Introducing the Workplace Well-Being Program Implementation Model: A Model to Inform the Establishment of Organizational Well-Being Programs (original) (raw)
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Employee Wellbeing – Are Organizations Addressing it the Correct Way?
IRA-International Journal of Management & Social Sciences (ISSN 2455-2267)
Work is a fundamental aspect of life. Employees spend much of their waking hours at work with an average of around 9 hours per day and 48 hours per week. With the amount of time the workforce spends working, it is not surprising that work relates significantly to overall well-being and life satisfaction. One key aspect of wellbeing that work affects is stress and it has several significant health-related consequences. With the high turnover in most organizations and with many organizations giving excellent employee benefits, it has become imperative to provide employees with reasons to stay. Many researchers have linked performance with wellness. Studies have indicated that there are many high levels of organizational productivity loss which are directly linked to workplace stress and a lack of employee wellness. Employees who aren't well physically or mentally won't be able to work to their full potential. Wellbeing affects an employee's ability to creatively solve problems. It also influences their attitude to work, and their relationship with co-workers and it affects their health as well. It is a key issue that organizations are trying to address. Large numbers of employers have adopted workplace wellbeing strategies and are relating them to HR objectives. The focus on employee wellbeing has never been more crucial than it is today. The question is-What is the goal of wellbeing programs in organizations? How do employees perceive such programs? Is it able to address both the male and female workforce? Are the programs effective? Is it backed by data? In our study, we try to answer these questions. Our empirical study seeks to identify the stress factors for employees and assess the wellbeing programs of organizations to find out whether they are able to address the stress-inducing factors. We also try to find the scope of HR analytics in making the wellbeing programs effective, thus enhancing employee wellbeing.
A Test of Two Positive Psychology Interventions to Increase Employee Well-Being
Journal of Business and Psychology, 2013
Purpose Despite an abundance of organizational research on how contextual and individual difference factors impact well-being, little research has examined whether individuals themselves can take an active role in enhancing their own well-being. The current study assessed the effectiveness of two simple, self-guided workplace interventions (''gratitude'' and ''social connectedness'') in impacting well-being. Design/Methodology/Approach Sixty-seven university employees participated in one of the two self-guided interventions for 2 weeks and completed self-report measures prior to the intervention, immediately following the intervention, and one-month post-intervention. Growth curve modeling was used to examine the effects of each intervention. Findings Partially supporting hypotheses, the gratitude intervention resulted in significant increases in positive affective well-being and self-reported gratitude but not did significantly impact negative affective well-being or selfreported social connectedness. The social connectedness exercise did not significantly impact any of those four outcomes. However, both interventions related to a reduction in workplace absence due to illness. Implications The study suggests that self-guided, positive psychology interventions (particularly gratitude) hold potential for enhancing employee well-being. Because the interventions are short, simple, and self-guided, there is little in the way of costs or drawbacks for organizations. Thus, these types of interventions seem like a potentially useful component of workplace wellness initiatives. Originality/Value This study is one of the few to examine whether self-guided, positive psychology interventions can enhance well-being. Moreover, this is the first study to examine a social connectedness workplace intervention and the first to demonstrate effects on illness-related absence.
Analyzing the Impact of Employee Well Being Programs on Productivity
International Journal For Multidisciplinary Research, 2024
The Numerous studies and analyses have demonstrated that employee well-being programs greatly boost an organization's growth and productivity. This research is to conduct to determine the effectiveness among the staff well being programs that should significantly impact the performance among the staff or not. The wellness programs and initiatives helps the employees to maintain their health at very good and they experience joy when taking part in the company's employee well-being initiatives. This research study's primary goal is to ascertain how employee well-being initiatives affect an organization's overall performance. The significance of successfully implementing the organization's employee well-being programs is well demonstrated by this research study. The organization has to invest the employee wellness initiatives to keep their employees more hygiene and make happiness that significantly increase the productivity levels in the organization.
