A work environment is any location in which people perform work for money.

In mo st cases, this term applies to locations such as offices or stores. In these cas es, workers travel to the location, do their work and then go home. These types of work environments only exist aswork locationswhen no one is working, they are empty. Work environments, however, are not restricted to these sorts of location s. Nonstandard work environments vary widely from at-home offices to airplanes. The term work environment can apply to nearly any location where there are peopl e doing things. A person in an office, someone doing dishes at home and someone hunting an animal for dinner are all working and are all in an environment. Even though all these locations and actions could be work environments, typically on ly the first one would be considered as such. Under most definitions, in order to be a work environment, people need to be the re to earn money. Whereas doing dishes and hunting are still work, the people do ing these actions are not earning. Even with this point filtering out certain no nstandard people and places, there are still a huge number of types and styles o f work environments. Some of the most common styles of work environment are stores, offices and schoo ls. These environments dont perform any function at all when workers arent present . In most cases, they are completely empty except when work is going on. When pe ople think of a normal job, this is often what they think of. Nonstandard work environments have a wider range of types and styles. Some nonst andard environments have a lot in common with standard ones. For instance, in th e case of a construction site, there is no activity without the workers and it i s typically empty when no one is working. On the other hand, this environment is often outside and temporary, two factors that separated it from a common office . Other environments are much different from standard ones. A home office may be u sed forwork some hours out of the day, and not for others. In addition, certain trades, like plumbers or electricians, work inside a home while it is actively b eing used as a home. Lastly, people that work on airplanes, trains or trucks hav e work environments that move and travel. A work environment is often described as good or bad. A good environment is a pl ace where the workers feel at ease and appreciated. Workers in these sorts of en vironments are often more productive and happy. A bad work environment is a loca tion where the worker feels under-appreciated, threatened or unsettled. Due to t he nature of these environments, there is often a high worker turnover rate, and the workers typically fail to live up to their potential. Hostile work environment From Wikipedia, the free encyclopedia A hostile work environment exists when an employee experiences workplace harassm ent and fears going to work because of the offensive, intimidating, or oppressiv e atmosphere generated by the harasser.[1] A hostile work environment may also be created when management acts in a manner designed to make an employee quit in retaliation for some action. For example, i f an employee reported safety violations at work, was injured, attempted to join a union, or in some way caused trouble for the management, then their response might be to harass and pressure the employee to quit. Actions that could be take n in furtherance of this might include inappropriate disciplinary procedures, re duced hours or wages, unreasonable scheduling or workload or similar things. The company s behavior in lieu of termination avoids the need to pay unemployment b enefits. The anti-discrimination statutes governing hostile work environment are not a ge neral civility code. Thus, federal law does not prohibit simple teasing, offhand comments, or isolated incidents that are not extremely serious. Rather, the con duct must be so objectively offensive as to alter the conditions of the individu al s employment. The conditions of employment are altered only if the harassment culminates in a tangible employment action or are sufficiently severe or pervas ive.

In employment law, hostile environment sexual harassment refers to a situation w here employees in a workplace are subject to a pattern of exposure to unwanted s exual behavior from persons other than an employee s direct supervisor where sup ervisors or managers take no steps to discourage or discontinue such behavior. I t is distinguished from quid pro quo sexual harassment, where a direct superviso r seeks sexual favors in return for something within the supervisor s powers, su ch as threatening to fire someone, or offering them a raise. Quid pro quo has be en recognized as actionable for decades, but courts have only recognized hostile environment as an actionable behavior since the late 1980s as they made finding s that the loss of employment or constructive dismissal has been caused by such behavior. Some situations that have been ruled to constitute such a hostile envi ronment are: Posting pictures of pornography in employee s cubicles Consistently telling "dirty" jokes or stories where all employees in the work ar ea can hear them Tolerating employees who make sexually suggestive remarks about other employees within earshot of others Allowing peer employees, clients, suppliers, delivery persons, or even customers (Lockard v. Pizza Hut, 162 F.3d 1062, 1073) to persist in unwanted attention, s uch as asking for dates Allowing the use of derogatory terms with a sexual connotation (e.g., "pussy," " girlie-man," "player") to be used to describe co-workers Allowing frequent physical contact, even when not sexual There are many different types of work environment. Several attempts have been m ade to quantify the different types in an organized way, as seen with the Hollan d Codes proposed by John Holland, a psychologist with an interest in matching pe ople with work environments that suit their personalities. They can be broken do wn by the type of work done, the physical environment, or the social and situati onal factors that can play a role in shaping the workplace. Matching employees w ith the right environment can result in better performance and more satisfaction . Hollands approach to the types of work environment looked at the nature of the wo rk done. He identified six different environments: realistic, social, enterprisi ng, artistic, investigative, and conventional. Some workplaces use this model to assess prospective employees to determine if they would be a good fit and to fi nd the best department for their skills and interests. In realistic environments, work is more hands on, while investigative environmen ts place a high priority on thinking and theoretical discussions. Enterprising e nvironments involve more self initiative to start and innovate projects. Convent ional work environments use set protocols and routines, such as databasing custo mer information, while artistic environments promote creativity and the producti on of works of art. Social types of work environment involve a high degree of in teraction, as seen in customer service and teaching. Another way to look at work environments is to assess the physical surroundings, differentiating between offices, warehouses, retail stores, scientific research facilities, fieldwork sites, and so forth. These work environments may be suite d to different kinds of personalities and career goals. The physical environment can also have an impact on suitability for work; some people do not enjoy the r igid and controlled climate of a lab, for instance, or prefer working outdoors. Concerns about conditions in different types of work environment may be an issue for some job seekers with worries about their ability to thrive in physically d emanding or boring environments. The social and psychological climate can also be a metric to use when distinguis hing between different types of work environment. Some workplaces have very rigi d chains of command, while others may be more flexible and egalitarian. Employee s may be encouraged to participate, offer feedback, and shape their environment, or could be expected to focus on tasks without criticizing their employers or s upervisors. Some workplace climates can become hostile because of a tolerance fo r harassment or ferocious competition, while others are more friendly and relaxe

