Journal articles: 'Employee health and well-being'

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Nöhammer, Elisabeth, Harald Stummer, and Claudia Schusterschitz. "Improving employee well-being through worksite health promotion? The employees’ perspective." Journal of Public Health 19, no. 2 (September 24, 2010): 121–29. http://dx.doi.org/10.1007/s10389-010-0364-4.

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Mellor, Nadine Joelle, Leanne Ingram, Marc Van Huizen, John Arnold, and Anne-Helen Harding. "Mindfulness training and employee well-being." International Journal of Workplace Health Management 9, no. 2 (June 13, 2016): 126–45. http://dx.doi.org/10.1108/ijwhm-11-2014-0049.

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Purpose – The purpose of this paper is to assess the effects of mindfulness training (MT) on employee well-being. Mindfulness is the awareness of one’s thoughts, emotions, sensations, actions and surroundings in the present moment. Design/methodology/approach – The authors used pre-post training measures and a four-week follow-up on a sample of 23 employees from a UK-based organization. The MT group (n=12) received a weekly two-hour training over eight weeks whilst the control group (n=11) received no training. Qualitative interviews (n=36) were conducted with the MT group at three time points to further assess the subjective experiences of training participants. Findings – Compared to the control group, the MT group significantly increased their mindfulness skills including observing and acting with awareness. Scores on well-being, i.e. satisfaction with life, hope and anxiety also improved and were generally maintained at follow-up. Some improvements were seen in the control group too but there was a larger difference in change scores in the MT group on most variables. Qualitative data show additional benefits of MT such as improved concentration at work and better interpersonal relationships. More practice at home led to greater benefits suggesting a dose-response relationship between the amount of practice and substantial benefits. Research limitations/implications – Inviting participants to have a greater amount of practice between sessions may further increase the benefits of mindfulness. Future research should consider a longer follow-up period to further explore the sustainability of the training benefits. Originality/value – Employing a mixed-method approach, this study showed that MT is a viable psychological intervention for enhancing employee well-being.

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Fridayanti, F., N. Kardinah, and Tyas Julianti Nurul Fitri. "Peran Workplace Well-being terhadap Mental Health: Studi pada Karyawan Disabilitas." Psympathic : Jurnal Ilmiah Psikologi 6, no. 2 (December 31, 2019): 191–200. http://dx.doi.org/10.15575/psy.v6i2.5754.

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Disability employees are still relatively few employed in he company. When disability employees have to work in tandem with normal employees, of course there will be a little different treatment from their normal coworkers. It will have a impact on psychological conditions especially on mental health and workplace well-being disability employee, both in internal and external factors. This study examined the effect of workplace well-being on mental health. The study was conducted at one company located in Garut, West Java. Total participants are 70 employee with disability (30 men and 40 women). The researcher used a workplace well-being Questionaire and General Health Questionare (QHG). Data were analyzed using simple regression analysis. The results showed that there was an effect of workplace well-being on mental health. It can be seen from the significance value of 0,000 less than 0.005.

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Nahum-Shani, Inbal, Peter A. Bamberger, and Samuel B. Bacharach. "Social Support and Employee Well-Being." Journal of Health and Social Behavior 52, no. 1 (February 28, 2011): 123–39. http://dx.doi.org/10.1177/0022146510395024.

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Van Staden, Werdie. "THE BROADENED SCOPE OF A PERSON-CENTERED APPROACH TO WORK, HEALTH, AND WELL-BEING." International Journal of Person Centered Medicine 9, no. 4 (October 13, 2021): 9–16. http://dx.doi.org/10.5750/ijpcm.v9i4.1014.

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Background: Person-centered medicine (PCM) broadens the practical scope in health practice beyond patient-centered medicine. Objectives: The objective of this article is to consider what a broadened scope mean in understanding how employment/work relates to the promotion of health and well-being of the patient and the practitioner. Method: The conceptual scope of PCM is applied in considering the connections of work with health and well-being. The scope of occupational health is accordingly expanded in accounting for the work and well-being of the patient and the practitioner. Results: PCM puts the person and people before their work. It recognizes that an employed person, whether patient or practitioner, works in a context that is interpersonal and in which all the role players contribute to a healthy milieu. This means that a healthy work–life balance should not be pursued merely as an attribute of an individual, but as a pursuit to which all role players should actively contribute and take joint responsibility. Both the employer and the employee should accordingly invest in a healthy work–life balance, for example. An employer that recognizes in a person-centered way its role in the well-being of its employee is investing in the employee as a valued asset not merely by attending to the person’s ill health and the prevention of ill health and burnout (as is commonly the objective in occupational health programs), but by promoting his or her positive health and well-being. Furthermore, PCM guides the pursuit of a person’s well-being in a healthy work context by accounting for the person’s subjective experiences, values, preferences and interests. Conclusion: PCM provides for an approach to a healthy work context in which the patient or the practitioner may flourish through active investments for which both the employer and the employee should take responsibility.

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Schult, Tamara M., Eve M. Nagler, Glorian Sorensen, Jennifer L. Sullivan, Nancy Gendreau, Ryan G. Seibert, and David C. Mohr. "Employee Perceptions of Safety, Health, and Well-Being." Journal of Occupational and Environmental Medicine 60, no. 11 (November 2018): e582-e588. http://dx.doi.org/10.1097/jom.0000000000001445.

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Mackie, J. "Employee well-being support: a workplace resource." Occupational Medicine 58, no. 6 (August 26, 2008): 445. http://dx.doi.org/10.1093/occmed/kqn100.

