Organisational- and group-level workplace interventions and their effect on multiple domains of worker well-being: A systematic review

Individual Workplace Well-Being Captured into a Literature- and Stakeholders-Based Causal Loop Diagram

“…Although employers recognize the benefits of introducing such interventions [ 15 ], designing effective organizational well-being promotion programs is still a challenge [ 16 , 17 , 18 ]. The reason for this challenge lies in the complexity of the concept of workplace well-being.…”

Workplace well‐being: Shifting from an individual to an organizational framework

“…One popular conceptualization of well-being is "context-free well-being" (Fox et al, 2021), which defines individual well-being as not specific to the work context, but representative of personal well-being more holistically (Fox et al, 2021). Previously used indicators of context-free well-being include individuals' psychological well-being 2 (Chari et al, 2018;Danna & Griffin, 1999;Fox et al, 2021;Grant et al, 2007), physical health (Chari et al, 2018;Grant et al, 2007), and quality of social relationships (Chari et al, 2018;Grant et al, 2007). Psychologists, or those adopting a psychological approach, center these traits as characteristics that employees bring with them into the workplace, which thereby foster or undermine health outcomes based in employees' work experiences.…”

“…While widely studied, researchers lack an agreed‐upon conceptualization of well‐being in the workplace (Chari et al., 2018; Kowalski & Loretto, 2017). Well‐being researchers predominately advance a psychological perspective (Calvard & Sang, 2017), framing well‐being as characterized and experienced by workers (Calvard & Sang, 2017; Grawitch et al., 2015; Kowalski & Loretto, 2017; Shaw et al., 2017), and examining such factors as physical health (Chari et al., 2018; Grant et al., 2007) and job satisfaction (Chari et al., 2018; Fox et al., 2021) as indicators of worker well‐being. However, the different dimensions of well‐being, and the concomitant indicators to capture them at the individual level, remain varied.…”

“…Psychological well-being is usually defined as hedonic and eudaimonic well-being(Fox et al, 2021;Grant et al, 2007), with hedonic well-being representing subjective well-being (e.g., satisfaction, happiness), and eudaimonic representing "fulfillment and the realization of human potential"(Grant et al, 2007, p. 53), such as having a sense of meaning and purpose(Fox et al, 2021).3 As resources and supports are designed to "level the playing field" for those who otherwise start out at very different positions, use of such supports and resources should be disregarded in determining job rewards; rather, job performance should be the sole focus.4 Mentoring and networking programs, by increasing connection, also support racial and gender diversity(Kalev et al, 2006).5 Employee use of supports and resources to complete their jobs should not be influential in decisions regarding job rewards, as healthy support systems should be designed to create comparable starting points, rather than being used to reward perceived employee effort or contributions(Grandey, 2001).6 However, it may also be necessary to contextualize individual perceptions, particularly when considering employees with privileged identities. White people, for example, may voice negative evaluations of organizational equity efforts given a felt threat to their privilege (Mayorga-Gallo, 2019).7 Title VII of the Civil Rights Act of 1964 prevented employers from discriminating against employees or potential employees on the basis of their "race, color, religion, sex, or national origin"(Berrey et al, 2017, p. 29).…”

Testing middle range theories in realist evaluation: a case of a participatory organisational intervention

“…These interventions are the recommended approach for improving psychosocial working conditions and employees' health and wellbeing (EU-OSHA, 2016;ILO, 2001). However, the evaluation of participatory organisational interventions is challenging (Fox et al, 2021;. First, participatory organisational interventions work through different emergent process mechanisms (e.g., the process of action planning) and content mechanisms (e.g., the content of action plans) (Nielsen and Miraglia, 2017).…”