5OS07 Assignment Example

This unit explores well-being and why it matters in the workplace. It looks at the connection between work, health, and well-being, how to manage well-being, and its role in people management and overall business strategy.

Assessment Questions

Task 1

AC 1.1 Evaluate two key ‘wellbeing’ theories,  including how they  can be applied to current issues of wellbeing in the workplace.

Psychological Contract Theory

This theory involves the assumptions and tacit obligations that are implicit in an employment relationship and affect the nature of the workers’ satisfaction and loyalty as perceived by both the employer and the employees (CIPD, 2023) 

Pros and cons

According to the Psychological contract theory, the implied agreement between employees and the management has a massive impact on the employees’ satisfaction and commitment to work. When employees perceive that their psychological contract is being adequately met, they will remain loyal and continue offering optimum performance to the organisation (CIPD, 2023). 

However, the psychological contract, being more informal, is more subjective and can differ from one organisation to another or even between employees (Jay, 2023)—lack of communication or failure to meet the expectations of the other party results in betrayal and demotivation. 

Work-Life Balance Theory 

This theory proposes the need to manage working conditions to accommodate the private lives of individuals to achieve organisational resilience, avoid burnout, and promote employees’ well-being and effectiveness (Nortje, 2021).

Pros and cons

It leads to reduced stress and burnout (Nortje, 2021). According to the work-life balance theory, work should not dominate personal life since this helps to cut work-related pressure that tires workers.

Nevertheless, if poorly controlled, measures that are meant to enhance work-life balance may cause more harm than good in terms of rates of working (Cooks-Campbell, 2023). For instance, if staff takes advantage of free time and flexible working hours to produce less, 

Application 

Psychological Contract Theory

The theory can be applied in matters of employee trust and retention. To promote a favourable psychological contract, it is up to the employers to enhance the clarity in communication and to control the heightened expectations of employees (CIPD, 2023). 

Work-Life Balance Theory

This theory is desirable while tackling various problems of employees’ burnout and mental health concerns, such as the ones provoked by the COVID-19 pandemic that erased the boundaries between working life and personal experiences. Working hours can be introduced and changed; employees are allowed to work from home, and they should be forced to take their breaks (Shaner, 2023). 

AC 1.2 Explain, with examples, how wellbeing can be managed to support  organisational goals.

CIPD defines well-being as a state of total health of an employee physically, mentally, and emotionally (CIPD, 2023). It comprises factors that ensure that under the capacity of an organisation, people would be placed in a position to work and deliver to the best of their ability. Employee well-being is essential to people professionals as it concerns the strategy of workplace engagement and staff turnover. 

Examples from the Organization 

Example 1-Employee Assistance Program (EAP) 

Our company has incorporated services such as an assistance Program (EAP), which entails counselling and other mental health services. It also offers assistance in dealing with stress, personal problems, or mental health disorders to the workers. 

Example 2: Flexible Working Hours

Besides, the organisation has also promulgated flexible working hours, meaning that workers are now able to change their timetables according to need. It also simplifies work pressures and, therefore, increases satisfaction at the workplace. 

Supporting Organisational Goals

Improved Productivity

Programs such as EAP and flexible working hours have a positive correlation with productivity. Empowered employees who can easily overcome their stress levels perform well in any organisation in which they are working (ADP, 2023). For example, an employee could come seeking help from the EAP’s counselling services and succeed in handling personal issues, thus increasing workplace productivity and decreasing sick days. 

Enhanced Employee Engagement

Employee welfare increases satisfaction in the workplace, and knowing that one is essential to the company goes a long way in enhancing productivity. Working at our company, one can handle personal issues since the working hours are flexible. This flexibility boosts commitment and recessed involvement with the job since workers appreciate the organisation’s regard for their needs (TriNet, 2022). Thus, motivated employees know how to perform their tasks, leveraging organisational goals and exhibiting commitment to fulfilling objectives. 