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Marin-Garcia, Juan A., and Tomas Bonavia. "Empowerment and Employee Well-Being: A Mediation Analysis Study." International Journal of Environmental Research and Public Health 18, no. 11 (May 28, 2021): 5822. http://dx.doi.org/10.3390/ijerph18115822.

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This study examines the relationship between structural and psychological empowerment and its effects on employees’ psychological, physical, and social well-being. Despite the quantity of previously published works, empirical evidence about these relationships in the workplace is scarce. We developed a mediation model in which structural empowerment predicts employee well-being via psychological empowerment. We based our study on the EU-27 data from the 6th European Working Conditions Survey (EWCS). Data were collected from a questionnaire administered face-to-face to a random sample of employees and the self-employed representative of the working population in the European Union (number of valid responses in this study: 23,468). The effects of the relationships among the variables considered were evaluated using Partial Least Squares (PLS). Results indicate that structural empowerment was positively related to psychological empowerment, which was positively related to job satisfaction, work engagement, and social well-being. The expected relationships for work stress and physical well-being were not found.

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Reddy, Kavitha P., Tamara M. Schult, Alison M. Whitehead, and Barbara G. Bokhour. "Veterans Health Administration’s Whole Health System of Care: Supporting the Health, Well-Being, and Resiliency of Employees." Global Advances in Health and Medicine 10 (January 2021): 216495612110226. http://dx.doi.org/10.1177/21649561211022698.

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The Veterans Health Administration (VHA) is implementing a Whole Health System (WHS) of care that empowers and equips Veterans to take charge of their health and well-being and live their lives to the fullest, and increasingly leaders recognize the need and value in implementing a similar approach to support the health and well-being of employees. The purpose of this paper is to do the following: 1) provide an overview of the WHS of care in VHA and applicability in addressing employee resiliency; 2) provide a brief history of employee well-being efforts in VHA to date; 3) share new priorities from VHA leadership as they relate to Employee Whole Health strategy and implementation; and 4) provide a summary of the impacts of WHS of care delivery on employees. The WHS of care utilizes all therapeutic, evidence-based approaches to support self-care goals and personal health planning. Extending these approaches to employees builds upon 10 years of foundational work supporting employee health and well-being in VHA. In 2017, one facility in each of the 18 Veterans Integrated Service Networks (VISNs) in VHA was selected to participate in piloting the WHS of care with subsequent evaluation by VA’s Center for Evaluating Patient-Centered Care (EPCC). Early outcomes, from an employee perspective, suggest involvement in the delivery of the WHS of care and personal use of the whole health approach have a meaningful impact on the well-being of employees and how they experience the workplace. During the COVID-19 pandemic, VHA has continued to support employees through virtual resources to support well-being and resiliency. VHA's shift to this patient-centered model is supporting not only Veteran care but also employee health and well-being at a time when increased support is needed.

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Perry, Sara Jansen, Cristina Rubino, and Daniel C. Ganster. "Emerging Research in Employee Health and Well-Being Interventions." Academy of Management Proceedings 2018, no. 1 (August 2018): 15628. http://dx.doi.org/10.5465/ambpp.2018.15628symposium.

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van den Tooren, Marieke, and Jeroen de Jong. "Job demands-resources and employee health and well-being." Career Development International 19, no. 1 (February 4, 2014): 101–22. http://dx.doi.org/10.1108/cdi-05-2013-0058.

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Purpose – The aim of this paper is to investigate whether the main propositions of the job demands-resources (JDR) model are moderated by type of contract (i.e. temporary contract vs permanent contract). Design/methodology/approach – Survey data were collected in a large, heterogeneous sample from different countries, sectors, and jobs (n=3,845). Hypotheses were tested by means of multilevel analyses. Findings – Results showed moderate support for the main effects of job demands (job insecurity and time pressure) and job resources (autonomy and social support) and weak support for the buffer effect of job resources in the prediction of job satisfaction and general health. The impact of contract type on the main propositions of the JDR model appeared to be weak. Yet, the evidence that was found suggests that temporary workers may be more tolerant to job insecurity and more likely to benefit from the buffering role of autonomy than permanent workers. Originality/value – This is the first study to investigate whether the relation between job demands and job resources and employee health and well-being differs for permanent workers and temporary workers.

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Baskar, Karuna, Ellen Mrinalini B. Shinde, and Deepti A. Srinivasan. "Promoting Mental Well-Being Through Employee Assistance Programmes." NHRD Network Journal 14, no. 1 (January 2021): 64–82. http://dx.doi.org/10.1177/2631454120979764.

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Mental health is increasingly being recognised as a critical component of employee well-being. Employee Assistance Programmes (EAPs) provide a comprehensive range of services to corporations to enhance the mental well-being of employees, leading to greater productivity. Increased uptake of EAP services across industries in India over the past two decades clearly indicates the growing recognition of the value of such services. Is there a real need in India for mental health services or are EAPs more suited to a western context and typically introduced only in response to a global mandate? How do employees and organisations benefit from the introduction of an EAP? This article seeks to address these questions by examining mental health data and EAP utilisation trends in India. It also explores the business case for EAP, outlines the components of a comprehensive EAP and draws attention to the unique attributes that would make an EAP effective in the Indian context thereby providing a significant return on investment for the organisation.

