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Employee well-being is one of the most attractive
research area among organizational psychologists (Bakker, 2015). Well-being is
generally defined as a comprehensive concept of happiness (Ryan and Deci, 2001),
The worker who experiences high
levels of well-being also perform well and vice versa. Employee
well-being signifies an evaluation of individual’s life, including life
satisfaction and positive affect (Lu, 2001). Employee well-being, also called job-related affective
well-being, refers to employees’ subjective feeling about positive or negative
affect in relation to undertaking specific job tasks in a particular life
setting (Hosie P., & Sevastos P. 2010). In general,
positive affect is associated with feeling happy, while negative affect is
likely to be induced by tension, pressure and stress experienced by employees who
are required to meet both demands from life in general and work as a specific
domain (Hosie & Sevastos, 2010). Several studies have been made to examine employee well-being
and to assess the effects of organizational well-being policies, strategies,
programmes and practices to achieve better organizational performance, with the
help of worker’s commitment, job satisfaction and retention (Beauregard &
Henry, 2009). There is a strong evidence that a good
social environment in the organization is connected with employee well-being (Kevin
Daniels 2017). Employee well-being has become a key concern
of modern organizations in recent times because of a growing number of
employees with mental illness at the workplace. Organizational commitment
to support and improve employee well-being is one of the pillar sustaining
shared value creation for the employer-employee and also for the community
(CIPD,2016. P, 3-4). In today’s competitive business environment, it is
critical for organizations to step forward and invest in human capital. As the
research shows, an organization’s health and prosperity are directly influenced
by the health and well-being of its employees. Using the tools, techniques and
resources outlined in this report, you can create a healthier, more engaged and
more productive workforce. With some creativity and innovative planning, HR
professionals can make the health and work equation add up to a higher
performing and more prosperous organization (SHRM, survey report). 21st
century organizations expect their employees to take responsibilities for their
professional development, be proactive and show creativity, and to be committed
to high-quality performance standards. Organization needs such energetic,
dedicated, engaged and productive worker to increase its overall performance. (Bakker
& Schaufeli, 2008)

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