Reduced Turnover

Proper management of well-being is beneficial in retaining talent within an organisation (ADP, 2023). This is evident when, through EAP and working arrangements, our company observes the concerns of its employees. This method has minimised turnover rates, thereby cutting costs that are incurred in replacement and training (TriNet, 2022). 

AC  1.3 Assess the potential  value of adopting wellbeing practices in  organisations.

Well-being practices are crucial to organisations that seek to establish a pleasant, high-performing work culture. These practices do not only prevent stress and create a healthy environment at work but also motivate the employees to stay with the company, thus contributing to increased efficiency and company development (Sadiq, 2020). 

Value-Adding Well-being Practices 

Preventing Stress and Enhancing Productivity 

The practices of well-being, including the provision of EAPs and mental health support services, help to control stress among employees. CounsellingOrganisations can address counselling or stress management, hence enabling the staff to deal with personal or professional issues. This results in improved performance as there is less stress, increased output and fewer sick days, all of which connote directly to an organisation (Huunuu, 2023). 

Example

At our organisation, the EAP focuses on counselling services and allows the workers to solve the problems connected with stress at work. Through this support system, working productivity, absenteeism, and functioning have also boosted the operational functionality of the company. 

Driving Employee Engagement and Retention

Positive measures, such as staff “welfare” measures such as flexible working hours and recognition programs, make employees feel appreciated, and this makes them happy to work. Thus, if employees can effectively manage work-life and receive organisational affirmation wherever they work, their work commitment is likely to remain high (Stanciu, 2023). Apart from enhancing performance, it enables the attainment of organisation goals while also decreasing turnover, thus cutting on costs incurred in replacing employees. 

Example

Flexibility of working hours has also enabled employees to attend to other issues or engage in other activities without sacrificing the company’s productivity in our organisation. This flexibility has enhanced workers’ morale as well as employee productivity. It has also reduced staff turnover, thus improving staff retention. 

Non-Value-Adding Well-being Practices

Superficial Wellness Programs

Ineffective implementation of well-being practices can only deliver value if the organisational culture is fully supportive or if the commitment the company pays to the practice is sincere (Stanciu, 2023). For instance, it is possible to provide minimal levels of wellness programs, such as providing a few group exercise sessions or a few health seminars at the workplace, without necessarily targeting other significant issues that affect the employees. 

AC 2.1 Identify ways in which each of the following workplace  stakeholders can contribute to improvements in wellbeing at work. • managers • workers

Managers’ Contributions

Providing Support and Resources

Managers are responsible for enhancing organisational human well-being since they indicate when support and resources are needed. They can foster process conditions that allow employees to express requirements regarding their well-being openly and where to turn for help (Greenwood & Krol, 2020). 

Example 

Managers at our organisation can schedule daily/weekly check-ins with the employees by providing them with information regarding EAPs and counsellors for mental health. Bringing the organisational culture nearer to the individuals can prevent work-related stress and other employee issues. 

Training and Development

Managers also promote workplace well-being by attending training, which enables them to identify and deal with concerns. Well-being Awareness programs in areas related to conflicts, mental health, stress, and substance abuse naturally prepare managers to foster a healthy culture in the workplace (Greenwood & Krol, 2020). 

Example

To enhance the understanding of managers regarding the signs someone in our organisation might exhibit when getting attacked by a mental disorder, the managers can receive training that would allow early intervention. Such an attitude can help avoid the development of such problems and guarantee the necessary assistance to the staff to improve employees’ health. 

Workers’ Contributions 

Promoting a Positive Work Culture

Employees are also aware that they can enhance the health and happiness of the working environment through a positive work culture. Applying teamwork, acknowledging how other people feel, and providing support to those people will assist workers in building a cordial working environment that highly values everyone (Allen, 2024). 

Example

In our organisation, peer support groups can be formed by the employees and supported by the management, where they can talk about their mutual experiences and be encouraged by the other employees. This fellowship may help decrease the staff’s stress and improve their morale when working in their respective jobs. 

