The development and longitudinal evaluation of a wellbeing programme: An organisation case study

Abstract

Abstract:Wellbeing programmes are often initiated in organisations based on an assumption that they will promote employee engagement and performance. But the specific elements of a wellbeing programme are rarely evaluated for their efficacy. This case study reports on the development and refinement of a wellbeing programme at a large multi-site European organisation, analysing the utility of wellbeing offerings and the impact of the programme on employee wellbeing over the course of five years. Results from two internal surveys were analysed. The first, conducted at 18-month intervals between 2009 and 2014, evaluated employee engagement. The second, a tailored wellbeing survey conducted in 2014, measured employee wellbeing and perceptions of the individual wellbeing programme offerings. A number of key findings emerged: the wellbeing programme was highly regarded and reported to have a positive impact on employee engagement, some elements of the programme were better received than others, and there were significant differences in the wellbeing levels of different groups. Regression analyses provide evidence for the need to take account of individual employees' current levels of wellbeing when tailoring a wellbeing programme for them, with current wellbeing predicting up to 11% of the variance in preference for different elements of the programme. Results highlight some of the complexities that organisations should be aware of when understanding employee wellbeing, including the effect of national culture, job grade and current wellbeing levels. This case study provides insight into the development of a wellbeing programme and evidence for its positive contribution to employee engagement.

Review of Human Resource Management Practices Supporting the Development of Employee Wellbeing

“…Moreover, organizations might have impact on employee wellbeing through a positive psychological climate of the organization and by enhancing employees' engagement (Shuck, & Reio, 2014) and therefore facilitating organizational performance (Shuck et al, 2011). A case study by Sutton et al (2016) also highlighted that an examined wellbeing program enhanced employee engagement. The approach is also supported by the research of Johnson et al (2020), concluding in that mindfulness training supports mental health, wellbeing and performance of employees.…”

#ArmMeWith: Resources for Teacher Wellbeing

“…Indeed, some researchers suggest that various types of training (e.g., training on student mental health or professional development for teacher and student wellbeing) should be increased in schools (Schley et al, 2017;White & Kern, 2018), and research on teachers using JD-R theory also recognizes professional development and training as important resources for teacher wellbeing (Simbula et al, 2012). There is also evidence to suggest that organizational wellbeing training increases the wellbeing of employees (Sutton et al, 2016). In regard to our finding of changes in time, Castro et al (2010) found that a significant risk factor for teacher wellbeing was a heavy workload (paperwork, meetings, grading).…”

Understanding Subjective Well-Being from a Top Down Theory Approach

“…If you as a company leader plan to hold a meeting, then the meeting is so complicated to solve the problem, you had better invite employees who have subjective well-being and better happiness. According to Sutton, Evans, Davies, & Lawson (2016), subjective wellbeing has a positive impact on work.…”