Workplace culture

Two competitive intelligence processes within a Global Energy Multinational are critically analyzed-Competitive Strategic Business Intelligence (CIAD) and Competitive Technical Intelligence (CTI). It has been found that the CIAD process is linear and carried out by small team of analysts from which intelligence moves upward to be actioned at the highest levels of a layered organization. There is limited feedback and knowledge sharing. In contrast the CTI approach follows a networked model, with competitive intelligence viewed as individual line responsibility. Intelligence information passes laterally, upward and downward through a flat organizational structure. Consequently these models can be viewed as a response to a variance of styles of management and organizational structure within the organization. A key stumbling block is found to be an organizational culture that prevents open knowledge sharing. The use of technology is identified to be a key enabler allowing transparency and rapid transfer of intelligence across the organization, and thereby facilitating a knowledge-sharing culture. Knowledge management and competitive intelligence are therefore viewed as intimately related. A successful competitive intelligence process requires attention to cultural issues, facilitated by technology to ease knowledge sharing.

Do you want to become a Super Navigator? Life Navigation is four concrete tools about time, goals, energy and spaces – each of which can provide a significant boost to your productivity and life quality.

In a knowledge society it’s not about how many hours you are working. It is about working when you are most productive. Life Navigation is creating a flexible work culture and first step in the cultural change is to set people free from 9-5 and that work is something that only can take place at the office. Work is not a place – it’s an ongoing activity. Second, focus more on results and less on visibility. Third, give people the tools to improve their individual Work-Life Balance.

The aim of this paper is to examine diversity training effectiveness in the workplace and evaluate its relationship with motivation, empathy, and perspective taking. We are going to look at the ways in which motivation, empathy, and perspective taking intersect as they relate to diversity training and then we are going to generate a critical understanding of what diversity training encompasses, why it is important, and what benefits it yields to organizations. In doing this, we will first examine a recent study where researchers conducted a longitudinal field experiment that was designed to look at individual differences in motivation and perspective taking, specifically as they pertained to the effectiveness of a diversity training program. Then we are going to apply some of the concepts and issues from the study to an organizational challenge on diversity and inclusion initiatives and use what we know about diversity and inclusion to implement an effective diversity strategy plan.

This work was motivated by research findings, suggesting that the prevalence of workplace bullying is increasing across the world. The workplace bullying research further suggests that the basic risk determinants of bullying lie in an organization's work environment and that prevalence of workplace bullying may vary by occupation, sector, and country. Upon reviewing the existing literature, it becomes apparent that while organizational culture can be both indirectly and directly related to workplace bullying, references to the relationship between organizational culture and workplace bullying remain scant and what is available lacks substantive conceptual foundation. To address this apparent gap in research, the main purpose of this article is to present an integrated conceptual framework proposing the relationships between specific organizational culture dimensions and workplace bullying. The article was specifically written in accordance with previous studies which highlight factors that may perpetuate workplace bullying within organizations. While highly theoretical and conceptual in nature, this article is one that may be important in explaining how some organizational cultures may motivate, facilitate, perpetuate, enable, and precipitate workplace bullying, and thus offers insights into how to prevent workplace bullying by creating less enabling environments. The article concludes by offering theoretical arguments for how organizations should monitor, manage, and eradicate changeable organizational cultural practices that may otherwise enable workplace bullying.

The theory of Transformational Leadership is crucial to raising morale in a failing or stagnating organization, whether public or private, by instilling hope in employees. When applied properly and by a leader with altruistic intent, Transformational Leadership can heighten productivity and even save an organization. This paper will examine the strengths and weaknesses of Transformational Leadership as a concept and the potential for a transformational leader with malicious intent to exploit followers to benefit himself.  In this paper, I will also discuss an example of Transformational Leadership, Bill Bratton’s New York City Police Department (“NYPD”) Re-Engineering of 2014, and how it was ultimately a failure since the program was rushed and not followed through to completion.

Organizations have started paying growing importance to millennial management, considering that the modern workplace consists of a significantly higher millennial population. Millennials hold values, behaviors, and expectations that are quite different from the members of other generations. Therefore, organizations must come up with tailor-made and customized solutions towards managing millennials. This paper aims to examine the various solutions that organizations can use in successfully managing millennials and provide an integrated model for the same. The methodology adopted for the production of this paper is literature review. Research works of various authors in areas of generational differences, managing millennials, stereotypes associated with millennials, and many other topics were studied to gain insights regarding millennial management. This paper presents to us the various methodologies that can be adopted for millennial management. The various solutions for millennial management have been divided into five heads: career development, technology, generational differences, personal growth & development in the organization, and organizational culture. Organizations should use a combination of solutions presented across these five categories to meet millennials' demands and expectations and integrate them into the organization successfully.