Participating in Well-being Initiatives 

The organisation’s offered well-being promotion activities can be enhanced through active encouragement by the workers (Allen, 2024). This way, through wellness programs, receiving feedback and possible improvements from the personnel, it is easier to create a well-being strategy suitable for the employees.

Example

Workers in our organisation can engage in fitness regimes, have time for reflection, and have work schedules which are convenient for them. Besides, it is effective for their health and inspires others to engage and contribute to the growth of the well-being of the organisation.

AC 2.2 Explain, with examples, how wellbeing can interact  with other areas of people management  practice.

Engagement is another element that tends to intersect with other features of people management practices and positively impacts the employees’ health and the business outcomes. Well-being mainly relates to job design and learning and development. 

Job Design 

Enhancing Job Satisfaction and Productivity 

Job design is essential for employee well-being. By defining jobs in a manner in which the work being done is purposeful and the content of the job proper and balanced, organisations can improve job satisfaction and minimise stress levels (Hesketh & Cooper, 2023). 

Example

In our organisation, activities on the job can be allocated and delivered in such a manner that no boredom occurs among the employees. For instance, a restaurant manager might have such accounting duties as interacting with the clients, training the employees, and promoting the business. This variety not only contributes to the fact that the work does not get boring but also helps in the honing of skills, thus increasing the satisfaction of a worker and decreasing the rate of burnout (Hesketh & Cooper, 2023). 

Promoting Work-Life Balance

Organising for well-being can also help maintain work-life balance, and this can reduce stress and increase the well-being of the employees. 

Example

Our organisation can propose flexible working hours or a shift system that would allow the workers to enjoy their working hours and family. For instance, a career break policy where employees can swap shifts or have options for employees to work part-time also addresses other peripheral duties employees have, hence enhancing employees’ well-being and thus improving engagement. 

Learning and Development 

Stress Reduction through Skill Development

Training positively impacts the well-being of employees through work-related stress by improving the knowledge and skills possessed by the workers (Crossman, 2022).

Example

Our organisation can provide opportunities for stress management training, time management practice, and conflict-solving sessions. The delivery of such resources helps reduce stress at the workplace since the employees are better placed to cope with all the pressures of the job. 

Career Growth and Employee Engagement 

Education and training for the employees are essential components that help them remain with the company. By doing so, the employees are motivated because they know that within the structural plan developed, they stand to gain a certain rank as they continue to perform their duties (Crossman, 2022). 

AC 2.3 Analyse how organisational context shapes wellbeing.

Concerning the external environment, features of a particular organisation’s environment have a significant impact on the formation of well-being strategies and practices within the organisation. That is why organisational specifics, characteristics together with the context of the business environment define what is more fitting and productive in the sphere of employees’ well-being. 

External Context: Industry Sector 

Industry Sector and Competitive Pressures

An organisation’s operation in the industry significantly determines its attitude to well-being. Every industry has its unique challenges and demands that influence the state of employees’ health (What Works Well-being, 2020). For instance, in high-stress areas like the health, banking or hotel industries, needs-based well-being programs to cater for the particular stresses and strains in those professions may be necessary. 

Example

Since our organisation operates in the restaurant business, it has external factors influencing the employees with extra challenges like high standards of customer service, abnormal working shifts, and line of work. In this context, there are various opportunities for our organisation to conduct well-being interventions concerning stress, working hours and health. 

Regulatory Environment 

Governmental regulations and policies influence well-being strategies in organisations. Legal requirements require that well-being initiatives comply with labour laws, health and safety standards and the law governing the industry to ensure the health of the employees (Messineo, 2023). 

For example, our organisation observes labour laws and safety measures alongside protracted working hours that improve its workers’ welfare.

Economic Conditions 

Macro business factors, including inflation, interest rates and economic growth, also affect the well-being strategies of organisations. In a down economic turn, budgets may be restricted, reducing the availability of funds for well-being programmes, and a high turn may help to expand more programmes (Messineo, 2023). 