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Kaluza, Antonia Johanna, Franziska Weber, Rolf Van Dick, and Nina Junker. "The Relevance of Employees’ Expectations Regarding Leaders’ Health Promotion for Employee Well-Being." Academy of Management Proceedings 2020, no. 1 (August 2020): 14987. http://dx.doi.org/10.5465/ambpp.2020.14987abstract.

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Singh, Anupama, and Sumi Jha. "Relationship between employee well-being and organizational health: symbiotic or independent?" Industrial and Commercial Training 54, no. 2 (December 16, 2021): 231–49. http://dx.doi.org/10.1108/ict-03-2021-0018.

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Purpose The purpose of this study is to understand the bi-directional causal relationship (regular and reverse causation) between employee well-being and organizational health, which is grounded in the micro-foundations of institutional theory. Design/methodology/approach In this study, employee well-being has two facets: work engagement and burnout. The positive aspect of employee well-being has been conceptualized by work engagement, whereas the negative aspect has been conceptualized with the help of burnout. As concurrent triangulation method was adopted, the qualitative data, as well as quantitative data, was collected from various laboratories of Council of Scientific and Industrial Research – an Indian research and development organization. Findings The findings did not show the existence of a symbiotic relationship between employee well-being and organizational health. The findings indicated the existence of a significant positive relationship between organizational health and employee well-being, but the reverse effect was found to be non-significant. This shows that when organizational health is good, employees’ health will also be good but not vice versa. Originality/value This study shows that health is not a static state, and so, at any given point in time, employee well-being cannot have a positive relationship with organizational health. Employee engagement helps enhance organizational health, whereas burnout can hinder organizational health if not properly mitigated.

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Vasylyk, A. V., H. V. Smalichuk, and Y. O. Luzhko. "Well-Being of Employees in the Organization: The Essence, Components and Tasks of Personnel Management." Business Inform 11, no. 526 (2021): 419–24. http://dx.doi.org/10.32983/2222-4459-2021-11-419-424.

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In the current socio-economic conditions, the issue of ensuring the well-being of workers in the workplace is of relevance. The purpose of the research is to generalize the theoretical bases for determining the essence, components and objectives of ensuring the well-being of the organization staff; analysis of the current status of well-being of Ukrainian companies based on the authors’ own sociological research, as well as development of recommendations for maintaining the well-being of staff under the current conditions. It is proved that organisations can reorganize work in such a way that employees not only feel their best, but also work more efficiently, strengthening the connection between the staff well-being and the work outcomes. The role of well-being management is proved through high returns, motivation and efficiency of the staff work; unique value proposition of the employer; involvement and loyalty of staff; employer brand for potential employees; profitability of the business. It is displayed that one of the main directions of development of well-being programs in the context of the COVID-19 epidemic and the associated crisis is the support of emotional and mental health of employees. According to the results of the authors’ own sociological survey, the status and problematic places in ensuring the physical, psychological, social, career, financial well-being of employees in Ukraine are defined, the needs of employees in priority measures on the part of the employer in the sphere of well-being management are identified. According to the results of the research, the main directions of improving the practice of staff management in terms of ensuring all measurements of the employee well-being in the workplace can be summarized. These directions should become elements of well-being strategy in companies and include changing organizational and psychological aspects of the staff work, preventing stress and professional burnout, reducing threats to life at work, maintaining physical, mental and psychological health, career and financial well-being. Well-being of staff in the novel socio-economic conditions should become a new philosophy and culture of management, and HRM should be aimed at preserving and using human potential as best as possible, provided that staff are healthy and well-being.

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Vander Elst, Tinne, Ronny Verhoogen, and Lode Godderis. "Teleworking and Employee Well-Being in Corona Times." Journal of Occupational & Environmental Medicine 62, no. 12 (October 14, 2020): e776-e777. http://dx.doi.org/10.1097/jom.0000000000002059.

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Ravalier, J. M., P. Wegrzynek, and S. Lawton. "Systematic review: complementary therapies and employee well-being." Occupational Medicine 66, no. 6 (April 4, 2016): 428–36. http://dx.doi.org/10.1093/occmed/kqw047.

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Clausen, Thomas, Karl Bang Christensen, and Karina Nielsen. "Does Group-Level Commitment Predict Employee Well-Being?" Journal of Occupational and Environmental Medicine 57, no. 11 (November 2015): 1141–46. http://dx.doi.org/10.1097/jom.0000000000000547.

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Zhang, Baojie, Lifeng Yang, Xiangyang Cheng, and Feiyu Chen. "How Does Employee Green Behavior Impact Employee Well-Being? An Empirical Analysis." International Journal of Environmental Research and Public Health 18, no. 4 (February 9, 2021): 1669. http://dx.doi.org/10.3390/ijerph18041669.

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The issue of environmental protection and sustainable development is a key research focus across multiple fields. Employee green behavior is considered to be an important micro-activity to address this. Researchers in the field of organizational behavior and sustainable development have been focusing on the influencing factors of employee green behavior. However, few have explored the beneficial effects of employee green behavior on behavioral implementers. The objective of this study is to investigate the relationships among employee green behavior, self-esteem, perceived organizational support for employee environmental efforts, and employee well-being, and to explore a new dimension of employee green behavior. We empirically examined the underlying framework by conducting two surveys to collect data from 900 employees working in manufacturing, construction, and the service industry in China. We performed multilevel path analysis using SPSS and AMOS software, and confirmed that employee green behavior includes four dimensions: green learning, individual practice, influencing others, and organizational voices. Further, employee green behavior has a significant positive impact on self-esteem, which in turn is converted into employee well-being. Finally, perceived organizational support for employee environmental efforts not only positively moderated the relationship between employee green behavior and self-esteem, but was also confirmed as a moderated mediation model. This study enriches the current literature on the measurement framework and variables of employee green behavior.