The poor physical health of people with a severe mental illness is well documented and health professionals’ attitudes, knowledge and skills are identified factors that impact on clients’ access to care for their physical health needs. An evaluation was conducted to determine: (i) mental health nurses’ attitudes and beliefs about providing physical health care; and, (ii) the effect that participant demographics may have on attitudes to providing physical health care. It was hypothesized that workplace culture would have the largest effect on attitudes. Nurses at three health services completed the “Mental health nurses’ attitude towards the physical health care of people with severe and enduring mental illness survey” developed by Robson and Haddad (2012). The 28-item survey measured: nurses’ attitudes, confidence, identified barriers to providing care and attitudes towards clients smoking cigarettes. The findings demonstrated that workplace culture did influence the level of physical health care provided to clients. However, at the individual level, nurses remain divided and uncertain where their responsibilities lie.
Nursing leadership can have a significant impact on improving clients’ physical health outcomes. Education is required to raise awareness of the need to reduce cigarette smoking in this client population.

Artiklis käsitletakse teadusfilosoofilisest vaatenurgast soostereotüüpide toimimist teaduses. Autor lähtub Alison Wylie episteemilise ebaõigluse käsitlusest, mille abil on võimalik selgitada, kuidas stereotüübid aitavad kaasa teadustulemuste kallutatud hindamisele. Kui Wylie näitab, kuidas jahe töökeskkonna kultuur teenib kallutatud hindamist – marginaalsete gruppide tõrjutus süveneb -, keskendutakse käesolevas artiklis sellele, kuidas soostereotüübid õõnestavad teadlaste usaldusväärsust, nii et ka see viib kallutatud hindamise ja nõrgema osapoole tõrjumiseni teaduse objektiivsuse saavutamiseks hädavajalikust kriitilisest diskussioonist. Näidetena vaadeldakse fragmente Eesti humanitaarteadlaste kultuuriuuringus tehtud intervjuudest ning rahvusvahelises füüsika kultuuriuuringus tehtud intervjuudest.

Gender stereotypes and epistemic injustice
The  article  addresses  the  operation  of gender stereotypes in scholarly contexts from the  perspective  of  philosophy  of  science.  The  author  proceeds  from  Alison  Wylie’s  treatment  of  epistemic  injustice  that  allows  us  to  explain  how  stereotypes  contribute  to  biased  evaluation  of  research  results.  While 
Wylie  demonstrates  how  cool  work  environment culture supports biased evaluation – by increasing  the  exclusion  of  the  marginalized  groups  –  the  present  article  focuses  on  how  gender  stereotypes  undermine  the  credibility 
of  scholars  so  that  this,  too,  leads  to  biased  evaluation  and  the  exclusion  of  weaker  parties  from  the  critical  discussion  necessary for  achieving  the  objectivity  of  research.  The examples  are  derived  from  interviews  from  a 
study  of  the  culture  of  Estonian  humanities  scholars and an international study of the culture of physics.

Arbetsmiljöverket har fått i uppdrag av regeringen att informera och sprida kunskap om områden av betydelse för arbetsmiljön. Under kommande år publiceras därför ett flertal kunskapsöversikter där välrenommerade forskare sammanfattat kunskapsläget inom ett antal teman. Manuskripten har granskats av externa bedömare och behandlats vid seminarier på respektive lärosäte. Rapporterna finns kostnadsfritt tillgängliga på Arbetsmiljöverkets webbplats. Där finns även material från de seminarier som Arbetsmiljöverket har arrangerat i samband med rapporternas publicering. Den arbetsgrupp vid Arbetsmiljöverket som har initierat och organiserat framtagandet av översikterna har letts av adjungerad professor Jan Ottosson och i övrigt bestått av docent Per Nylén, ingenjör Bengt R Johansson, tekn. dr Jouni Surakka, fil. dr Marianne Walding, civ. ing. Peter Wikström, fil. kand. Erik Gunnarsson, pressekreterare Catarina Edgar samt samordnare Maya Hultgren Saksi. Vi vill även tacka övriga kollegor vid Arbetsmiljöverket som varit behjälpliga i arbetet med rapporterna, överläkare docent Leif Aringer, GD-assistent Anneli Hellström samt avdelningschef Janerik Persson. De åsikter som uttrycks i denna rapport är författarens egna och speglar inte nödvändigtvis Arbetsmiljöverkets uppfattning.