Example 

For example, in unfavourable economic conditions, our organisation may opt to continue offering affordable well-being programs such as mental health check-ups and work-friendly schedules while keeping morale high and incurring low expenses. On the other hand, in periods of economic growth, it is possible to continue with expenditure on duly designed health and well-being promotion programs, such as members in fitness centres or the organisation of a health and wellness resort for employees.

Internal Context: Organisational Culture 

Organisational Culture and Leadership 

The volition and motivation of the employees are influenced by the internal context of an organisation, such as organisational culture and leadership. A positive organisational culture adopted by the leaders in collaboration with other staff members is healthy and comprehensive, and well-being becomes a priority in organisations (Cookman et al., 2020). 

Example

If our organisation has a culture that supports free speech and employee engagement, its well-being strategy can consist of organised feedback, acknowledging programs, and group calendars. 

Workforce size and composition 

Larger organisations will be in a position to establish comprehensive well-being programs than small organisations, which may concentrate on individual well-being initiatives (Gleeson, 2019). 

Example 

Culturally sensitive well-being plans can be provided in the organisation for diverse employees, hence enhancing the idea of being unique in the workforce. 

Integration with Corporate Strategy 

Well-being activities should be strategically linked to the company’s overall business plan, applied based on its strategic plan, and tailored to meet staff requirements (CIPD, 2018). This helps to make well-being not a stand-alone but a part of the overall strategy, with the focus being on the employees (Gleeson, 2019). 

Example 

In our organisation, welfare activities are correlated to the company’s strategic plan, to increase both the staff’s productivity and customer satisfaction due to better health.

1737 Words

Task 2

AC 3.1 Discuss Repas’ needs in relation to  employee wellbeing  and two wellbeing  initiatives that would  help address these  needs.

Well-being Needs

Managing Stress and Mental Health 

Due to the nature of employment in Repas, employees suffer from stress resulting from pressure from working hours, the need to attend to clients, and the physical exertion that comes with the nature of the job. This need is further amplified by the pandemic, which has brought much stress and a small quantity of uncertainty to the organisational context as well as the employees. 

Work-Life Balance

Working in a restaurant means that the employees’ working schedule may interfere with their personal lives. Organisations can ensure the employees’–work balance in various ways. Scheduling work commitments concerning individual and family obligations is essential to the employees. Due to the current economic difficulties and the general rise in the cost of living, employees should be allowed flexible ways of handling their matters. 

Well-being Initiatives 

Flexible Working Hours and Shift Swaps

Flexible working hours and proper shift swapping can go a long way to enhance the well-being of employees in terms of their responsibilities. Flexibility is an essential component for workers since it empowers them to pick shift timings that are convenient for them, thereby avoiding exhaustion (Whitehead, 2021). 

Example

Repas can change the employees’ ability to state their desired working hours of the week and exchange working hours with other workers. This system can be operated through a specific website; therefore, it is convenient for employees to organise a shift exchange online. 

Mental Health Support Programs

Other possible social services that may be necessary for the employees are counselling services and mental health workshops to alleviate pressure from employees. This particular solution focuses on employees’ current mental state and, at the same time, promotes a workplace climate where everyone is embraced and appreciated (Hollyhill, 2023).

Example

Repas can agree with a mental health organisation to provide an employee counselling section with anonymous services. The services can be the telephone or on-site consulting.

AC 3.2 Design (in summary  form) a wellbeing programme/initiative  that would address  one area of Repas’ needs. Your design  summary should include the need being addressed, the  key components of  the programme, the  people involved/affected, and the potential wellbeing  benefits to be gained.

Well-being Needs Addressed

Mental Health and Stress Management 

Stress is a problem that exists at Repas because most employees receive shift work, and its duties involve dealing with customers. Some employees have to do strenuous work. Mental health and stress issues should be on the healthcare agenda to improve employees’ health status and well-being and build a good organisational climate. 

Critical Components of the Programme 

Confidential Counselling Services

Partnership with Mental Health Organizations 

Develop collaborations with Counsellors who can offer the calls while maintaining the anonymity of the clients. 

