Toward evidence-based practice in organizational wellbeing

Methods and measures

Authored by: E. Kevin Kelloway

The Routledge Companion to Wellbeing at Work

Print publication date:  May  2017
Online publication date:  May  2017

Print ISBN: 9781138955943
eBook ISBN: 9781315665979
Adobe ISBN:

10.4324/9781315665979.ch6

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Abstract

Many organizations have now implemented, or are considering implementing, programs and policies to improve the health and wellbeing of employees (Goetzel & Ozminkowski, 2008; Goetzel, Roemer, Liss-Levinson, & Samoly, 2008). Such efforts may stem from the recognition that the health of employees has consequences for productivity and other organizational outcomes (e.g., absenteeism, presenteeism, turnover), or it may arise from the belief that organizations are responsible for their employees’ wellbeing. Whatever the rationale, there has been burgeoning interest in creating a healthy workplace (Day, Kelloway, & Hurrell, 2014) – one in which organizational goals of profitability and productivity are integrated with employee wellbeing. (Sauter, Lim, & Murphy, 1996).

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