In India’s rapidly developing global cities, large multinational
corporations implement theater-based corporate training
programs that are designed to inspire employees to be more
dynamic, aspirational, and self-motivated at work. Offering a
performance ethnography of a week-long Theatre in Excellence
program hosted in Bangalore (2014), I suggest that the theaterbased corporate training process is a site where the emergent
Indian neoliberal laboring subject is being talked about,
experimented with, and actively shaped. These practices illuminate
how within India, a previously colonized nation undergoing rapid
economic restructuring, theater and performance techniques are
used to both interrogate and reproduce employee precarity within
neoliberal capitalism

About 5 pm on Monday evening 17July 1995, after working an early shift, a twenty-five year old midwife ended her life. Her suicide note clearly stated her disillusionment, her frustration and her profound sense of hopelessness. Her words impli-
cated the way our profession treats women; women as midwives and women as mothers as the basis for her decision to end her life.

Localization also Known as Omanization aims to increase the number of Omani workforce in both public and private sectors in Oman. This study aims to determine the factors perceived to hinder localization practices in Oman's private sector. The research design is exploratory research. This research adopted quantitative research methodology. The study targeted the employees working under occupation of administrators, managers, and directors in Oman's private sector. The sample size is 84 respondents selected randomly. The study found that there is a strong positive relationship between leadership orientation and manager's localization. Also, Local managers having the ability of identifying and solving the work problem with high efficiency. However, local managers are not achieving their tasks with great efficiency as well as they needs to enhance the required knowledge and skills to accomplish job objective. Furthermore, the interpersonal skills of local managers enable them to work individually or within a group. However, an enhancement required in local managers skills in understanding their subordinate and motivate them. Moreover, a significant linear relationship identified with five factors which are: Managerial Skills, Monetary compensation, Non-Monetary compensation, Workplace Culture and Interpersonal skills. The demographic variables had no predictive ability for Leadership Orientation factor. Also, there is a statistically significant relationship between specific demographic variables and obstacles to manager's localization. The study concluded by providing some recommendations in enhancing localization the occupation of administrators, managers, and directors in Oman's private sector.

In Saudi Arabia, it is generally perceived that private special education institutes (SEIs) provide a higher quality education than their public counterparts. Parents tend to trust and invest in private rather than public institutes. This is principally attributed to the greater financial capacity of private special institutes, which ensures services can be provided more effectively. Investigating this perspective, this study seeks to bridge the gap often observed and commented upon between public and private SEIs, and to reflect critically on how the needs of all students with intellectual disabilities can be met within the public system. A comparative case study of two SEIs in Saudi Arabia for students with intellectual disabilities, one public and one private, was designed. Semi-structured interviews were conducted with parents, teachers and principals. A key finding of this study is that there is a major difference in the workplace cultures of public and private institutes. This results in several observable factors that were found to contribute to the quality of provision for learners.

Two competitive intelligence processes within a Global Energy Multinational are critically analyzed-Competitive Strategic Business Intelligence (CIAD) and Competitive Technical Intelligence (CTI). It has been found that the CIAD process is linear and carried out by small team of analysts from which intelligence moves upward to be actioned at the highest levels of a layered organization. There is limited feedback and knowledge sharing. In contrast the CTI approach follows a networked model, with competitive intelligence viewed as individual line responsibility. Intelligence information passes laterally, upward and downward through a flat organizational structure. Consequently these models can be viewed as a response to a variance of styles of management and organizational structure within the organization. A key stumbling block is found to be an organizational culture that prevents open knowledge sharing. The use of technology is identified to be a key enabler allowing transparency and rapid transfer of intelligence across the organization, and thereby facilitating a knowledge-sharing culture. Knowledge management and competitive intelligence are therefore viewed as intimately related. A successful competitive intelligence process requires attention to cultural issues, facilitated by technology to ease knowledge sharing.