 24/7 Helpline

Emergency social assistance service 24/7 for employees who need urgent help in addressing mental health issues. 

Regular Mental Health Workshops

Stress Management Training

Include organising training sessions that address stress-reducing strategies, including breathing exercises, pressure management techniques and techniques for managing time pressures. 

Mental Health Awareness

Make training sessions to ensure the employees become aware of symptoms of mental illnesses in themselves and others to change the culture of avoidance and fear surrounding mental illnesses and encourage the employees to seek help when they need it or their peers do. 

People affected/involved.

The people affected/involved encompass the management, restaurant Manager, HR Team, mental Health Professionals, the IT department and counsellors and trainers.

Potential Well-being Benefits

Reduced Stress and Anxiety

The availability of professional mental health services and the reduction of work-related stress management programs are helpful in the reduction of stress and anxiety among employees. 

Enhanced Job Satisfaction

The mental health support received promotes job satisfaction and organisational commitment from employees. 

Positive entity culture

Flexible operating hours initiatives show Repa’s dedication to worker well-being, fostering a mutual support, respect and trust culture (Lizzie, 2022).

AC 3.3 Explain how your wellbeing programme  would be implemented in a way  that is suitable for Repas.

To ensure proper implementation of a mental health well-being programme, the presented approach has to be adjusted to the context of Repas and its employees through strategies such as;

Understanding workforce needs and organisational context

In the case of the mental health programme at Repas, the first step involves the assessment of the organisation profile to identify the traits that require addressing, as well as the subtype of employees that it comprises (CIPD, 2023). Repas is a mid-scale restaurant chain organisation, and the employees are categorised into different types, such as kitchen staff and front-line employees who experience different types of mental health problems. These needs are diverse, and that is why it is impossible to have one solution for all; the programme must be adjusted. 

This can best be done through a needs assessment. For instance, questionnaires and group discussions may be employed to identify stressors unique to the industry and pressures that are identifiable amongst subordinates in the kitchen as opposed to those in the customer relations section. Thus, programmatically, they can be flexibly provided, such as online sources for the mental health of employees who have an unpredictable schedule and workshops that are held in day and night shifts. This way, Repas cements the relevance of the mental-wellness programme to prevent wasting the company’s money on irrelevant methods that the employees may not find applicable (van Vulpen, 2019). Besides, senior leaders’ engagement from the start of the planning procedure is important can could be completed by presentations which list the programme’s potential effect on employee wellbeing alongside entity performance.

Leadership and getting the stakeholders on board in the context of Change Management 

Notably, with the implementation of strategies, change management will be vital. This entails getting the backing of the organisations’ leaders, who will drive the programme and tackle any hurdles likely to arise. One of the strategies here is to present a persuasive business case that demonstrates what the organisation can gain from such a programme with a healthier and more motivated workforce, less sick-days among others (Leapsome Team, 2024).

AC 3.4 Explain how your Repas wellbeing programme would be  evaluated and monitored.

They further selected a conceptual framework that highlights the importance of a structured approach in the evaluation and monitoring of the Mental Health Support Initiative at Repas to guarantee that the described objectives of the program are met and contribute to positive outcomes for the employees. It should be of a mixed nature, stressing incremental and sustainable results. 

Employee Feedback Mechanisms 

Regular Staff Surveys

The programme’s effectiveness is best determined and can be measured using employee surveys whereby the replies are given anonymously. Such surveys should encompass quantitative and qualitative characteristics of the different aspects of the given initiative, the quality of mental health services provided, the efficiency of workshops which took place, and the level of satisfaction with the programme (Hesketh & Cooper, 2023). 

Implementation

Survey Design

Create the surveys with at least some of the questions generated from the Likert – scale (for example, ‘How satisfied are you with…’ from 1 to 5) and some open-ended questions such as ‘What can you suggest to be done to improve mental health support services. 