The Working for Wellness Program: RCT of an Employee Well-Being Intervention
This paper details the design and evaluation of a positive psychology-based employee well-being program. The effect of the program on well-being was evaluated using a mixed method design comprising of an RCT to assess outcome effectiveness, and participant feedback and facilitator field notes to assess process and impact effectiveness. Fifty government employees were randomly allocated to either an intervention or a control group (reduced to n = 23 for complete case analysis). The intervention group participated in the 6-week Working for Wellness Program and completed measures of subjective, psychological, affective and work-related well-being (SWB, PWB, AWB and WWB) at pre-intervention, post-intervention, and three and 6 month follow-ups. The control group completed the questionnaires only. As predicted, mixed ANOVAs revealed improvements in SWB and PWB for intervention group participants over time relative to control participants but these effects had reduced by time 4. There was a main effect of group on AWB in the predicted direction but no effect on WWB. Participant feedback indicated that the focus on strengths and group delivery were the most effective components of the program. Key issues were sample attrition and a lack of on-the-job support for change. Findings suggest employees can learn effective strategies for sustainably increasing their subjective and psychological well-being.
WELL-BEING IN THE WORKPLACE AND ITS RELATIONSHIP TO BUSINESS OUTCOMES A REVIEW OF THE GALLUP STUDIES
Two lines of research characterize the study of the effects of organizational environment on workers' quality of life and performance. The first line originates with the study of stress and health and is best represented by the theory of person--environment fit (see . Proponents of the stress perspective argue that worker performance and quality of life are hindered by strain (too much challenge) or boredom (too little challenge). When demands exceed or fall below the resources, individuals experience undesirable states (e.g., strain or boredom) that hinder the quality and quantity of performance as well as their well-being. From the stress perspective, a healthy work force means the absence of strain or boredom (see also .
Impact of happiness-enhancing activities and positive practices on employee well-being
Journal of Asia Business Studies, 2021
Purpose Psychology studies have gradually evolved in the past decades from examining negative to positive states of mind. This has led to an increasing interest in understanding the well-being of individuals. Further, organizational research has demonstrated a positive impact of employee well-being on key business indicators. Drawing from positive psychology, this study examines the impact of happiness-enhancing activities and positive practices (HAPP) on employee well-being. Design/methodology/approach This study was conducted in an emerging information technology firm in India. Using validated measures, this study designed an online survey that was completed by 54 employees of the firm. Findings Employees largely perceived the HAPP as important but reported low levels of engagement in most activities or practices. Using hierarchical linear regression, this study found that self-concordant work significantly impacted employee’s job satisfaction and job-related affective well-being....
Public and private sector interest in employee wellbeing has grown steadily in the past 20 years. Arguably the most visible manifestation of this interest is workplace health promotion and wellbeing (WorkWell) programs, which can be found in various guises within many contemporary organisations. Despite their recent proliferation, research in this area has focused mainly on how participation in these programs impacts upon a narrow range of factors related to finance (e.g. health care costs) and productivity (e.g. absenteeism). Whilst the focus of these programs is invariably positive (insofar as they aim to improve physical, psychological and social functioning), it cannot be assumed that employees will be positively disposed towards them. Indeed, empirical and anecdotal evidence suggests that employee participation is a widespread challenge when implementing WorkWell initiatives. This paper introduces the concept of employee receptivity and reviews an array of factors that may influence participation. After reviewing pilot data from an employee wellbeing research project, three primary conclusions are presented. First, that participation may be low because such programs may not provide employees with what they most need. Second, that employee receptivity may be an important factor in making decisions about the implementation of WorkWell programs. Finally, there may be times when organisations would be far better served by concentrating on basic human relations issues than making sizable investments in formal, structured employee wellbeing programs.
A Literature Review of Workplace Well-Being
2020
Workplace well-being plays an important role in the sustainability of organizations and individuals within the organization. Organizations that have implemented health programs at work reported positive business results such as increased employee retention, productivity, and psychological well-being among a variety of other benefits. For individuals, workplace well-being means a healthy and balanced life. The benefits of the mental health of the workforce are very clear. Mental health work is a place where risk factors are recognized and dealt with, and protective factors are nurtured and maximized. This article discusses workplace well-being, factors that affect workplace well-being, and the impact of workplace well-being. This literature review was conducted based on 18 journals on workplace well-being. The result shows workplace wellbeing is one of the important elements in an organization. The existence of workplace wellbeing will foster individuals in the organization to be &qu...
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.
Moving the employee well-being agenda forward
2016
We hope you find this publication inspiring when considering your own well-being approach, policy considerations and further academic contribution to the issues raised. Please do engage with us and contribute to the debate on social media on #wellbeing16. Foreword References BOXALL, P. and MACKY, K. (2009) Research and theory on high performance work systems: progressing the high involvement work stream.