Workplace Well being How to Build Psychologically 1st edition by Arla Day, Kevin Kelloway, Joseph Hurrell ISBN 1118874738 9781118874738

Part I Introduction

1 Building a Foundation for Psychologically Healthy Workplaces and Well-Being

The Historical Development of the Psychologically Healthy Workplace Construct

Physical environment

Health promotion

Psychosocial environment

The Workplace as a Source of Demands and Stressors

The Workplace as a Health Resource

Definition and Components of a Psychologically Healthy Workplace

Levels of healthy workplace initiatives

The workplace as a health resource

Comprehensive healthy workplace models

Figure 1.1 Illustrative model of healthy workplaces. Reproduced with permission from Kelloway and Day (2005a).

Employee involvement

Work–life balance

Growth and development

Employee safety

Employee health

Culture of support, respect, and fairness

Employee recognition

Discussion

References

2 Business Benefits of a Healthy Workforce

Workforce Health: Key Trends Affecting Businesses

Figure 2.1 Consequences of poor workforce health. Reproduced with permission from Fit for Work Europe (2012).

Why a Healthy Workforce Is Good for Business

Reduced Absence from Work

Reduced Accidents at Work

Improved Retention

Higher Employee Commitment

Higher Labor Productivity

Enhanced Employer “Brand”

Greater Employee Resilience

Persuading Business to Engage

Future Research on Workplace Health Interventions

Research design

Reliance on “take-up” as a measure of success

Workplace-only causes and cures

Productivity and performance

Attribution

Deadweight effect

Time lags

Sustainability

Focus on large organizations

Comorbidity

Chapter Summary

References

3 Positive Psychology and the Healthy Workplace

A Societal Call for Positive Psychology

A Disciplinary Call for Positive Psychology

Positive Organizational Scholarship and Positive Organizational Behavior: Perspectives on Positive Psychology

Positive Organizational Research: The Debate

Key theories in positive psychology and their applications to the workplace

Broaden-and-Build Theory

Orientations to Happiness

Hedonism

Eudaimonia

Engagement

Psychological Capital

Sustainable Happiness Theory

Positive workplace interventions

Positive psychology applications

Future research

Conclusion

Check out positive psychology on the web

References

Part II The Psychologically Healthy Workplace

4 Occupational Health and Safety

Conceptualizing OHS: Managing What Is Measured

Uses of OHS Performance Metrics

Classifications of OHS Performance Metrics

Lagging OHS measures for loss prevention and reduction

Leading OHS measures for loss prevention and reduction

Limitations of Using Lagging OHS Measures

Key Individual Factors That Shape OHS Performance

Key Work Contexts That Shape OHS Performance

Key Organizational Factors That Shape OHS Performance

Challenges and Future Research Directions

References

5 Introduction to Work–Life Balance

Work–Life Constructs

Overview of Work–Family Theoretical Frameworks

Role Theory

Systems Theory

Boundary Theory

Work–Family Border Theory

Antecedents and Outcomes of Work–Family Conflict

Antecedents of work–family conflict

Individual differences

Family-related antecedents

Work-related antecedents

Outcomes of work–family conflict

Work-related outcomes

Family-related outcomes

Work–family conflict and health

Psychological health

Physical health

Organizational and Policy Implications

New Directions in the Work–Family Field

Work, family, and recovery

Work, family, and sleep

Work–home resources model

Organizational Best Practices and the Corresponding Need for Intervention Evaluation

Concluding Comments

References

6 Employee Empowerment and Engagement

Introduction

What Is Empowerment?

About the concept of empowerment

About the models of empowerment

Structural empowerment

Psychological empowerment

The Measurement of Empowerment

Antecedents of Empowerment

Task and social resources

Empowering leadership

Work changes

Personal resources

Consequences of Empowerment

How Does Empowerment Enhance Engagement at Work?

Empowerment as a Driver of Work Engagement

A Theoretical Framework: The HERO Model

Figure 6.1 Adding empowerment to the HERO Model. Salanova et al. (2012). Reproduced with permission.

Empowering Work Engagement: Some Practical Strategies

Strategy 1: Assessing and evaluating engagement

Strategy 2: Job and organization (re)design and changing workplaces

Strategy 3: Enhancing positive, empowering leadership

Strategy 4: Work training in efficacy beliefs

Strategy 5: Career management

Strategy 6: Potentiate me!

A General Overview of the Chapter and Conclusions

Acknowledgment

References

7 Employee Development and Growth

What Do We Know?

Individual Differences Matter

Learners Need to Be Active Not Passive

Learning Needs to Be Challenging but Not Overwhelming

Postlearning Interventions Are Useful

Climate Can Facilitate (or Inhibit) Learning

What Do We Need to Know?