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Moovala, Vijayalaxmi. "A study of employee well-being in the Kingdom of Bahrain." Advances in Social Sciences Research Journal 8, no. 8 (August 11, 2021): 31–40. http://dx.doi.org/10.14738/assrj.88.10537.

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Organisations are investing in employee well-being initiatives, as employees constitute the most important stakeholder group. Employee well-being requires a focused and concentrated approach. The main aim of this study was to assess the importance of employee well-being in organisations in the Kingdom of Bahrain. The study was based on the five domains of employee well-being model [1]. The five domains being the health domain, the work domain, the values/principles domain, the collective/social domain, and the personal growth domain. The study revealed that majority of the participating organisations were focusing more on factors related to physical health and physical safety of their employees than on mental health. Significant factors like pay and rewards, autonomy, job satisfaction, people management policies, professional management, workload distribution, and leadership need improvement when compared to factors like work-life balance, open and inclusive work environment. All these factors relate to the work domain. In the values/principles domain, more participating organisations had a clear mission and objectives, and were investing in training their managers and employees, whereas ethical standards, diversity and inclusion, cultural engagement, corporate governance, corporate social responsibility, dignity at work and mutual trust at the workplace, needs to be given more attention. Very few participating organisations have value-based leadership and a well-being strategy in place. Teamworking, dignity and respect at the workplace were evident in more participating organisations than factors like positive and healthy relationships, employee voice, supportive management style. All these factors contribute to the collective/social domain of employee well-being, In the personal growth domain, performance management and personal development plans, open and collaborative culture, and succession planning were prevalent in more participating organisations than effective utilisation of employees’ skills, coaching and mentoring, resilience training, positive emotional relationships, financial well-being, challenging work , lifelong learning, access to training and creativity. Mid-career review was conspicuous by its absence in all participating organisations. The study reveals that employee well-being in organisations in the Kingdom of Bahrain needs more attention and focus than what is being accorded now.

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Minutillo, Susannah, Michelle Cleary, and Denis Visentin. "Employee Well-Being in Open-Plan Office Spaces." Issues in Mental Health Nursing 42, no. 1 (January 2, 2021): 103–5. http://dx.doi.org/10.1080/01612840.2020.1865072.

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Schultz, Alyssa B., and Wayne N. Burton. "Sleep: An Integral Component of Employee Well-Being Programs." American Journal of Health Promotion 32, no. 7 (August 12, 2018): 1639–41. http://dx.doi.org/10.1177/0890117118790621c.

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von Bonsdorff, Monika E., Sinikka Vanhala, Jorma Seitsamo, Minna Janhonen, and Päivi Husman. "Employee Well-Being, Early-Retirement Intentions, and Company Performance." Journal of Occupational and Environmental Medicine 52, no. 12 (December 2010): 1255–61. http://dx.doi.org/10.1097/jom.0b013e3181f9f0b9.

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Jacobs, Christine, Holger Pfaff, Birgit Lehner, Elke Driller, Anika Nitzsche, Brigitte Stieler-Lorenz, Jürgen Wasem, and Julia Jung. "The Influence of Transformational Leadership on Employee Well-Being." Journal of Occupational and Environmental Medicine 55, no. 7 (July 2013): 772–78. http://dx.doi.org/10.1097/jom.0b013e3182972ee5.

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Wright, P. "Wellness at Work: Protecting and Promoting Employee Well-being." Occupational Medicine 58, no. 3 (May 1, 2008): 225. http://dx.doi.org/10.1093/occmed/kqn004.

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Neto, Mariana, Vânia Sofia Carvalho, Maria José Chambel, Sérgio Manuel, José Pereira Miguel, and Maria de Fátima Reis. "Work-Family Conflict and Employee Well-Being Over Time." Journal of Occupational and Environmental Medicine 58, no. 5 (May 2016): 429–35. http://dx.doi.org/10.1097/jom.0000000000000707.

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O’Neil, Beate. "Why well-being in the workplace matters." Strategic HR Review 16, no. 1 (February 13, 2017): 7–12. http://dx.doi.org/10.1108/shr-11-2016-0102.

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Purpose Over the past few years, there has been a groundswell of interest in corporate employee well-being programmes. The purpose of this study is to examine the reasons why companies should invest in well-being programmes and advise on how to implement one. Design/methodology/approach This study refers to in-depth research carried out by Punter Southall Health and Protection and Reward and Employee Benefits Association (REBA) and also includes a case study. Findings This study finds that poor health has an impact on work productivity, and that with the general population’s health in decline and an increasingly ageing workforce, it is essential for companies to have a defined well-being strategy. Originality/value This study provides HR departments and senior managers with sound examples and advice on how to ensure that their employee well-being programmes are implemented and run successfully.

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Thakur, Vikash, and Govind Swaroop Pathak. "Employee Well-being and Sustainable Development: Can Occupational Stress Play Spoilsport." Problemy Ekorozwoju 18, no. 1 (January 1, 2023): 188–98. http://dx.doi.org/10.35784/pe.2023.1.20.

