The psychology, potential perils, and practice of leading healthy workplaces (original) (raw)
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This study focused on the healthy workplace and employees' wellness dimensions in the promotion of wellbeing and productivity at work in the new normal of the non-teaching employees of Laguna State Polytechnic University San Pablo City Campus. The study used descriptive method with an aid of spearman rho that identified significant relationships between healthy workplace towards employees' wellbeing and productivity at work in the new normal and employees' wellness dimensions towards wellbeing and productivity at work in the new normal. As to result, the respondents highly observed a healthy workplace, highly practiced the employees' wellness, highly experienced the employees' wellbeing at work, and highly experienced the employees' productivity at work in the new normal. Therefore, it rejects the null hypothesis of the study. Hence, to support the university practices, the study proposes an improvement on the healthy workplace and employees' wellness to promote wellbeing and productivity at work in the new normal and highly recommends an extension project entitled "Project Wellness".
Healthy workplaces: what we know and what else we need to know
Journal of Corporate Real Estate, 2019
Purpose This paper aims to explore the impact of buildings on the creation of healthy workplaces (HWs) and end users’ physical and mental health and well-being. The paper presents available research on the impact of workplace layout, interior design, indoor climate and “green” offices. It ends with reflections on the main lessons learned, gaps in our current knowledge and suggestions for further research. Design/methodology/approach A literature research has been conducted of all papers in four corporate real estate management and facilities management-oriented journals from 2008 to 2017 that discuss health and well-being and related topics such as satisfaction, productivity and creativity. Findings A conceptual model to analyse impact factors for HWs covers the influence of many different variables. Most papers only discuss a particular influencing factor, mainly plants and indoor climate. Various papers show that the spatial layout, in particular the level of openness and opportun...
What really improves employee health and wellbeing
International Journal of Workplace Health Management, 2014
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An expanded holistic model of healthy workplace practices
International Journal of Organizational Analysis, 2019
Purpose The purpose of this paper is to test whether supportive workspace design, cultivation of high-quality leader–member relationships and vision alignment explain incremental variance in job satisfaction, work engagement and overall life satisfaction beyond antecedents identified in an earlier model of healthy workplace practices. Design/methodology/approach This paper reports the results of a survey study with a diverse sample of 214 employees. Findings In a series of regression analyses, the findings revealed that supportive workspace design, cultivation of high-quality leader–member relationships and vision alignment each explain incremental variance in one or more outcome variables (job satisfaction, work engagement and overall life satisfaction) beyond that of antecedents identified in an earlier model of healthy workplace practices. Research limitations/implications The present study identifies additional important variables to consider when conducting future research on h...
Healthy Mind; Healthy Organization— A Proactive Approach to Occupational Stress
Human Relations, 1994
The direct and indirect costs of occupational stress can be measured in both humanistic and financial terms. Therefore, financially healthy organizations are likely to be those which are successful in maintaining and retaining a workforce characterized by good physical, psychological, and mental health. In drawing upon recent empirical studies, this paper examines a wide range of issues including: factors intrinsic to the job, corporate culture, managerial style, style of work organization and physical layout, home/work interface, etc., which impact on employee health and well-being, and so determine the financial health and profitability of the organization. It also addresses the efficacy of various intervention strategies in reducing employee stress, and their implications for organizational practices and human resource policies.
Beyond Hedonia: 5 Keys to Enhancing Workplace Well-Being at Scale
American Journal of Health Promotion, 2019
The Importance of Well-Being at Work E ven though we spend the majority of our waking lives at work, for most people, work is not a primary source of happiness. In fact, recent data on the ways work can compromise health and well-being is alarming. Work now ranks as the fifth leading cause of death in the United States due to work-induced stress, 1 and workplace stress has also been found to be associated with cardiovascular disease and depression. 2 Employee well-being isn't just good for employees, supporting it also represents a significant opportunity for organizations. Research suggests that the relationship between happiness and success isn't just correlational, it's causal. 3 In other words, employee happiness positively impacts performance, job satisfaction, and overall career success 4 and even reduces health-care costs for organizations. 2 More recently, organizations have started to catch on to these potential benefits and are investing in employee well-being. However, despite spending nearly US$8 billion on employee well-being in 2018 in the United States alone, 5 data on stress, burnout, and loneliness show that we have a long way to go. 1,6 So, while the importance of happiness and well-being is not in doubt, developing effective practices that positively move the needle in today's workplace remains a largely unsolved challenge. In this article, we share how we conceptualize well-being at work, define 5 specific drivers of workplace wellbeing we have leveraged within organizations, and offer a broad view of some of the interventions we use with employee populations. We also share our research to date on the impact of our interventions on employee well-being as a way to demonstrate the strides that can be made in employee populations within a relatively short period of time. We conclude with generalizable best practices for practitioners who share the mission to support the health and well-being of employees everywhere.
Health and well-being in the workplace: a review and synthesis of the literature
Journal of Management, 1999
Health and well-being in the workplace have become common topics in the mainstream media, in practitioner-oriented magazines and journals and, increasingly, in scholarly research journals. In this article, we first review the literature that serves to define health and well-being. We then discuss the primary factors associated with health and well-being, the consequences of low levels of health and well-being, and common methods for improving health and well-being in the workplace. Finally, we highlight important future directions for future theory, research, and practice regarding health and well-being from an organizational perspective.
Improving Healthy Behaviour in the Workplace
KnE Life Sciences, 2018
Work is required to meet the needs of life and create prosperity, but it can impact the worker's health and safety. The risk factors of work are derived from the work process, the materials and tools involved, and the workplace; however, workers themselves can also be a source of harm if their health condition is not fit to work, and/or if they perform unsafe acts while working. One important factor that determines workers' health is their lifestyle, both in daily life and at the workplace. This article aims to share information about the Workplace Health Promotion program stage cycle development model. This model has evolved following the development of our knowledge derived from a literature review of both books and journals, an analysis of current issues, and our research involving students, as well as collaboration among campuses, faculty, companies, and other stakeholders in community social responsibility programs. This model consists of eight stages from which the name of RAPKPIEK is derived: recognition of health hazard and risk; analysis of needs; program planning; communication; preparation; implementation; evaluation; and continuity. The original program has been enhanced with three added initiatives: ethics and value, leadership engagement and worker participation, and the assembly and mobilization of human resources and infrastructure. Our research and our field experiences found that the RAPKPIEK model successfully improved several health indicators and established a healthy lifestyle in many workplaces. This model can be used as a guide for the development of interventions and form the basis of evaluation in workplace health promotion programs. However, it is suggested that the RAPKPIEK-plus concept of advancement needs to be further investigated for its effectiveness in order to promote better and more sustainable health behaviour in the workplace.