Matthew J. Grawitch and David W. Ballard
Psychologically healthy workplaces have become a prominent topic of conversation in contemporary organizations and the popular business press, and this prominence has led to a myriad of recommendations made by various authors. While some of them are evidence based, others are grounded in anecdotal experience, myths and outright pseudoscience. This chapter provides a discussion of the sources of some of this faulty information, focusing on four areas: case studies, consulting firms, business axioms, and benchmarking and best practices. The chapter then provides some recommendations to help enhance consumers’ evidence-based decision making (EBDM) when it comes to information about psychologically healthy workplaces.
David W. Ballard and Matthew J. Grawitch
At its core, a psychologically healthy workplace, as introduced and promoted by the American Psychological Association (APA), recognizes the symbiotic relationship between employee well-being and organizational effectiveness. Rather than an emphasis on maximizing either outcome, the psychologically healthy workplace approach recognizes the need to optimize the levels of well-being and effectiveness within the organization. This chapter explains the key components of the psychologically healthy workplace approach utilized by APA. It then details some of the findings from national surveys of the general US population as they relate to the psychologically healthy workplace perspective and employee well-being. It concludes by offering guidance on the development of a psychologically healthy workplace using lessons learned from recipients of APA’s national Psychologically Healthy Workplace Awards.