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This study examines the notion of sustainable development in corporate organizations and argues that businesses’ adoption of systems/standards to support their sustainable development practices improves employee health and well-being in significant ways. Additionally, the paper analyses the effect of continual or progressive stress that employees face due to their job obligations, circumstances, surroundings, or other workplace pressures and how this affects the organization’s sustainability. Given the growing importance of occupational stress due to technological innovations and global economic progress, it has developed into a worldwide sustainability concern, affecting professionals and all types of employees. Additionally, this study proposes a framework for implementing an integrated management systems (IMS) approach centered on the iterative implementation of sustainable development practices to promote employee health and well-being and minimize workplace demands. Further, the significance of studies exploring the relationship between a company’s sustainable development policies, its employees’ health, and well-being are explored, and future research direction was discussed.

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Rajaratnam, Augustine S., Lindsay E. Sears, Yuyan Shi, Carter R. Coberley, and James E. Pope. "Well-Being, Health, and Productivity Improvement After an Employee Well-Being Intervention in Large Retail Distribution Centers." Journal of Occupational and Environmental Medicine 56, no. 12 (December 2014): 1291–96. http://dx.doi.org/10.1097/jom.0000000000000349.

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Grant, Adam M., Marlys K. Christianson, and Richard H. Price. "Happiness, Health, or Relationships? Managerial Practices and Employee Well-Being Tradeoffs." Academy of Management Perspectives 21, no. 3 (August 2007): 51–63. http://dx.doi.org/10.5465/amp.2007.26421238.

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Juchnowicz, Marta, and Hanna Kinowska. "Employee Well-Being and Digital Work during the COVID-19 Pandemic." Information 12, no. 8 (July 23, 2021): 293. http://dx.doi.org/10.3390/info12080293.

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The digitalisation of work is resulting in a transformation in the relationship between employees and employers as well as the perception of quality of life. Under the conditions of the COVID-19 pandemic, individuals whose work could be done with digital tools were directed to work remotely. Performing work duties at a distance from the workplace, colleagues, and supervisors affects the workplace resources available to employees and can have an impact on employee well-being. The main purpose of this paper is to analyse the relationship between remote working and employee well-being. The research hypothesis was that there is a relationship between employee well-being and the level of digitisation of work performed, as measured by the frequency of remote working. This article presents the results of empirical research conducted in January 2021, using the CAWI method, on a representative sample of Polish workers (n = 1000). An exploratory factor analysis and logistic regression were carried out. The results point to the three-dimensional nature of employee well-being, which includes workplace relationships, health, and work–life balance. Based on the results, working exclusively remotely was shown to negatively affect well-being in terms of workplace relationships and work–life balance. There was no statistically significant association between remote working and subjective health assessment. The results have important implications for the management of employee well-being in remote working settings. Originality/value lies in the fact that the article provides practical guidance in planning hybrid work arrangements.

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Hauff, Sven, Marco Guerci, and Silvia Gilardi. "Well-being-oriented HRM configurations: diffusion, contingencies and outcomes." Evidence-based HRM: a Global Forum for Empirical Scholarship 8, no. 3 (May 14, 2020): 253–71. http://dx.doi.org/10.1108/ebhrm-09-2019-0080.

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PurposeWhile current human resource management (HRM) research on the relationship between HRM and employee well-being has focused on performance-oriented HRM (e.g. high-performance work practices), scholars have called to broaden the perspective and to explore HRM practices that are indeed well-being-oriented. The purpose of this paper is to analyze the empirical diffusion of well-being-oriented HRM configurations, the conditions in which these are used, and their associations with health, happiness and relational well-being.Design/methodology/approachAnalyses are based on a probabilistic subsample of 1,364 employees in Germany. Employee data are used, since individual employees' perceptions of HRM practices are crucial for understanding the effects of HRM on employee well-being. Configurations of well-being-oriented HRM practices are identified using latent class analysis.FindingsFindings show that (1) employees experience diverse configurations of well-being-oriented HRM practices, which differ in their investment levels and the specific practices used; (2) these configurations are contingent on organizational-level and individual-level characteristics and (3) these configurations have diverse associations with different well-being dimensions. Importantly, configurations characterized by higher investments are not always associated with higher well-being, and the highest well-being is associated with a configuration based on high investment in well-being-oriented HRM focused on support from supervisors.Originality/valueThis exploratory paper is the first to analyze configurations of well-being-oriented HRM practices. By focusing on well-being-oriented HRM it complements previous research which usually addresses how HRM systems designed to enhance performance affect employee well-being.

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Zweber, Zandra M., Robert A. Henning, Vicki J. Magley, and Pouran Faghri. "Considering the Differential Impact of Three Facets of Organizational Health Climate on Employees’ Well-Being." Scientific World Journal 2015 (2015): 1–10. http://dx.doi.org/10.1155/2015/407232.

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One potential way that healthy organizations can impact employee health is by promoting a climate for health within the organization. Using a definition of health climate that includes support for health from multiple levels within the organization, this study examines whether all three facets of health climate—the workgroup, supervisor, and organization—work together to contribute to employee well-being. Two samples are used in this study to examine health climate at the individual level and group level in order to provide a clearer picture of the impact of the three health climate facets.k-means cluster analysis was used on each sample to determine groups of individuals based on their levels of the three health climate facets. A discriminant function analysis was then run on each sample to determine if clusters differed on a function of employee well-being variables. Results provide evidence that having strength in all three of the facets is the most beneficial in terms of employee well-being at work. Findings from this study suggest that organizations must consider how health is treated within workgroups, how supervisors support employee health, and what the organization does to support employee health when promoting employee health.