Victim surveys from both Sweden and her Nordic neighbours show that the proportion reporting exposure to violence at work has increased during the 1990s. This article examines the question of how this trend should be understood. Does the increase reflect a rise in the number of people exposed to such violence, or is it rather due to an increase in the focus on violence and a broadening of the way violence is defined? On the basis of Swedish victim surveys covering the period 1984 -2001, the article examines whether the character of this problem has changed as regards the seriousness of the violence, the occupational groups exposed to such violence, and the extent to which victims have contacted the police. The study shows that there has been an increase in exposure to threats and violence at work. This increase is found primarily in relation to violence and not to threats, among women, and in particular those working with some form of care provision. One surprising finding is that the propensity to report work-related violence has diminished somewhat, something that is not true for other types of violence. We thus find a high propensity to report when levels of exposure are low, and a lower reporting propensity once exposure to violence has increased. This trend is conceptualized against the background of a shift in and broadening of the type of incidents reported in the context of victim surveys. Acts of violence against persons employed in the health sector, schools and in care provision are less likely to be reported to the police than violence perpetrated against members of other occupational groups. Thus as care workers come to account for an increasing proportion of both violent incidents and the victims of violence, the aggregate propensity to report such incidents decreases. When the focus is limited to those individuals working in the care sector who have themselves been exposed to violence, there are no signs of a reduction in their reporting propensity.

Due to the covid-19 pandemic, our work-life balance rapidly became disrupted when our homes became our workplaces blurring the boundaries and creating work-life interference. The author explores the challenges that agile working presents for boundary management, related to an increasing 'always on' work culture. Through practice-based research, the author of this research explores the use of generative research as a way to work with participants in-depth way and generate solutions together. Thus, inspire companies to innovate when developing organizational culture.

This article locates itself in the postcolonial experience where organizations were conceived and where they evolved imitating the concepts of the developed nations. As we found this to contradict existing theories of organizational memory, which look at it as an intra-organizational concept, we undertook a case study to look at organizational memory in an Indian organization. Our study showed that organizational memory was often an imitation of existing practices and aspects of it were shared across organizations. It made us look at institutional theories of organizations that explored why organizations imitate and reproduce dominant practices of the industry. However, we also had evidence of the emergence of new organizational memory, driven by local and national contexts. This made us critically examine the homogeneity of institutionalism itself and look at how organizations from postcolonial societies need to grapple with what to retain, what to adapt, what to create, and the ch...

I spoke at a conference recently that was focused on digital transformation. Over and over, the speakers explained that it wasn't really about the technology. It was about culture, and change. Then it was my turn to talk, and they gave me a luxurious allotment of 20 minutes to tell everyone everything they needed to know about culture.

There are many types of employee incentives in various work fields and industries. Incentives are used to reward employees for their performances. Some employees appreciate widespread incentives, whereas other employees simply do not value incentives. Regardless of the employee opinion of incentives, widespread incentives improve culture and employee retention in many ways.

This article locates itself in the postcolonial experience where organizations were conceived and where they evolved imitating the concepts of the developed nations. As we found this to contradict existing theories of organizational memory, which look at it as an intra-organizational concept, we undertook a case study to look at organizational memory in an Indian organization. Our study showed that organizational memory was often an imitation of existing practices and aspects of it were shared across organizations. It made us look at institutional theories of organizations that explored why organizations imitate and reproduce dominant practices of the industry. However, we also had evidence of the emergence of new organizational memory, driven by local and national contexts. This made us critically examine the homogeneity of institutionalism itself and look at how organizations from postcolonial societies need to grapple with what to retain, what to adapt, what to create, and the challenges they face in the emerging global economy. KEYWORDS Indian organization, institutional theory, isomorphism, organizational memory, postcolonial

Localization also Known as Omanization aims to increase the number of Omani workforce in both public and private sectors in Oman. This study aims to determine the factors perceived to hinder localization practices in Oman's private sector. The research design is exploratory research. This research adopted quantitative research methodology. The study targeted the employees working under occupation of administrators, managers, and directors in Oman's private sector. The sample size is 84 respondents selected randomly. The study found that there is a strong positive relationship between leadership orientation and manager's localization. Also, Local managers having the ability of identifying and solving the work problem with high efficiency. However, local managers are not achieving their tasks with great efficiency as well as they needs to enhance the required knowledge and skills to accomplish job objective. Furthermore, the interpersonal skills of local managers enable them to work individually or within a group. However, an enhancement required in local managers skills in understanding their subordinate and motivate them. Moreover, a significant linear relationship identified with five factors which are: Managerial Skills, Monetary compensation, Non-Monetary compensation, Workplace Culture and Interpersonal skills. The demographic variables had no predictive ability for Leadership Orientation factor. Also, there is a statistically significant relationship between specific demographic variables and obstacles to manager's localization. The study concluded by providing some recommendations in enhancing localization the occupation of administrators, managers, and directors in Oman's private sector.

