Essays on Walker VS Northumberland County Council Case Case Study

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The paper "Walker VS Northumberland County Council Case" is a great example of a case study on management. It is a fact that stresses in the workplace impact very negatively on the individual and the organization at large. This in return has forced these very organizations to look for proactive ways of managing stress. It is also being cited from several sources that the main reason for absenteeism from work is an illness, however, the second main cause of absence from non-manual workers is work-related stress, and stress is also the fourth main reason why manual workers decide to get absent from the job.

In 2004 alone in the UK, it was estimated that approximately 1.4 million working days were lost as a result of stress, and this translated to an estimated £ 3.8 billion loss to the UK economies. It is the negative economic implications arising from such astronomical figures that have propelled UK based institutions to increase their interest in assessing the level of stress among their workforce. This current brief is going to begin by discussing a case study proof which is going to outline that having some executed stress audits may be a significant factor in a company’ s defense against litigation, and in our case, we will use Mr.

Walker VS Northumberland County Council suit. This brief will then proceed and address some of the current issues involved with measuring and managing stress in the workplace. The document is going to discuss what are stress audits and the kind of information these audits produce, the potential benefits, and some of the pitfalls that are likely to arise. The brief will also discuss the products that are available for managing stress audits, implications for conducting stress audits, and steps that are necessary after an audit has been conducted. Walker VS Northumberland County Council CaseWalker (Plaintiff) worked for the Northumberland County Council (Defendant) as a social services officer between 1970-1987.

He was a middle manager responsible for managing four teams of social services field workers within the Blythe Valley in Northumberland, and Mr. Walker was answerable to the assistant director of field services division. Blythe Valley was amongst the five social service divisions within Northumberland and the area comprised of new town dwellings with a relative proportion of very young families.

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