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WE302 > Employee Well-being > Flashcards

Employee Well-being Flashcards

1
Q

Employee well-being

A

refers to the physical, mental, and emotional health of employees in the workplace
* Encompasses factors e.g., work-life balance, job satisfaction, stress levels, physical health, and emotional well-being

(Guerci et al., 2020)

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2
Q

Common causes of work-related stress

A
  • Job demands
  • Lack of control
  • Poor work-life balance
  • Inadequate support
  • Poor communication
  • Workplace culture
  • Job insecurity
  • Lack of recognition
  • Poor physical work environment

(Ho and Kuvaas, 2020)

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3
Q

Lack of control

A

a lack of control over one’s job tasks, schedule, or responsibilities can lead to feelings of helplessness and dissatisfaction

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4
Q

Poor work-life balance

A

a lack of time for rest, relaxation, and self-care can lead to burnout and increased stress levels

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5
Q

Inadequate support

A

employees who do not receive proper guidance, feedback, resources, or recognition may feel undervalued, isolated, or overwhelmed in their roles

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6
Q

Poor communication

A

ineffective communication channels, lack of feedback, or negative interactions can hinder collaboration and morale

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7
Q

Workplace culture

A

toxic workplace cultures characterised by bullying, harassment, discrimination, or hostility can significantly impact employees’ mental health and well-being

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8
Q

Job insecurity

A

fear of losing one’s job or facing financial difficulties can lead to anxiety, insecurity, and decreased job satisfaction

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9
Q

Lack of recognition

A

lack of recognition and validation for one’s contributions can lead to feelings of disillusionment and stress

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10
Q

Poor physical work environment

A

a suboptimal work environment can affect employees’ health, safety, and well-being

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11
Q

Impact of work-related stress

A
  • Mental health issues
  • Physical health problems
  • Reduced job satisfaction
  • Decreased productivity
  • Increased absenteeism
  • Higher turnover rates
  • Lower quality of work
  • Organisational costs
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12
Q

Mental health issues

A

employees may experience feelings of overwhelm, exhaustion, irritability, and low mood as a result of chronic stress

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13
Q

Physical health problems

A

chronic stress is associated with an increased risk of cardiovascular diseases, immune system disorders, and other health ailments

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14
Q

Reduced job satisfaction

A

impact job performance, creativity, and problem-solving abilities, leading to decreased fulfilment and enjoyment at work

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15
Q

Decreased productivity

A

work-related stress can hinder employees’ productivity, concentration, and focus on tasks

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16
Q

Increased absenteeism

A

absenteeism due to stress-related issues can disrupt workflow, team dynamics, and organisational operations

17
Q

Higher turnover rates

A

more likely to seek alternative job opportunities or leave the company altogether

18
Q

Lower quality of work

A

work-related stress can impact the quality, accuracy, and attention to detail in employees’ work

19
Q

Organisational costs

A

significant costs for organisations, including absenteeism, turnover, reduced productivity, healthcare expenses, and legal liabilities

20
Q

Role of HRM in promoting well-being

A
  • Health and benefits and incentives
  • Offering paid time off for employees to take care of themselves
  • Promote flexible work culture by using technology

(Li et al., 2023)

21
Q

Health and benefits and incentives

A

Several companies turned towards mental and physical health wellness providers to acquire subscriptions for their employees
These include free online doctor consultations, apps offering calming self-help, yoga and meditation techniques, discounted medicines

22
Q

Offering paid time off for employees to take care of themselves

A

Paid time off policies gives employees a safety net to prioritise themselves without being penalised

23
Q

Promote flexible work culture by using technology

A

use technology to support the emerging working models such as flexible working hours, remote work, work from anywhere

24
Q

Why is well-being at work important

A
  • Over 35 million working days lost in the UK relating to ill-health (Health and Safety Executive, 2023)
  • Rising absence rates (CIPD, 2023)
    o Particularly long-term absence relating to mental health and stress
  • Burnout (Deloitte, 2022)
25
Q
A
26
Q

Musculoskeletal Disorders (MSDs)

A
  • Affect the back, neck, shoulders and upper limbs as well as the lower limbs; damage or disorder of the joints or other tissues
  • Range from minor aches and pains to more serious medical conditions requiring time off or medical treatment
27
Q

Musculoskeletal Disorders (MSDs) Physical risk factors

A
  • Handling loads, especially when bending and twisting
  • Repetitive or forceful movements
  • Awkward and static postures
  • Vibration, poor lighting or cold working environments Fast-paced work
  • Prolonged sitting or standing in the same position
28
Q

Musculoskeletal Disorders (MSDs) Organisational and psychosocial risk factors

A
  • High work demands and low autonomy
  • Lack of breaks or opportunities to change working postures
  • Working at high speed, including as a consequence of introducing new technologies
  • Working long hours or on shifts
  • Bullying, harassment and discrimination in the workplace
  • Low job satisfaction
29
Q

Benefits for the organisation

A
  • Increased productivity
  • Reduced absenteeism
  • Improved employee morale and satisfaction
  • Enhanced employee engagement
  • Lower turnover rates
  • Attraction of top talent
  • Positive employer branding
  • Cost savings
30
Q

Benefits for employees

A
  • Improved mental health
  • Enhanced physical health
  • Increased job satisfaction
  • Better work-life balance
  • Enhanced productivity
  • Reduced absenteeism
  • Greater job security and longevity
  • Personal development and growth
31
Q

Job Demands-Resources (JD-R)

A

model used to understand the relationship between job characteristics, employee well-being, and work outcomes
* job demands
* job resources

32
Q

Job demands

A

refer to the physical, psychological, social, or organizational aspects of a job that require sustained effort and energy from employees. These demands can be stressful and taxing, potentially leading to negative outcomes such as burnout, fatigue, and health issues

33
Q

Job Resources

A

the elements of a job that support employees in achieving work goals, reducing job demands, and promoting well-being. Job resources can include things like social support, feedback, autonomy, opportunities for skill development, and a positive work environment. These resources help employees cope with job demands, thrive in their roles, and experience positive outcomes such as engagement, job satisfaction, and performance

34
Q

‘High Commitment’ Practices
Guest (2011)

A
  • Realistic job previews(RJPs)
  • Psychometric tests for selection
  • Well-developed induction
  • Provision of extensive training for experienced employees
  • Regular appraisals
  • Regular feedback on performance from many sources
  • Individual performance-related pay
  • Profit-related bonuses
35
Q

‘Best practice’ HRM e.g. Pfeffer (1998)

A
  • Employment security/internal labour markets
  • Selective hiring/sophisticated selection
  • Extensive training & development
  • Employee involvement, information sharing, worker voice
  • Autonomous teams
  • High compensation contingent on performance
  • Reduction of status differentials

WE302 (4 decks)

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