Well Being At Work
Introduction: Well-being at work
Well-being is the state of being comfortable, healthy or happy (Oxford Dictionary 2014). And the relation of well-being with the work can be defined as, creating an environment to promote a state of contentment which allows employees to flourish and achieve their full potential for the benefit of themselves and their organisation (CIPD 2007). Furthermore, workplace well-being relates to all aspects of working life, from the quality and safety of the physical environment, to how workers feel about their work, their working environment, the climate at work and work organization. The aim of measures for workplace well-being is to complement Organisational Safety and Health measures to make sure workers are safe, healthy, satisfied and engaged at work (ILO 2009).
From the European context, well-being at work means safe, healthy and productive work in a well-led organisation by competent workers and work communities who see their job as meaningful and rewarding, and see work as a factor that supports their life management (EWCO 2011).
Ever since the emergence of Human Resource Management, the paradigm of HRM has mainly fluctuated between ‘employees’ well-being’ and ‘production’. In recent years, greater concern about the employee well-being is being placed due to recognition of the fact that the employee well-being increases productivity and regularity at work. In addition, companies have also recognized that investment on employee well-being can also yield into achievement of competitive advantage (Pilbeam & Corbridge 2010, 415).
The migration rates, especially from less developed to more developed countries, continue to rise. Along with increasing migration, overall globalisation, the development of new technologies, the move from manufacturing to service-based economies, the ageing workforce and population, an increase in the number of women in the workforce, and the transformation of work patterns have led to a workforce
Well-being is the state of being comfortable, healthy or happy (Oxford Dictionary 2014). And the relation of well-being with the work can be defined as, creating an environment to promote a state of contentment which allows employees to flourish and achieve their full potential for the benefit of themselves and their organisation (CIPD 2007). Furthermore, workplace well-being relates to all aspects of working life, from the quality and safety of the physical environment, to how workers feel about their work, their working environment, the climate at work and work organization. The aim of measures for workplace well-being is to complement Organisational Safety and Health measures to make sure workers are safe, healthy, satisfied and engaged at work (ILO 2009).
From the European context, well-being at work means safe, healthy and productive work in a well-led organisation by competent workers and work communities who see their job as meaningful and rewarding, and see work as a factor that supports their life management (EWCO 2011).
Ever since the emergence of Human Resource Management, the paradigm of HRM has mainly fluctuated between ‘employees’ well-being’ and ‘production’. In recent years, greater concern about the employee well-being is being placed due to recognition of the fact that the employee well-being increases productivity and regularity at work. In addition, companies have also recognized that investment on employee well-being can also yield into achievement of competitive advantage (Pilbeam & Corbridge 2010, 415).
The migration rates, especially from less developed to more developed countries, continue to rise. Along with increasing migration, overall globalisation, the development of new technologies, the move from manufacturing to service-based economies, the ageing workforce and population, an increase in the number of women in the workforce, and the transformation of work patterns have led to a workforce
References: Day, E. & Kelloway, E.K. & Hurrell, J.J. 2014. Workplace Well-Being: How to build psychologically healthy workplaces. John Wiley & Sons. Sussex. European Agency for Safety and Health at Work, 2013. Well-being at work: Creating a positive Environment. Luxembourg. Fredrickson, B.L. 1998. What good are positive emotions? Review of General Psychology. Vol. 2. No. 3. Grant, A Pilbeam, St. & Corbridge, M. 2010. People Resourcing and Talent Planning. HRM in Practice. 4th edition. Pearson Education Ltd. Harlow Robertson, I