Growth and development
7. Recognition and rewards
8. Involvement and influence
9. Workload management
10. Engagement
11. Work-life balance
12. Protection from violence, bullying
and harassment
13. Physical safety
The Trust Index Survey sheds new
light on the relationship between these
13 workplace factors and employees’
perceptions of the psychological health
of their work environment. The results
in Figure 2 are striking.
Around 90 per cent of employees
who rate their workplace as psycho-logically
and emotionally healthy also
PSYCHOLOGICAL AND SOCIAL SUPPORT: You can count on people to cooperate.
ORGANIZATIONAL CULTURE: There is a “family” or “team” feelng here.
CLEAR LEADERSHIP AND EXPECTATIONS: Management has a clear view
of where the organization Is going and how to get there.
PEOPLE CARE ABOUT EACH OTHER: People core about each other here.
PSYCHOLOGICAL JOB DEMANDS: People here are given a lot of responslblllty.
GROWTH AND DEVELOPMENT: I om offeted training or
development to further myself professionally.
RECOGNITION ANO REWARDS: Management shows appreciaton for good work and extra effort.
INVOLVEMENT AND INFLUENCE: Management genuinely
seeks and responds to suggestfons and ideas.
WORKLOAD MANAGEMENT: I am given the resources and equipment to do my job.
ENGAGEMENT: My work has special meaning: this is not “just a job.”
WORK-LlFE BALANCE: People are encouraged to balance their work Ille and their personal life.
PROTECTION FROM VIOLENCE, BULLYING AND HARASSMENT: If I am
unfairly treated, I believe I’ll be given a fair shake if I appeal.
PHYSICAL SAFETY: This is a physlcally safe place to work.
93.5%
93.9%
88.9%
95.2%
92.9%
43.7%
56.9%
67.4%
46.3%
43.7%
43.3%
55.7%
44.1%
41.6%
41.2%
89.3%
98.6%
0% 20% 40% 60% 80% 100%
ALBERTA HEAVY 1 2019 23
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