Frequency 

As for the ongoing feedback and the changes in trends, surveys should be conducted every six months. 

Anonymity

Surveys must be made anonymous so that people can answer them truthfully, which is especially valuable for assessing employees’ attitudes towards the changes (Davis, 2021). 

 Metrics and Analysis

 Quantitative Metrics

This results in measuring the percentage rates of participation in workshops, the frequency of usage of counselling sessions and last but not least, employee satisfaction ratings (Hesketh & Cooper, 2023). 

 Qualitative Insights

General remarks should be screened for repetition or new ideas that might be incorporated into the procedure. 

Example 

The employees might admit in a survey that they benefit from the workshops.  However, they might also recommend other topics or workshop timings. It can inform changes in what is presented in the workshop or modification of when it is delivered. 

Benefits 

 Surveys on a more frequent basis give direct insights of the employees as to how Repas sees the programme and where it is lacking (Davis, 2021). 

Tracking Key Performance Metrics 

Absenteeism and Turnover Rates

Data concerning attendance and turnover rates offered numbers on the effectiveness of the worked-out programme for improving employees’ health and keeping them in the firm (Davis, 2021). 

Implementation

Data Collection

Supervise the number of sick-offs and intermittent numbers, the trend/cases behind them, and the turnover and the cases/causes behind them as well. 

Benchmarking

Analyse current records of the rates of absenteeism and turnover to compare the results with data from previous periods and with the norm for the industry to appraise the efficacy of the programme.

Metrics and Analysis 

Absenteeism Rates

Monitor variations in the level of truancy in the employees in the course of running the programme and compare it to the level of truancy before the programme was launched. This means that a decrease in cases of absenteeism can be an implication of satisfaction and good mental health among employees. 

Turnover Rates

Track the engaged employees’ turnover rate and contrast it with the past rates during this program. Lower turnover rates may indicate that the programme is helpful in the management of employees’ welfare and satisfaction at their designated workplaces (Pawar, 2021). 

 Example 

 For instance, if practical data analysis reveals that attendees’ truancy rate drops from 10% to 6% and turnover rate drops from 15% to 10% after the programme implementation, this implies that the well-being programme has had a positive influence on the organisation’s retention and attendance policies. 

Benefits

Monitoring rates of absenteeism and turnover as the leading indicators of the programme’s effectiveness can be viewed as documentary evidence of the improved employees’ health state and overall organisational stability (Pawar, 2021). 

 Additional Evaluation Methods 

 Focus Groups 

Implementation

Group Selection

Choose various employees to get input from because employees from different departments and different shifts might approach it differently. 

Facilitation

Coordinate the discussions and make sure a trained facilitator is involved to make sure that everyone gets to express their views. 

Benefits

Focus groups provide information of quality and enable subjects to share the findings in a social context (Pawar, 2021). 

Engagement with Mental Health Professionals

Meetings with mental health staff involved in the implementation of the programme will be arranged to check on the efficiency of the counselling services and workshops (Cvenkel, 2020). 

Implementation 

Review Meetings

Convene meetings with mental health practitioners every three months to review the effectiveness of the services, feedback from the employees and adjustments, if any. 

Data Sharing 

Contribute the survey results and the relevant metrics to the professionals’ talks to improve the plans and activities. 

Benefits

Interaction and collaboration with professionals guarantee that the services offered in the mental health sector are efficient and that any complications are resolved on time (Cvenkel, 2020).

References

ADP (2023). EAP benefits | what is an employee assistance program? | adp. [online] www.adp.com. Available at: https://www.adp.com/resources/articles-and-insights/articles/e/eap-benefits.aspx [Accessed 17 Jul. 2024].

Allen, L. (2024). Improve Employee Wellbeing with These 7 Strategies. [online] www.driveresearch.com. Available at: https://www.driveresearch.com/market-research-company-blog/how-and-why-organizations-should-improve-employee-wellbeing/ [Accessed 17 Jul. 2024].

