WELLBEING AT WORK
Wellbeing in the workplace has different meanings within and across organisations and countries. This may be influenced by complex cultural and societal beliefs, attitudes, constraints and regulatory and social systems.
The International Labour Organisation (ILO) states that:
“Workplace relates to all aspects of working life, from the quality and safety of the physical environment, to how workers feel about their work, their working environment, the climate at work and work organisation. Measures for workplace aim to complement Occupational Safety and Health (OSH) measures to make sure workers are safe, healthy, satisfied and engaged at work. A worker’s is a key factor in determining an organisation’s long-term effectiveness. Many studies show a direct link between productivity levels and the general health and of the workforce”
CIPD
There are other definitions of at work. The Chartered Institute of Personnel and Development (CIPD) has developed the following definition of occupational wellbeing:
“Creating an environment to promote a state of contentment which allows an employee to flourish and achieve their full potential for the benefit of themselves and their organisation.”
This definition reflects that ‘’is a personal, subjective state and that organisations have to create an environment and culture which empowers the worker to make positive personal lifestyle decisions, which will hopefully enhance their sense of wellbeing."
This definition is therefore strongly linked to worker engagement and creating an organisation that employees will want to work for because they feel safe, are valued by their employer and feel part of a happy and supportive work organisation. This is part of what is often referred to as the ‘psychological contract’ the unwritten expectations that workers and employers have about each other. The psychological contract recognises that workers’ commitment and contentment aren’t achieved through wages alone.
Psychological Contract
Employers who pay attention to the quality-of-life issues (their workers’ sense of ) can help secure employees’ commitment and motivation and improve productivity and retention rates. Changes in work practices are affecting some aspects of the psychological contract, such as job security, employers can counter this by looking after other areas that have an impact on employees’ . The ‘What’s happening with paper reflects this principle by identifying five domains of – physical, values, personal development, emotional and work. This holistic approach not only reflects that these elements are overlapping but that they enable an individual to fulfil their potential, bringing us back to Maslow's “Growth, self-actualisation, the striving toward health, the quest for identity and autonomy, the yearning for excellence”.
Maslow
If we consider Maslow's (1987) 5 Levels of Human Needs, occupational health and safety can be seen as the foundation, the basic needs within the workplace which must be met first. Once these are met, then you can move up the hierarchy. Workplace can help to fulfil the self-fulfilment aspects of Maslow’s hierarchy. Where confusion often arises, is the middle section of the hierarchy. Poor Occupational Health and Safety will undermine staff psychological needs, whilst workplace can bolster it.
Managing occupational health and safety risks should, therefore, always be managed first. This will provide a strong base and foundation for psychological needs and this will be visible through enhanced employee engagement and physical and mental health.
Additional enhancements can be made through effective programmes. Failure to effectively manage occupational health will undermine both health and safety management and any initiatives. If workers can choose healthy food options for lunch, but inhale cancer-causing dust when working, then the organisation has got its priorities wrong, and workers will see this.
Wellbeing at work is now a core part of occupational health and safety management and must not be confused with occupational health and safety.
Workplace Programmes
The best workplace programmes recognise that there are inter-related elements; the individual, the work environment /job, the organisation, and social engagement/ values. Done properly, programmes are more than just a few ‘healthy life’ initiatives. They are about creating an organisational culture which promotes strong, ethical workplace relationships based on trust and respect; a collaborative and communicative management style; and a culture in which learning and development are encouraged so that people can fulfil their potential, as well as promoting good physical and psychological health, whilst enabling broader social engagement.
The most effective workplace wellbeing programmes are those which recognise the need to manage occupational health and safety. WINNS has developed a healthy workplace model aimed at comprehensively addressing:
- Work-related physical and psychosocail risks (occupational health and safety)
- Promotion and support of healthy behaviours
- Broader social and environmental issues
