The last decade has brought about monumental change in how employers manage the mental health and wellbeing of their employers. We have seen businesses put increasing emphasis on work/life balance initiatives with the aim of alleviating some of the pressures of modern working and keeping their people engaged and productive.
Human-resources managers often devise organizational structures, develop codes of conduct and set guidelines for organizational behavior. Those measures are certainly beneficial in that they orient the behavior of individuals within the organization towards achieving organizational objectives.
Employees dread performance reviews, but managers feel they are an essential tool in helping them to gauge how well each part of the organization is performing and to devise corrective measures if needed.
To understand reality and approach it better, we usually build mental interpretations of how things work. We use our abstraction abilities to form a picture in our minds.
As technology continuously ramps up its advances, more people can feel the demands of being constantly connected: that nagging feeling that the next email is right around the corner, or that the next incoming phone call could bring the next crisis needing urgent attention.