2. Aristotle believed that eudaimonia ( human
flourishing associated with living a life of
virtue), or happiness based on a lifelong pursuit
of meaningful, developmental goals, was the key
to good life (Waterman, 1993).
A Primer on Happiness
3. Theories of Happiness
Three types:
Need/goal satisfaction theories,
Process/activity theories, and
Genetic/personality predisposition (Diner et
al., 2009).
4. Need/goal satisfaction theories
• Psychoanalytic and humanistic theorists
suggested that the reduction of tension or the
satisfaction of needs lead to happiness.
• In short, it was theorized that we are happy
because we have reached our goals.
• Such “happiness as satisfaction” makes
happiness a target of our psychological
pursuits.
5. Process/activity theories
• Theorists suggest that engaging in a particular
life activities generates happiness.
• For example, Mike Csikszentmihalyi
(pronounced CHEEK-SENT-ME-HIGH), who
was one of the first 20th century theorists to
examine process/activity conceptualizations of
happiness, proposed that people who
experience flow (engagement in interesting
activities that match or challenge task-related
skills) in daily life tend to be very happy.
6. FLOW: Becoming more engaged
People report the greatest satisfaction when they are totally
immersed in and concentrating on what they are doing. People
who more frequently experience flow are generally happier.
• Flow = state of intense absorption.
• High Skill + High Challenge = Flow
ENGAGEMENT
7. Genetic/personality
predisposition theories
• These theories tend to see happiness as stable,
whereas theorists in the happiness-as-satisfaction
and process/activity camps view it as changing with
life conditions.
• More recent research, found evidence that the link
between personality and happiness maybe more
ideographic than previously thought (e.g., personal
set points for happiness may not be neutral and
may be more dependent on temperament;
individuals may be vary in the type of adaptation to
positive or negative external experiences).
8. Contd….
• Lucas and Fujita (2000) showed that
extraversion and neuroticism, two of the Big 5
factor of personality, were closely related to
characteristics of happiness.
9.
10.
11.
12.
13. A Primer on Wellbeing
The concept of employee well-being has grown
in popularity over the past few years, but is it
something new or just a clever re-labelling of
traditional absence management, occupational
health and good management practice?
What programmes and initiatives are taking
place under this heading and how effective are
they for both employee and employer?
14. What is Employee Well-being?
• “creating an environment to promote a state
of contentment which allows an employee to
flourish and achieve their full potential for the
benefit of themselves and their organization”.
• Well-being involves our experience of pleasure
and our appreciation of life’s rewards.
• Given this view, Diener defines “subjective
well-being as a combination of positive affect
(in the absence of negative affect) and general
life satisfaction”.
15. Some of the essential factors leading to
organisational and personal well-being are:
• Values-based working environment and management
style
• open communication and dialogue
• team-working and co-operation
• clarity and unity of purpose
• flexibility, discretion and support for reasonable risk-
taking
• a balance between work and personal life
• the ability to negotiate workload and work pace
without fear of reprisals or punishment
• being fairly compensated in terms of salary and benefits
16.
17. Employee well-being involves:
maintaining a healthy body by making healthy
choices about diet, exercise and leisure
• developing an attitude of mind that enables the
employee to have self-confidence, self-respect and
to be emotionally resilient
• having a sense of purpose, feelings of fulfilment
and meaning
• possessing an active mind that is alert, open to
new experiences, curious and creative
• having a network of relationships that are
supportive and nurturing
18.
19.
20. Illustrations of the five domains of well-being
Domain Elements Examples of well-being activities/initiatives
Physical Physical health Exercise programmes, healthy menu options, health education
and awareness, health checks
Mental health Work–life balance targets, conflict resolution training, relaxation
techniques
Working environment Chill-out areas, ergonomically designed working areas,
ecologically sound design
Physical safety Personal safety training, safe equipment, safe working practices
Accommodation Homeworking, health and safety
Values Ethical standards Values-based leadership, corporate governance, ethical
investment, probity for example gifts/hospitality
Diversity Equal opportunities, valuing difference, cultural engagement
Psychological contract Job satisfaction, employee commitment, negotiating change
Spiritual expression Recognition of employees’ religious and spiritual values and beliefs
21. Domain Elements Examples of well-being activities/initiatives
Personal Autonomy Team consultation and decision-making, management by targets
development
Career development Mentoring, guidance, self-awareness, mid-career audits, career
breaks and sabbaticals, coaching
Lifelong learning Access to learning, technical and vocational learning, Investors in
People, learning accounts
Creativity Innovation and creativity workshops and awards
Emotional Positive relationships Respect agenda, assertiveness, team-building
Resilience Resilience-building groups, self-awareness training, compassion/
mindfulness groups
Emotional intelligence Emotional intelligence assessment and training, anger
management, emotional labour
Social responsibility Community activity, recycling, energy-saving, pollution prevention,
public transport
Work/ Change management Consultation, involvement, change-readiness training
organisation
Work demands Risk assessments, person/job fit
Autonomy Control, whistleblowing, risk-taking
Job security Working hours, shift-working, redundancy policy
24. REASONS FOR CONCERN WITH WELL-BEING
• Employers have a duty of care and this
means adopting a socially responsible
approach to looking after their people.
