Creating Workplace Well‐Being

Bennett, Joel B.; Weaver, John Michael; Senft, Mim; Neeper, Michael

doi:10.1002/9781118993811.ch35

Cited by 30 publications

(16 citation statements)

References 112 publications

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“…Achievement of the above-presented positive outcomes depends on the level of employee WB. In turn, individual work-related WB depends on both job features and non-job features (Bennett et al, 2017 ) as well as internal (personal) and external factors (Oskrochi et al, 2018 ).…”

Section: Introductionmentioning

confidence: 99%

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Iqbal¹,

Piwowar‐Sulej²

2022

Front. Psychol.

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Drawing on the conservation of resources theory and contingency theories of leadership, this study aims to investigate how sustainable leadership (SL) influences employees' wellbeing (WB) through employee resilience (ER) and to examine the moderating effect of environmental turbulence (ET) on the “sustainable leadership-employees' wellbeing” relationship. Data were collected from 593 employees and 373 supervisors adopting two-wave design among small and medium-sized enterprises (SMEs) in China. The authors used structural equation modeling to empirically test the hypothesized model in this study. The research shows that SL is significantly related to the employees' WB in SMEs. Regarding mediating effect, SL also indirectly influences employees' WB through ER. Moreover, the impact of SL on employees' WB becomes more prominent in the presence of lower ET. To the best of the authors' knowledge, no prior study is available about the integrated relationship of SL, ER, ET, and employee WB.

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Section: Introductionmentioning

confidence: 99%

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Iqbal¹,

Piwowar‐Sulej²

2022

Front. Psychol.

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“…Ideally, employers who purchase or promote such programs should know that their investments are wise ones, based on evidence [ 57 ]. Fortunately, there has been recent growth in the science of Web-based interventions to improve employee well-being and mental health (“digital mental health”) [ 58 , 59 ]. Previous reviews point to several characteristics that should make a WR program most useful: a basis in a theoretically precise model; relative brevity; ease of access; personalized feedback that engages users; some use of points or incentives for participation; and previous evidence for clinical effectiveness.…”

Section: Discussionmentioning

confidence: 99%

Team Resilience Training in the Workplace: E-Learning Adaptation, Measurement Model, and Two Pilot Studies

Bennett¹,

Neeper²,

Linde³

et al. 2018

JMIR Ment Health

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BackgroundThe majority of resilience interventions focus on the individual. Workplace resilience is a growing field of research. Given the ever-increasing interconnectedness in businesses, teamwork is a guarantee. There is also growing recognition that resilience functions at the team level.ObjectiveThe objective of our work was to address three shortcomings in the study of workplace resilience interventions: lack of interventions focusing on group-level or team resilience, the need for brief interventions, and the need for more theoretical precision in intervention studies.MethodsThe authors took an established evidence-based program (Team Resilience) and modified it based on these needs. A working model for brief intervention evaluation distinguishes outcomes that are proximal (perceptions that the program improved resilience) and distal (dispositional resilience). A total of 7 hypotheses tested the model and program efficacy.ResultsTwo samples (n=118 and n=181) of engineering firms received the Web-based training and provided immediate reactions in a posttest-only design. The second sample also included a control condition (n=201). The findings support the model and program efficacy. For example, workplace resilience was greater in the intervention group than in the control group. Other findings suggest social dissemination effects, equal outcomes for employees at different stress levels, and greater benefit for females.ConclusionsThis preliminary research provides evidence for the capabilities of e-learning modules to effectively promote workplace resilience and a working model of team resilience.

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“…More psychological research is needed to understand how to effectively enhance wellbeing for individuals at work. Early research indicates that there is no one-size-fits-all approach to building workplace wellbeing and diverse interventions are needed for diverse populations (Bennett et al, 2017) however the different wellbeing needs of leaders compared with non-leaders in the workplace has not been extensively examined. Literature concerning wellbeing and mental health at work has traditionally been focused on the behaviours, attitudes, and outcomes of employees (e.g.…”

Section: Challenges At Workmentioning

confidence: 99%

Differences and similarities between leaders and nonleaders on psychological distress, well-being, and challenges at work.

Wallis¹,

Robertson²,

Bloore³

et al. 2021

Consulting Psychology Journal: Practice and Research

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Creating Workplace Well‐Being

Cited by 30 publications

References 112 publications

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Team Resilience Training in the Workplace: E-Learning Adaptation, Measurement Model, and Two Pilot Studies

Differences and similarities between leaders and nonleaders on psychological distress, well-being, and challenges at work.

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