CIPD (2018). HEALTH AND WELL-BEING AT WORK. [online] Available at: https://www.cipd.org/globalassets/media/comms/news/aaaaaaahealth-and-well-being-at-work_tcm18-40863.pdf [Accessed 4 Aug. 2024].

CIPD (2023a). CIPD | Employee health and wellbeing. [online] CIPD. Available at: https://www.cipd.org/en/views-and-insights/cipd-viewpoint/employee-health-wellbeing/ [Accessed 17 Jul. 2024].

CIPD (2023b). CIPD | psychological contract. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/psychological-factsheet/ [Accessed 17 Jul. 2024].

CIPD (2023c). CIPD | Workforce Planning | Factsheets. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/factsheets/workforce-planning-factsheet/ [Accessed 18 Jul. 2024].

Cookman , A., Karen , G. and Whyte, Y. (2020). Integrating Individual and Organizational Well-Being (SSIR). [online] ssir.org. Available at: https://ssir.org/articles/entry/integrating_individual_and_organizational_well_being# [Accessed 18 Jul. 2024].

Cooks-Campbell, A. (2023). 12 Tips to Achieve and Maintain a Good Work-Life Balance. [online] www.betterup.com. Available at: https://www.betterup.com/blog/how-to-have-good-work-life-balance#:~:text=of%20managing%20both.- [Accessed 17 Jul. 2024].

Crossman, J. (2022). Workplace Communication Promoting Workplace Wellbeing and Interpersonal Relationships in Multicultural Contexts. [online] Available at: https://www.taylorfrancis.com/books/mono/10.4324/9780429318948/workplace-communication-joanna-crossman [Accessed 17 Jul. 2024].

Cvenkel, N. (2020). Well-Being in the Workplace: Governance and Sustainability Insights to Promote Workplace Health. [online] Google Books. Springer Nature. Available at: https://books.google.co.ke/books?hl=en&lr=&id=XwXhDwAAQBAJ&oi=fnd&pg=PR5&dq=wellbeing+in+the+workplace-+book&ots=vVJ7AMRvCt&sig=fOupgspedhnwQy08jMMMll43VUM&redir_esc=y#v=onepage&q=wellbeing%20in%20the%20workplace-%20book&f=false [Accessed 18 Jul. 2024].

Davis, P. (2021). Beating Burnout at Work: Why Teams Hold the Secret to Well-Being and Resilience. [online] Google Books. University of Pennsylvania Press. Available at: https://books.google.co.ke/books?hl=en&lr=&id=9PU1EAAAQBAJ&oi=fnd&pg=PP9&dq=wellbeing+in+the+workplace-+book&ots=SmQwFhGLiZ&sig=qMhZrenPf2_WXO3VRw-DSLG0dpg&redir_esc=y#v=onepage&q&f=false [Accessed 18 Jul. 2024].

Gleeson, P. (2019). Internal & External Factors That Affect an Organization. [online] Chron.com. Available at: https://smallbusiness.chron.com/internal-external-factors-affect-organization-16641.html [Accessed 4 Aug. 2024].

Greenwood, K. and Krol, N. (2020). 8 ways managers can support employees’ mental health. [online] Harvard Business Review. Available at: https://hbr.org/2020/08/8-ways-managers-can-support-employees-mental-health [Accessed 17 Jul. 2024].

Hesketh, I. and Cooper, C. (2023). Wellbeing at Work: How to Design, Implement and Evaluate an Effective Strategy. [online] Google Books. Kogan Page Publishers. Available at: https://books.google.co.ke/books?hl=en&lr=&id=6jfZEAAAQBAJ&oi=fnd&pg=PP1&dq=wellbeing+in+the+workplace+book&ots=gIwWWd-DoE&sig=mkgg1zDV_WJf0hQ1_eP0KT6RXlo&redir_esc=y#v=onepage&q=wellbeing%20in%20the%20workplace%20book&f=false [Accessed 17 Jul. 2024].