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Коновалова, Валерия, and Valyeriya Konovalova. "Experience, Development Trends And Problems of Implementing Corporate Employee Health and Well-Being Programs." Management of the Personnel and Intellectual Resources in Russia 7, no. 5 (November 14, 2018): 19–29. http://dx.doi.org/10.12737/article_5bd1c6797f9068.21933673.

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The article considers the accumulated experience and trends in the development of health management at the corporate level. The data of international and national studies are presented, indicating the benefits of using health programs for employee, employers and society as a whole, as well as highlighting the key problems arising in the management of employee health: when implementing corporate programs, it is not always clear and specific goals are established and data collection is organized , allowing to estimate their real results and efficiency; despite significant investments and efforts to stimulate participation in health and well-being programs, often employee participation continues to be at a rather low level (not least because of employee concerns about the use and confidentiality and protection of data obtained during implementation, discrimination); the studies point to marked differences in the assessment of the results of health and well-being programs by employers and employees; most of the programs for recovery and well-being are mostly reactive in nature, they are not aimed at solving existing problems, but not at preventing them, etc. The conditions necessary for the further development and effectiveness of corporate health and well-being management programs are justified.

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Steffy, Brian D., and John W. Jones. "The Psychological Impact of Video Display Terminals on Employees' Well-Being." American Journal of Health Promotion 4, no. 2 (November 1989): 101–7. http://dx.doi.org/10.4278/0890-1171-4.2.101.

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A survey was administered to two large groups of employees, one a group of health care employees and the other a group of employees from a large insurance firm. The survey was used to determine whether video display terminal (VDT) operators experience greater psychosomatic distress, job tension, job dissatisfaction, and strain than nonoperators or employees who operate VDTs infrequently. After controlling for demographic factors, tenure, and role strain variables, findings suggest that hours of VDT use has an impact on employee well-being, though role strain was more consistently related to outcome measures.

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Meyer, Sophie-Charlotte, and Lena Hünefeld. "Challenging Cognitive Demands at Work, Related Working Conditions, and Employee Well-Being." International Journal of Environmental Research and Public Health 15, no. 12 (December 19, 2018): 2911. http://dx.doi.org/10.3390/ijerph15122911.

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In times of digitalized workplaces the extent of challenging cognitive demands at work is rising and employees increasingly have to manage new and unlearned tasks. Yet, these work characteristics have received little attention on how they relate to the worker’s well-being. Thus, we analyze associations between cognitive work demands—also in interaction with other job characteristics—and indicators of employee well-being. The analyses are based on the BIBB/BAuA Employment Survey 2018, a cross-section that is representative for the German working population and covers approximately 20,000 employed individuals. Ordinary least squares (OLS) regressions suggest that cognitive demands are associated with a higher probability of feeling fatigued. In contrast, the results with respect to the employees’ self-rated health status and job satisfaction are ambiguous, depending on which cognitive demand is considered. Overall, the findings indicate that cognitive demands might be related to both resource and demand, depending on the individual resources of employees.

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Wut, Tai-Ming, Stephanie-Wing Lee, and Jing (Bill) Xu. "Role of Organizational Resilience and Psychological Resilience in the Workplace—Internal Stakeholder Perspective." International Journal of Environmental Research and Public Health 19, no. 18 (September 19, 2022): 11799. http://dx.doi.org/10.3390/ijerph191811799.

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The role of organizational resilience is important in an era of the new normal after COVID-19. The purpose of this study is to examine the effect of organizational resilience and psychological resilience on perceived well-being and employee resilience in the workplace from the internal stakeholder perspective. A new research framework has been proposed. Cross-sectional research design was employed to collect responses from 115 employees from various organizations. Structural equation modeling was used to analyze the data. Organizational resilience is associated with perceived well-being and employee resilience. Psychological resilience is associated with perceived well-being and employee resilience. Employee resilience and perceived well-being are associated with work engagement. Complex mediation models are proposed. Theoretical contributions and managerial implications are discussed.

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Yepes-Baldó, Montserrat, Marina Romeo, Kristina Westerberg, and Maria Nordin. "Job Crafting, Employee Well-being, and Quality of Care." Western Journal of Nursing Research 40, no. 1 (November 24, 2016): 52–66. http://dx.doi.org/10.1177/0193945916680614.

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The main objective is to study the effects of job crafting activities of elder care and nursing home employees on their perceived well-being and quality of care in two European countries, Spain and Sweden. The Job Crafting, the General Health, and the Quality of Care questionnaires were administered to 530 employees. Correlations and hierarchical regression analyses were performed. Results confirm the effects of job crafting on quality of care ( r = .291, p < .01; β = .261, p < .01; Δ R2 = .065, p < .01) and employees’ well-being ( r = .201, p < .01; β = .171, p < .01; Δ R2 = .028, p < .01). A positive linear relationship was found between job crafting and well-being in Spain and Sweden and with quality of care in Spain. On the contrary, in Sweden, the relationship between job crafting and well-being was not linear. Job crafting contributes significantly to employees’ and residents’ well-being. Management should promote job crafting to co-create meaningful and productive work. Cultural effects are proposed to explain the differences found.

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Slemp, Gavin R., and Dianne A. Vella-Brodrick. "Optimising Employee Mental Health: The Relationship Between Intrinsic Need Satisfaction, Job Crafting, and Employee Well-Being." Journal of Happiness Studies 15, no. 4 (August 10, 2013): 957–77. http://dx.doi.org/10.1007/s10902-013-9458-3.

