Flourishing in Life, Work and Careers
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Flourishing in Life, Work and Careers

Individual Wellbeing and Career Experiences

  • New Horizons in Management series

Edited by Ronald J. Burke, Kathryn M. Page and Cary Cooper

Happiness in one aspect of our life can positively impact upon our satisfaction within other domains of our life. The opposite also rings true. Today’s generation of working people have often been called the generation who want it all. But can we really have it all? And at what cost to our and others’ happiness? Flourishing in Life, Work and Careers explores ways in which contemporary working people can thrive in a complex, volatile and uncertain world. Combining both research and practice, the contributors of this book cover all bases from individual wellbeing, family, work and career experiences, to leadership. They conclude by providing the reader with tools to combine what they have learnt and apply it to their own lives.
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Chapter 13: Creating flourishing organizations through organizational wellness programmes

Philip C. Gibbs, Breckon Jones and Wayne Burton

Extract

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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