A cultural assessment of Hear Nebraska:

"Hear Nebraska, a nonprofit organization, is hoping to change those perceptions of the state and “make Nebraska a globally recognized cultural destination.” Founded in January 2011 by husband and wife duo Andrew and Angie Norman, Hear Nebraska is dedicated to cultivating “Nebraska’s vibrant, fertile music and arts culture.” Through its website and social media pages, Hear Nebraska provides resources and a voice for bands, artists, and the businesses that promote them. By posting interactive and multimedia content that celebrates, promotes, and provides information about Nebraska’s music and artistic community, Hear Nebraska gives its followers some of the most up-to-date happenings in Nebraska. "

This article addresses workplace culture in academic libraries as an aspect of organizational success in achieving on-the-job diversity. It introduces a conceptual framework for assessing the cultural consciousness of an organization by applying selected variables used to measure the extent of cultural integration in the workplace and identify specific competencies that move an organization towards greater inclusivity. The emphasis is on academic libraries, but the content and process of self-assessment are adaptable to information centers and libraries of all types.

A growing body of research has shown the benefits of optimism on health, socioeconomic status, and at work. This two-phase mixed-method study revised and validated an instrument to measure an employee’s personal experience with optimism in their workplace. This study also developed two additional scales to measure the degree to which individuals engage in optimistic leadership skills, and an organization’s readiness to cultivate optimism. In Phase 1, 697 responses from an online survey were analyzed using exploratory and confirmatory factor analysis. Regression analysis indicated that an employee’s personal experience of factors associated with optimism at work influenced their perception of their workplace’s readiness to cultivate optimism. Regression analysis also indicated that an individual’s personal tendency toward optimism influenced their personal experience with optimism at work. The study also validated the Maslach Burnout Inventory-General Survey and the Life Orientation ...

This work was motivated by research findings, suggesting that the prevalence of workplace bullying is increasing across the world. The workplace bullying research further suggests that the basic risk determinants of bullying lie in an organization's work environment and that prevalence of workplace bullying may vary by occupation, sector, and country. Upon reviewing the existing literature, it becomes apparent that while organizational culture can be both indirectly and directly related to workplace bullying, references to the relationship between organizational culture and workplace bullying remain scant and what is available lacks substantive conceptual foundation. To address this apparent gap in research, the main purpose of this article is to present an integrated conceptual framework proposing the relationships between specific organizational culture dimensions and workplace bullying. The article was specifically written in accordance with previous studies which highlight f...

This paper examines changes in contemporary organizational spaces and cultures. We confront private-sector appropriation of social media spaces, specifically in the architecting of workspace through play, both digitally and materially. Such a focus is essential to gain insight into the role of leisure in fostering productivity, innovation and creativity in the workplace today. This paper examines how business geographies extend to and influence social media spaces as they strive to realign the labor and leisure domain for innovation and employee satisfaction. The paper positions this trend historically by examining how leisure space has been legitimized to increase productivity. Such an examination highlights the implication of instrumentalizing play in the architecting of work environments. In other words, this paper addresses the 21st century of business spatial design, materially and virtually, and how it relates to the changing perspectives on labor, leisure and innovation in work cultures.

Happiness Lincoln: A Summit on Wellbeing Scholarship and Civic Health
Celebrating 15 years of positive psychology!
www.happinesslincoln.eventbrite.com
https://www.youtube.com/playlist?list=PLRAI_WnbL7Z2F_-h82YBPuOQBFxFzxVBI
Conference Organizer: Nick Hernandez