d. How Do I Create a Positive Work Environment? If you are like many people, you spend a significant amount of time at work. You have probably learned how terrible it is to have to dread going. Research sugge sts that stressful and unpleasant working conditions can affect numerous things outside of work including health and personal relationships. For these reasons a nd many more, creating a positivework environment can be a benefit to you and yo ur co-workers. You can contribute by being positive, making people feel importan t, and caring for others. The first thing you can do to create a positive work environment is to be positi ve. Try to counter negative thoughts and occurrences with positive rebuttals and solutions. Do not become a participant in groaning groups or manager-bashing se ssions. Instead, try to encourage everyone to have a positive opinion about ever yone else and about their work. Do not gossip and try to dissuade others from doing so. If you do not have exper ience with being the subject in the rumor mill, surely you can imagine what it m ust be like to have your co-workers whispering and giggling behind your back. Wh en you hear people gossiping, refuse to participate and be proactive. Make comme nts that suggest that their behavior is inappropriate or that the topic they are discussing is not your business. A positive work environment is one where people feel they are surrounded by peop le who care. Professionalism should never be jeopardized, but people should feel as if there is someone they can talk to if they have problems inside or outside of work. Building frustrations in peoples lives can often be averted by a kind a ct or a listening ear. If you notice someone seems to be experiencing problems, reach out to her. While it is a part of life that some positions rank higher, pay more, and involv e more important duties than others, no one wants to feel as if they are at the bottom of the barrel. A high level of respect and inclusiveness are elements of a positive work environment. Try to eliminate caste systems, whereby employees w orking in certain positions display blatant attitudes of haughtiness or exclude other employees unnecessarily. Also, make everyone feel as if their efforts are being recognized. A positive work environment is one where people can see a positive future. There are several ways to help people recognize their potential or to spark the motiv ation within people to go beyond their current positions. One way to do this is to institute a policy of giving preference to promotion over new hires or to sug gest such a policy to those who can make the decision. It can also be motivation al to identify workers strengths and talents and to encourage them along How Do I Create a Safe Work Environment? The first step in creating a safe work environment is to make sure you are follo wing all of the laws and regulations in your geographical area. Not only can doi ng this help guide you in making a safe workplace, but if someone was injured on your commercial property and your company was found to have not complied with l ocal, regional or national business laws, your firm could end up in serious lega l trouble. Government booklets from workplace safetyagencies can provide you wit h specific information to help you make a safe work environment that also fulfil ls your company s legal responsibilities. You should constantly be monitoring al l employees and work spaces to make sure a non-hostile, safe work environment th at meets all required safety codes is being maintained at all times. Many companies make at least one of their employees a safety monitor. This perso n is then responsible for ensuring that the business follows safety laws and req uirements. He or she may keep in contact with local or regional safety agencies for updates on new requirements. A workplace safety monitor also usually conduct s regular fire drills; in small companies in which there is no human resources d epartment, the safety monitor may also serve as the employee complaint contact. To avoid possible employee lawsuits, you should do everything possible to create and support a positive, safe work environment. All staff should be treated respectfully without harassment. Company policy rega