• Employers are responsible for creating a
good work environment not only because it
is their duty to do so but also as part of the
total reward system.
• It is in the interests of employers to do so
because this will increase the likelihood of
their employees being committed to the
organization and help to establish it as a
‘best place to work’.
25. THE SIGNIFICANCE OF THE WORK ENVIRONMENT
• The work environment consists of the system of
work, the design of jobs, working conditions and the
ways in which people are treated at work by their
managers and co-workers.
• Well-being is achieved when account is taken in
designing the work system and the jobs in it of the
needs of the people concerned.
• Working conditions need to meet health and safety
requirements.
• The way people are treated is a matter of
managerial behaviour, achieving work–life balance
and dealing with issues such as stress, harassment
and bullying
26. THE ACHIEVEMENT OF WORK–LIFE BALANCE
• Flexible working is the most practical
solution to establishing an effective work–
life balance.
• This covers flexitime, home working, part-
time working, compressed working weeks,
annualized hours, job sharing and term-
time-only working.
• It also refers to special leave schemes that
provide employees with the freedom to
respond to a domestic crisis or to take a
career break without jeopardizing their
employment status.
27. MANAGING STRESS
• Employers have the social responsibility to
provide a good quality of working life.
• Excessive stress causes illness.
• Stress can result in inability to cope with the
demands of the job, which creates more
stress.
• Excessive stress can reduce employee
effectiveness and therefore organizational
performance.
28. MANAGING HEALTH AND SAFETY
• Conduct risk assessments to identify hazards and
analyse the risks attached to them.
• Conduct health and safety audits to provide for a more
comprehensive review of all aspects of health and
safety policies, procedures and practices.
• Conduct health and safety inspections to identify and
deal with specific risks and hazards
• Health and safety inspections should be carried out on
a regular and systematic basis by line managers and
supervisors with the advice and help of health and
safety advisors.
29. Marks & Spencer
Marks & Spencer is known nationally as an employer who values employees. Historically, well-being was delivered
through a traditional benefits package, including flexible working and family-friendly policies. In addition, a good
physical working environment was provided, including good catering facilities. Other ancillary benefits for some or all
employees included hairdressing, chiropody, dentistry and holistic services. As the business moved through a change
management programme it was realised that more focus was needed on the health and well-being areas that were
directly affected by the workplace.
The Government strategy for health and well-being and vocational rehabilitation were considerations for the HR and
occupational health teams within Marks & Spencer, with management referrals to occupational health being
predominantly for guidance on the management of individuals with a musculoskeletal health issue.
The decision was taken to trial a fast referral for physical therapy for those employees who have their personal and
work life affected by such health issues, recognising that the NHS process for assessment and treatment via the
general practitioner was overburdened.
Fourteen stores were involved in a three-month trial. All employees who were in the workplace and experiencing
musculoskeletal problems were eligible for referral for physical therapy. Employees who contacted the store to advise
them of absence owing to musculoskeletal health issues were also referred for physical therapy. The employee was
provided with an appointment within 72 hours from referral. Referral for assessment and treatment were not
dependent on the cause being workplace-specific.
The total number of employees participating in the trial was 4,000. Of this number, 192 (4.8%) were referred from 13
of the stores. During the trial, employees who received treatment were able to continue in the workplace alongside
their team members, employees who had experienced delays in accessing NHS treatment were appreciative of the
service, and employees absent were able to return to work to undertake restricted workplace duties.
The three-month trial demonstrated an 8% reduction in employee sickness absence for musculoskeletal health issues.
Store management teams reported additional benefits
: improved morale of the departmental team and the general store, all of which are difficult to estimate in financial
terms
improved customer service
improved efficiencies.