What: A summit on positive psychology and wellbeing in partnership with UNL's Center for Civic Engagement.
When: Saturday, November 8, 2014
Schedule:
Auditorium 9:00-9:10am | Nick Hernandez: Opening Remarks.
Auditorium 9:10-9:35am | Prof. Fred Luthans on Evidence-Based Positive Psychological Capital: Leading and Developing the HERO Within.
Auditorium 9:35-10am | Prof. Emeritus of Psychology at UNL, Richard Dienstbier, author of Building Resistance to Stress and Aging, on mental toughness and the effects of love and affection on brain development.
Auditorium 10:10-10:40am | David Gould on Fostering Wellbeing and Civic Engagement in a University Environment.
Room 202/Ubuntu Room 10:50-11:30am | Panel on Healthy Communities
Shawn Ryba, NeighborWorks Lincoln
Dr. Bob Rauner on Healthy Schools
Tim Rinne on Local Food
Auditorium 10:50-11:30am | Panel on Culture and Wellbeing
Randy Bretz, Curator of TEDxLincoln
Bob Hall, Founder of Flatwater Shakespeare 
Pat Leach, Director at Lincoln City Libraries
Auditorium 1-1:50pm | Dr. Dan Baker on What Happy People Know and What Happy Companies Know
Auditorium 2-2:40pm | Panel on Designing and Sustaining Great Workplace Cultures
Randy Hawthorne, Firespring
Dan Krick, Lincoln Industries
Larry Sternberg, Talent Plus
Room 202/Ubuntu Room | Courage and Heroism | 2-2:40pm
Prof. Ari Kohen on heroic action. 
Room 202/Ubuntu Room 2:45-3:25pm | Reverence and Magnanimity |
2:45-3:05pm | Prof. Emeritus Dan Wheeler on Servant Leadership
3:05-3:25pm | Dr. Shelley Freeman on forgiveness, compassion, and the Cameron Effect.
Auditorium 2:45-3:25pm | Philosophical and Historical Perspectives
2:45-3:05pm | Lisa Wilkinson, Associate Professor of Philosophy at Nebraska Wesleyan University on Charis
3:05-3:25pm | Jim Meehan on William E. Hall, a Pioneer of Wellbeing Research
Auditorium 3:30-3:40pm | Closing

This article locates itself in the postcolonial experience where organizations were conceived and where they evolved imitating the concepts of the developed nations. As we found this to contradict existing theories of organizational memory, which look at it as an intra-organizational concept, we undertook a case study to look at organizational memory in an Indian organization. Our study showed that organizational memory was often an imitation of existing practices and aspects of it were shared across organizations. It made us look at institutional theories of organizations that explored why organizations imitate and reproduce dominant practices of the industry. However, we also had evidence of the emergence of new organizational memory, driven by local and national contexts. This made us critically examine the homogeneity of institutionalism itself and look at how organizations from postcolonial societies need to grapple with what to retain, what to adapt, what to create, and the challenges they face in the emerging global economy. KEYWORDS Indian organization, institutional theory, isomorphism, organizational memory, postcolonial

Read this book to understand why common employee engagement efforts aren't working. When you shift your thinking, and then arm yourself with the practical solutions in this book, you'll achieve results you never imagined could be possible. Contents / v What Will You Learn? vii Introduction xi Why We Wrote This Book Chapter 1 01 What Employee Engagement Really Is ➜ The "Crisis" of Disengagement ➜ The Real Meaning of Employee Engagement ➜ The Secret to Improving Engagement ➜ Aren't the Millennials Changing Everything?

Victim surveys from both Sweden and her Nordic neighbours show that the proportion reporting exposure to violence at work has increased during the 1990s. This article examines the question of how this trend should be understood. Does the increase reflect a rise in the number of people exposed to such violence, or is it rather due to an increase in the focus on violence and a broadening of the way violence is defined? On the basis of Swedish victim surveys covering the period 1984-2001, the article examines whether the character of this problem has changed as regards the seriousness of the violence, the occupational groups exposed to such violence, and the extent to which victims have contacted the police. The study shows that there has been an increase in exposure to threats and violence at work. This increase is found primarily in relation to violence and not to threats, among women, and in particular those working with some form of care provision. One surprising finding is that the propensity to report work-related violence has diminished somewhat, something that is not true for other types of violence. We thus find a high propensity to report when levels of exposure are low, and a lower reporting propensity once exposure to violence has increased. This trend is conceptualized against the background of a shift in and broadening of the type of incidents reported in the context of victim surveys. Acts of violence against persons employed in the health sector, schools and in care provision are less likely to be reported to the police than violence perpetrated against members of other occupational groups. Thus as care workers come to account for an increasing proportion of both violent incidents and the victims of violence, the aggregate propensity to report such incidents decreases. When the focus is limited to those individuals working in the care sector who have themselves been exposed to violence, there are no signs of a reduction in their reporting propensity.  Title in English: The increase in work-related violence. An analysis based on Swedish victim surveys. 1 Denna artikel är gjord inom det av FAS-finansierade projektet "Våld i arbetslivetett samhällsproblems uppkomst, utveckling och struktur".