rding employee behavioral expectations should be created and enforced in complia nce with the law. Any complaints, either from employees or customers, should be handled promptly and in accordance with the law. Employees who behave in any way that could endanger anyone should be warned or terminated as required to both f ollow legal handling of the situation and ensure a safe work environment for eve ryone. Your company should also be prepared in case of an emergency situation. A first aid kit and emergency food and water supplies should be stored accessibly with t he items changed periodically to ensure freshness. Emergency preparedness drills and meetings can help your company work toward a safe work environment as would be possible in case of a natural disaster such as a flood. Electrical and other hazards should be avoided in the workplace through proper m aintenance. Equipment should be regularly serviced and precautions such as weari ng safety goggles or other gear including helmets, gloves or steel-toed work boo ts should be enforced by your company. A safe work environment is something that the company as well as its staff should constantly be focused on achieving. How Do I Create a Healthy Work Environment? The best way to create a healthy work environment is with a holistic, or thoroug h, approach. There are different kinds of health, such as physical, mental, emot ional and spiritual. An overall healthy workplace environment that is respectful of all workers is not easy to achieve in many cases, but creating company pract ices and policies in support of it can help. Spiritual growth in the workplace can bring a sense of meaningfulness and mindfu lness that is often seen in a respectful business environment. Workplace spiritu ality should not be confused with religion, but rather the consciousness of bein g authentic, reflective, considerate and compassionate. Spiritual growth on the job is also often said to relate to the soul, such as a person feeling like her career is right for her. By encouraging qualities such as compassion and sinceri ty in employees as well as career development activities, a healthy work environ ment in terms of spiritual growth may be formed. Emotional considerations should also be made in order to have a fully healthy wo rk environment. This doesn t mean hand-holding in the sense of giving in to ever y little complaint or demand a worker has, but rather to have and uphold a compa ny policy of treating everyone with respect no matter their rank or position. Yo u could have a "no bullying" workplace policy and show that the company is serio us by having guest speakers and pamphlets on the topic. When workers feelings a re respected, such as being appreciated for the job they do in the company, it c an also help a business retain employees and enjoy a lower turnover rate. Mental growth in the workplace can help keep people learning new skills rather t han stagnating in their position, which may cause many to want to seek a job els ewhere. Enacting a company policy to promote workers from within before advertis ing outside the business for job openings in supervisory or management positions can do a lot to create a healthy work environment in terms of mental growth. Pa ying for workers education for courses that relate to their jobs can benefit th e company as well as improve the overall knowledge of employees. Physical safety is something that must be handled carefully and responsibly by a ny kind of company. To help ensure a safe, healthy workplace to reduce employee injuries as much as possible, you should follow all safety laws, requirements an d regulations. Even if your industry doesn t involve working with potentially da ngerous equipment, making your workplace have zero tolerance for violence or thr eats is important; this behavior should be grounds for immediate dismissal. You should make it be known to all employees that the goal of your company is a comp letely healthy work environment. Regulations in the working environment and safety field The Ministry of Labour is responsible for the following legislation in the worki ng environment and safety field: The Working Environment Act with pertaining regulations Equal treatment in the workplace The Act relating to the wage guarantee scheme and the Act amending the Act relat ing to the wage guarantee scheme etc.

 The Holidays Act The provisions of the Limited Liability Companies Act and Partnership Act concer ning the right of employees to be represented on enterprises governing bodies The provisions of the Savings Banks Act and Commercial Banks Act relating to emp loyee participation The Act relating to petroleum activities with pertaining regulations relating to health, safety and the working environment in petroleum activities offshore and in the onshore petroleum industry The Working Environment Act with pertaining regulations relating to the petroleu m activities onshore and offshore. Supervision in the working environment and safety field The Labour Inspection Authority and the Petroleum Safety Authority Norway superv ise enterprises to ensure that they comply with the requirements of working envi ronment and safety legislation. The Labour Inspection Authority supervises enterprises on the mainland, while th e Petroleum Safety Authority Norway supervises the petroleum activities on the N orwegian Continental Shelf and at certain petroleum plants onshore. On the one hand, supervision means checking that enterprises have systems and pr ocedures that meet the statutory requirements (audits) and, on the other hand, c onducting spot checks to ensure that enterprises comply with the requirements se t out in legislation and in the systems/procedures (verification). Guidance and dialogue are important aspects of supervision. If errors are uncovered that are not followed up on the enterprises part, however, the supervisory authorities can issue orders. The Labour Inspection Authority and the Petroleum Safety Authorit y Norway may, if necessary, enforce compliance with such orders by imposing over run penalties, i.e. the enterprise has to pay a fine to the public purse until t he order has been complied with. If the order is not complied with or an imminen t risk to life and health are deemed to exist, the supervisory authorities can c lose down enterprises in whole or in part.