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Faez, Elham, Seyed Abolfazl Zakerian, Kamal Azam, Kyle Hancock, and John Rosecrance. "An Assessment of Ergonomics Climate and Its Association with Self-Reported Pain, Organizational Performance and Employee Well-Being." International Journal of Environmental Research and Public Health 18, no. 5 (March 5, 2021): 2610. http://dx.doi.org/10.3390/ijerph18052610.

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Previous studies have demonstrated that a positive ergonomics climate with an equal focus on improving operational performance and employee well-being is beneficial to both employee health and organizational performance. This study aimed to assess the ergonomics climate at two power plants and examine its association with self-reported pain, performance, and well-being. At two power plants in Iran, survey responses from 109 and 110 employees were obtained. The questionnaires contained data on ergonomics climate, organizational performance, employee health, and self-reported pain. Results showed that the mean ergonomics climate scores between the Besat and Rey power plants were significantly different (p < 0.001). The overall ergonomics climate score, and all subscales scores, were positively associated with organizational performance (p < 0.001). The overall ergonomics climate score, and some of its subscales, were significantly associated with employees’ general health (p < 0.001). The ergonomics climate score was significantly higher in the group of employees who reported musculoskeletal pain than those who did not report musculoskeletal pain (p < 0.05). Investigation of ergonomics climate can provide organizations with a baseline for prioritizing their values and finding areas for improving organizational performance and employee health.

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Gandy, William M., Carter Coberley, James E. Pope, and Elizabeth Y. Rula. "Well-Being and Employee Health—How Employees' Well-Being Scores Interact with Demographic Factors to Influence Risk of Hospitalization or an Emergency Room Visit." Population Health Management 17, no. 1 (February 2014): 13–20. http://dx.doi.org/10.1089/pop.2012.0120.

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Xu, Qian, Zhe Hou, Chao Zhang, Feng Yu, and Tong Li. "Career Capital and Well-Being: A Configurational Perspective." International Journal of Environmental Research and Public Health 19, no. 16 (August 17, 2022): 10196. http://dx.doi.org/10.3390/ijerph191610196.

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This study explored the configuration effect of human capital, social capital, and psychological capital on employee well-being. A total of 458 employees were investigated via a human capital scale, social capital scale, Chinese psychological capital scale, and multiple well-being questionnaire. The result of the fuzzy-set qualitative comparative analysis showed that human capital, social capital, and psychological capital in the form of diversified configuration will achieve high well-being, characterized by “all roads lead to Rome”. Even without human capital and social capital, high well-being can be achieved as long as psychological capital exists. Psychological capital is the most critical factor affecting subjective well-being, followed by human capital and social capital. Compared with guanxi-oriented psychological capital, task-oriented psychological capital is a more critical factor in achieving high well-being.

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Broberg, Pernilla, Torbjörn Tagesson, and Timur Uman. "Antecedents of Psychological Well-Being among Swedish Audit Firm Employees." International Journal of Environmental Research and Public Health 17, no. 10 (May 12, 2020): 3346. http://dx.doi.org/10.3390/ijerph17103346.

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The attractiveness of audit firms as employers appears to have decreased in recent years and the audit profession is currently experiencing high employee turnover. A shortage of personnel increases the risk of long-term stress and illness. This paper therefore proposes audit firm employees’ well-being as an important research topic and explores the antecedents of well-being of Swedish audit firm employees in comparison with those of other business professionals. Based on a nationwide survey of members of the Swedish association of business professionals, with a focus on psychological well-being (measured through General Health Questionnaire-12 (GHQ-12)), the study shows that the psychological well-being of the professionals in this study generally aligns with the results from similar studies in a Swedish context. However, the findings indicate that audit industry respondents have the lowest psychological well-being and that employer change, job satisfaction, and life satisfaction were the strongest antecedents of their psychological well-being.

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de Bloom, Jessica, Sabine A. E. Geurts, Sabine Sonnentag, Toon Taris, Carolina de Weerth, and Michiel A. J. Kompier. "How does a vacation from work affect employee health and well-being?" Psychology & Health 26, no. 12 (December 2011): 1606–22. http://dx.doi.org/10.1080/08870446.2010.546860.

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McDiarmid, Melissa, Marian Condon, and Joanna Gaitens. "The Healthcare Sector Employer’s Duty of Care: Implications for Worker Well-Being." International Journal of Environmental Research and Public Health 18, no. 11 (June 3, 2021): 6015. http://dx.doi.org/10.3390/ijerph18116015.

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Pandemic diseases of this century have differentially targeted healthcare workers globally. These infections include Severe Acute Respiratory Syndrome SARS, the Middle East respiratory syndrome coronavirus Middle East respiratory syndrome coronavirus (MERS-CoV) and Ebola. The COVID-19 pandemic has continued this pattern, putting healthcare workers at extreme risk. Just as healthcare workers have historically been committed to the service of their patients, providing needed care, termed their “duty of care”, so too do healthcare employers have a similar ethical duty to provide care toward their employees arising from historical common law requirements. This paper reports on results of a narrative review performed to assess COVID-19 exposure and disease development in healthcare workers as a function of employer duty of care program elements adopted in the workplace. Significant duty of care deficiencies reported early in the pandemic most commonly involved lack of personal protective equipment (PPE) availability. Beyond worker safety, we also provide evidence that an additional benefit of employer duty of care actions is a greater sense of employee well-being, thus aiding in the prevention of healthcare worker burnout.

