The wellbeing of a workforce often deal with the overall mental, physical, emotional, and economic health of your employees. It’s influenced by various factors such as their relationships with co-workers, the decisions they make, and the tools and resources they have access to. Wellbeing is also a very important tool in differentiating between productivity and safety of an employee.
While the main goal of the employees is to improve productivity, it is also important that employers understand and practice their work obligatory function which is to provide safety for her workers. An employee must be able to have a sense of safety in their working environment, they must be convinced that safety during their working hours is very important just as their ability to be productive is.
- Organized work settings.
Employees of various field have physical interaction with their environment on different basis, so the need for organized environment is very important. Work settings which is very conducive helps employees to think more, act more and of course give better results. -
Meaning of work
Research has shown employees are likely to perform better emotionally and physically when they consider the duty they perform as meaningful and necessary.
Perceiving work as meaningful increase affinity to the job and also the need to be more productive at it.
- Work Load
Organization who give employees cumbersome work load are likely to have staff who have negative outcome a lot of time. Work overload can male employees feel abused hich can lead to negative
outcomes including severe adverse mental and physical health consequences ( including significant excess risk of coronary heart
disease. Also work underload can also make employees have low self esteem , lack of sense of purpose, and the adoption of unhealthy habits.
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- Work life balance.
The relationship between life inside work and outside work can have significant effects on employee wellbeing, job related attitudes and job performance. Work- life initiatives that allow flexibility for employees have flourished, but there is mixed evidence as to whether these can successfully satisfy the needs of both employees and organisations.
Technological changes have facilitated the use of flexible working and home working arrangements. When they work well, such arrangements can allow more time for family, friends and hobbies, lower levels of stress, increase morale and autonomy, reduce absenteeism and improve productivity ( for example by reducing commuting time). Such flexible arrangements can, however, blur the boundaries between personal life and work domains. Frequently work obligations may win this conflict, with the resulting neglect of personal life creating stress and frustration. -
Organizational judgment and justice level.
Organisational justice is found to be a key factor in employee wellbeing. Justice in the workplace encompasses three perspectives:
i. distributive justice – the employee’s
perception of the fairness of outcomes;
ii. procedural justice – the extent of
perceived fairness of the procedures
by which organisational decisions are
made; and
iii. interactional justice – the perceived
fairness of the interpersonal treatment
that an employee receives.
Perceived organisational injustice is associated with stress- related outcomes including psychological strain, depression, emotional exhaustion and counterproductive and harmful behaviours at work.
Relationships at work can become more
complicated due to the perception of organisational injustice. Studies have shown that employees in high pressure industries report changes in blood pressure and an increase in physiological strain when working under an unfair lead.
Maintaining and keeping up with the wellbeing of a work force is very important.
