Workplace Well being How to Build Psychologically 1st edition by Arla Day, Kevin Kelloway, Joseph Hurrell – Ebook PDF Instant Download/Delivery: 1118874738, 9781118874738
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ISBN 10: 1118874738
ISBN 13: 9781118874738
Author: Arla Day, Kevin Kelloway, Joseph Hurrell
Workplace Well being How to Build Psychologically 1st Table of contents:
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
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Tags: Arla Day, Kevin Kelloway, Joseph Hurrell, Workplace Well, Build Psychologically