Broaden the scope of growth and well-being criteria

Examine learning from new theoretical perspectives

Examine work-life balance in relation to learning

Examine the role of informal learning

Focus on earner agility

Best Practices

Conclusion

References

8 Employee Recognition

Characteristics of Employee Recognition Programs

Motivational Bases for the Effects of Employee Recognition

Job performance

Job satisfaction

Engagement

Stress and exhaustion

Gratitude and appreciation

Countereffects of Employee Recognition Programs

Conclusions and Implications

References

9 Culture, Communication, and Making Workplaces Healthier

Organizational Culture

Figure 9.1 Model of health culture and climate. Adapted from Ostroff et al. (2003).

Communication

Sense-giving communication

Sense-making communication

Reducing resistance to change

Making Organizations Healthier

Table 9.1 Summary of Change Process for Creating Healthy Workplaces.

Phase I

Phase II

Phase III

Making sense of change

Examples of Best Practice

Navistar International Corporation

Directions for Future Research

Conclusions

References

Part III Building a Psychologically Healthy Workplace

10 Respectful Workplaces

Respect as a Vital Resource

Job demands and resources

Risk assessment

Resiliency

Consequences of respectful workplaces

Workplace Mistreatment as a Workplace Demand

Predictors/causes of workplace mistreatment

Job stress

Organizational injustice

Desire for power or retaliation

Negative affect

Outcomes of workplace mistreatment

Mistreatment breeds mistreatment

Task performance

Extra-role behaviors at work

Counterproductive work behaviors

Job dissatisfaction

Commitment to the organization

Turnover intentions

Burnout

Overall well-being and mental health

Physical health

Conclusion

Taking action

Conclusion

References

11 Leadership and Climate in a Psychologically Healthy Workplace

Leadership and Climate in Psychologically Healthy Workplaces: Relational Perspectives

The quality of relationships between leaders and followers: leader–member exchange

Relational leadership in a group context: social identity theory of leadership

Leaders as role models

Behavioral Leadership: Transformational Leaders’ Role in Creating Healthy Organizations

Transformational leaders shape working conditions, trust, and self-efficacy

Transformational Leaders in Eldercare: An Example of Best Practice

Intellectual stimulation

Idealized influence

Inspirational motivation

Individualized consideration

Integrating Relational and Behavioral Perspectives on Leadership

Leaders Managing Healthy Organizational Change

Relational and behavioral leadership and the management of healthy change

Future Research on Leadership and Climate in Creating Psychologically Healthy Workplaces

References

12 Unions and Changes in Working Life: New Challenges, New Opportunities

Challenges

Individualization

“Atypical” employment

Lack of job security

Psychologically Healthy Workplaces: The Union Perspective

From job security to employment security

Flexicurity

Workplace learning and career development

Wage negotiation

Health and well-being initiatives

Health promotion

Psychological safety

Work–life balance

Discussion

Concluding Remarks

References

13 Corporate Social Responsibility and Psychologically Healthy Workplaces

Academic Focus on CSR

Construct Definitions

CSR and Psychologically Healthy Workplaces

CSR and indicators of a psychologically healthy workplace

CSR and employee psychological health

Employee involvement in CSR

Organizational ethics and psychologically healthy workplaces

Figure 13.1 Nomological network of CSR, organizational ethics, and psychologically healthy workplaces.

Future research

Conclusion

References

14 Creating a Healthy Small Business

Small Businesses and the Healthy Workplace

Health Promotion Interventions and Small Businesses

How to Invest for Success: Interventions to Create a Healthy Organization

Creating a Healthy Climate for Small Businesses

Recommendations for the Creation of a Healthy Small Business

Directions for Future Research

References

15 Designing Healthy Workplaces

Introduction

Total Worker Health

Healthy Workplace Practices: Individual and Organizational Outcomes

Figure 15.1 The PATH model—practices for achievement of total health. (Grawitch et al., 2006. Reproduced with permission from APA.)

Key Aspects of High-Performance Work Systems

Barriers to High-Performance Work Systems

High-Performance Work Systems and Total Worker Health

Self-managed teams and decentralization as basic elements of organizational design

Selective hiring

Reduction of status differences

Sharing information

Training

High compensation contingent on organizational performance

Employment security

High-Performance Work Systems: Then and Now

Table 15.1 Comparison of Various High-Performance Work Systems Definitions.

High Involvement through Information Sharing and Participative Decision Making

Growth and Development (Training and Knowledge beyond Basic Job Skills)

Employee Recognition (Including Incentives and Reward Practices Linked to Performance)

High-Performance Work Systems and the Workforce of the Future

High-Performance Work Systems in an International Context

Directions for Future Research

Conclusion

Appendix 15.A Practical Questions for Managers in Designing High-Performance Work Systems Leading to Total Worker Health

Note

References

16 Concluding Comments

Health and Safety

Involvement, Empowerment, and Engagement

Work–Life Balance

Employee Growth, Development, and Recognition

Culture and Climate

References

Back Matter

Index