Corporate Wellness Programs
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Corporate Wellness Programs

Linking Employee and Organizational Health

Edited by Ronald J. Burke and Astrid M. Richardsen

Corporate Wellness Programs offers contributions from international experts, examining the planning, implementation and evaluation of wellness initiatives in organizations, and offering guidance on how to introduce these programs into the workplace. Previous research evidence surrounding corporate wellness programs is reviewed, to illustrate reduced health care costs, higher levels of employee well-being, greater work engagement, higher levels of performance, and financial gains on well-being investment costs. In this innovative book, various chapters examine the planning, implementation and evaluation of corporate wellness initiatives with guidance on how to introduce these programs in one’s workplace. In addition, organizational case studies highlight best practices and lessons to be learned from them.
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Chapter 5: Programmes and interventions for psychosocial risk and worker well-being; the psychosocial safety climate (PSC) framework

Tessa S. Bailey, Silvia Pignata and Maureen F. Dollard

Extract

Psychosocial risk refers to the interaction between individuals and a range of workplace factors including job design, management practice, job demands, and resources that have the potential to cause harm to employees (International Labour Organization, 1986). These risk factors can become a hazard when one, or a combination of them, have a detrimental effect on employee health, engagement and/or productivity (Karasek and Theorell, 1990; Demerouti et al., 2001; Dollard and Bakker, 2010). Research shows that organizational initiatives to improve worker wellbeing benefit from having a holistic approach (LaMontagne et al., 2007) where strategies go beyond a focus on the individual worker. This is because those interventions address both the causes of stress and its consequences on the worker. The psychosocial safety climate (PSC) framework encourages interventions that encompass primary, secondary and tertiary aspects with a specific focus on the causes of work stress. PSC extends the well-known job demands-resources model (Demerouti et al., 2001) as a leading indicator of psychosocial risk factors and is therefore presented in this chapter as a primary focus point for work-related stress prevention and the promotion of employee well-being. This chapter will discuss different classes of organizational interventions and the importance of including PSC in programmes to effectively address psychosocial risks and hazards at work.

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