Hollyhill (2023). 8 Benefits of Outpatient Programs. [online] Holly Hill Hospital. Available at: https://hollyhillhospital.com/blog/eight-benefits-of-outpatient-mental-health-programs/ [Accessed 18 Jul. 2024].

Huunuu (2023). How can adding value be a part of workplace wellbeing? – huunuu. [online] Available at: https://www.huunuu.com/how-can-adding-value-be-a-part-of-workplace-wellbeing/#:~:text=Encourage%20feedback%20at%20all%20levels [Accessed 17 Jul. 2024].

Jay, S. (2023). What Is a Psychological Contract: Types With Examples. [online] AIHR. Available at: https://www.aihr.com/blog/psychological-contract/ [Accessed 17 Jul. 2024].

Leapsome Team (2024). 6 Essential Team Management Skills for Effective Leadership. [online] www.leapsome.com. Available at: https://www.leapsome.com/blog/team-management-skills [Accessed 18 Jul. 2024].

Lizzie (2022). 8 Employer Benefits of Workplace Wellbeing. [online] Peoplesafe. Available at: https://peoplesafe.co.uk/blogs/8-employer-benefits-of-workplace-wellbeing/ [Accessed 18 Jul. 2024].

Messineo, R. (2023). How To Identify External Factors That May Affect Your Strategic Plan. [online] www.clearpointstrategy.com. Available at: https://www.clearpointstrategy.com/blog/external-factors-that-affect-a-business [Accessed 4 Aug. 2024].

Nortje, A. (2021). What Is Work–Life Balance & Why Is It Important? [online] PositivePsychology.com. Available at: https://positivepsychology.com/what-is-work-life-balance/ [Accessed 17 Jul. 2024].

Pawar, B.S. (2019). Employee Performance and Well-being Leadership, Justice, Support, and Workplace Spirituality. [online] Available at: https://www.taylorfrancis.com/books/mono/10.4324/9780429244193/employee-performance-well-being-badrinarayan-shankar-sv [Accessed 18 Jul. 2024].

Sadiq , L.M. (2020). Bringing Organizational Well-Being to Life (SSIR). [online] ssir.org. Available at: https://ssir.org/articles/entry/bringing_organizational_well_being_to_life# [Accessed 17 Jul. 2024].

Shaner, K. (2023). The future of work: How should we view work-life balance? [online] UC News. Available at: https://www.uc.edu/news/articles/2023/02/the-future-of-work–how-should-we-view-work-life-balance.html [Accessed 17 Jul. 2024].

Stanciu, T. (2023). 12 Employee Wellbeing Initiatives to Put Into Practice in 2023. [online] mirro.io. Available at: https://mirro.io/blog/employee-wellbeing-initiatives/ [Accessed 17 Jul. 2024].

TriNet (2022). The Pros and Cons of Workplace Flexibility. [online] TriNet. Available at: https://www.trinet.com/insights/workplace-flexibility-pros-cons [Accessed 17 Jul. 2024].

van Vulpen, E. (2019). A Guide to Strategic Workforce Planning. [online] AIHR. Available at: https://www.aihr.com/blog/strategic-workforce-planning/ [Accessed 18 Jul. 2024].

Volini, E. (2024). Deloitte BrandVoice: How To Integrate Well-Being Into Work So Employees Perform And Feel Their Best. [online] Forbes. Available at: https://www.forbes.com/sites/deloitte/2021/03/08/how-to-integrate-well-being-into-work-so-employees-perform-and-feel-their-best/ [Accessed 17 Jul. 2024].

What works wellbeing (2020). Applying the five principles to your context. [online] What Works Wellbeing. Available at: https://whatworkswellbeing.org/resources/workplace-wellbeing-three-questions/ [Accessed 18 Jul. 2024].

Whitehead, D. (2021). Shift bids vs shift swaps – which is right for your business? [online] Available at: https://workforce.com/news/shift-bids-vs-shift-swaps-which-is-right-for-your-business [Accessed 18 Jul. 2024].

Must Read:

• 5OS07 Well-Being at Work