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Putra, Tegar Satya, and Aloysia Desy Pramusiwi. "Well-Being and Innovation: Investigating the Linkage among Well-Being Oriented Management, Knowledge Sharing, Innovation Climate, and Innovative Work Behavior." Media Ekonomi dan Manajemen 38, no. 1 (January 15, 2023): 147. http://dx.doi.org/10.56444/mem.v38i1.3448.

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For businesses to survive, innovation is essential. As a result, business experts and academics engaged in extensive discussions about encouraging creativity in corporate settings. However, most of the present literature focuses on the performance management paradigm when discussing innovation. Innovation is a resource-intensive process that, while it improves corporate performance, drains employees' resources. Thus, evaluating innovation through more critical lenses is needed. Through the lenses of the Theory of Conservation of Resources and Job Demand Resources Model, this research views innovation as a job demand and well-being oriented management as human resource intervention to enhance employee well-being. This intervention provides additional resources for employees to conduct innovation through knowledge sharing and is moderated by innovation climate. Purposive sampling is employed for this research survey and yields 150 valid responses. The data is then analyzed using SEM-PLS. The result shows that well-being oriented management positively influences knowledge sharing, and knowledge sharing positively influences innovative work behavior. Furthermore, knowledge sharing is also proven to mediate between well-being-oriented management and innovative work behavior. Moreover, innovation climate does not moderate the relationship between knowledge sharing and innovative work behavior. The result implies that managers must uphold their staff members' well-being by employing well-being-oriented management.

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Gingerich, Stefan B., Erin L. D. Seaverson, and David R. Anderson. "Association Between Sleep and Productivity Loss Among 598 676 Employees From Multiple Industries." American Journal of Health Promotion 32, no. 4 (August 21, 2017): 1091–94. http://dx.doi.org/10.1177/0890117117722517.

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Purpose: To examine the relationship between sleep habits and employee productivity. Design: Cross-sectional health risk assessment analysis. Setting: Employer-sponsored health and well-being programs. Participants: A total of 598 676 employed adults from multiple industries. Measures: Self-reported average hours of sleep, fatigue, absence days, and presenteeism. Analysis: Bivariate analyses to assess the relationships between self-reported hours of sleep and self-reported fatigue and mean and median absence and presenteeism. Results: The relationship between sleep hours and both measures of productivity was U-shaped, with the least productivity loss among employees who reported 8 hours of sleep. More daytime fatigue correlated with more absence and presenteeism. Median absence and presenteeism was consistently lower than mean absence and presenteeism, respectively, for the various hours of sleep and levels of fatigue. Conclusion: Organizations looking to expand the value of their investment in employee health and well-being should consider addressing the employee sleep habits that may be negatively impacting productivity.

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Kuoppala, Jaana, Anne Lamminpää, Irma Väänänen-Tomppo, and Katariina Hinkka. "Employee Well-being and Sick Leave, Occupational Accident, and Disability Pension." Journal of Occupational and Environmental Medicine 53, no. 6 (June 2011): 633–40. http://dx.doi.org/10.1097/jom.0b013e31821aa48c.

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Bates, John, and Neil Thompson. "Workplace Well-Being: An Occupational Social Work Approach." Illness, Crisis & Loss 15, no. 3 (July 2007): 273–84. http://dx.doi.org/10.1177/105413730701500308.

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In recent years there has been an increasing emphasis on employee welfare or, as it is being referred to with increasing frequency, “workplace well-being.” Traditional approaches to such issues have tended to be either medicalized (via occupational health interventions) or individualized (for example, through employee assistance programs—EAPs). This article proposes a broader approach based on the problem-solving perspective of occupational social work. It is argued that such a broader approach offers a sounder foundation for tackling workplace problems and promoting well-being in general and for addressing the challenges of loss, grief, and trauma in the workplace in particular.

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Brown, Carol E., Lynn Dexter, Natalie V. Schwatka, Miranda Dally, Liliana Tenney, Erin Shore, and Lee S. Newman. "Total Worker Health® and Small Business Employee Perceptions of Health Climate, Safety Climate, and Well-Being during COVID-19." International Journal of Environmental Research and Public Health 18, no. 18 (September 15, 2021): 9702. http://dx.doi.org/10.3390/ijerph18189702.

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The COVID-19 pandemic created workplace challenges for employee safety and health, especially in small enterprises. We used linear mixed-effects regression to examine changes in health climate, safety climate, and worker well-being, prior to the pandemic and at two timepoints during it. We also examined whether employees at organizations that had received a TWH leadership development intervention prior to COVID-19 would better maintain pre-pandemic perceptions of climates and well-being. The final study cohort consisted of 261 employees from 31 organizations. No differences were observed in mean outcome scores between the leadership intervention groups at any of the survey timepoints. We combined intervention groups to examine the difference across timepoints. Perceptions of health and safety climates remained stable across all timepoints. However, employee well-being scores declined between the pre-pandemic period and subsequent COVID-19 timepoints. These findings suggest that while small organizations continued to be viewed as supporting employees’ health and safety over the course of the pandemic, well-being scores declined, indicating that other factors contributed to decreased well-being. The findings from this study have implications for small business leaders as they navigate the impact of the COVID-19 pandemic on the health, safety, and well-being on their organizations and employees.

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Journal articles on the topic 'Employee health and well-being'

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