Individual Wellbeing and Career Experiences
New Horizons in Management series
Edited by Ronald J. Burke, Kathryn M. Page and Cary Cooper
Chapter 13: Creating flourishing organizations through organizational wellness programmes
A growing number of organizations are starting to play an increasing role in how they can help encourage and foster a flourishing organizational climate and culture where employees are healthier, more effective, and achieve more fulfilment (Burke and Cooper, 2013). The notion of creating a culture of health in the workplace, where healthy and happy employees are seen as productive employees, is not new (references go back centuries to Bernardo Ramazzini’s book De Morbis Artificum Diatriba [Diseases in Workers] published in 1700). Over the years, organizations have experimented with a variety of initiatives and incentives aimed at improving employee health and wellbeing, and associating this to organizational improvements such as greater employee engagement and productivity (Grawitch et al., 2006). As such, many organizations believe that targeting common health risk factors associated with employee ill health and lack of wellbeing will ultimately lead to a healthy organizational climate and culture (Wilson et al., 2004; Bakker and Schaufeli, 2008). Traditionally, organizations have been encouraged to provide services to control absence rates and healthcare costs, while complying with Occupational Health and Safety standards (Miller et al., 2002). Examples of these types of services include Occupational Health (OH), Employee Assistance Programmes (EAPs), and Health Risk Assessments (HRAs).
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