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Table of Content

AC 1.1 ……………………………………………………………………………………………………………….8

AC 1.2 ………………………………………………………………………………………………………………10

AC 1.3 …………………………………………..………………………………………………………………….11

AC 2.1 ………………………………………………………..…………………………………………….………12

AC 2.2……………………………………………………………………………………………………..………..13

AC 2.3…………………………………………………………………………….…………………………………14

References…………………………………………………………………………………………………………15

Bibliography……………………………………..……………… …………………………………………………16

AC 3.1………………………………………………………… ……………………………………………………18

AC 3.2……………………………………………………………………………………………………………….19

AC 3.3………………………….……………………………………………………………………………………21

‌AC 3.4……………………………………………………………………………………………………………….22

References…………………………………………………………………………………………………………24

Bibliography………………………………………………………………………………………………………..25

Application of wellbeing theories. (AC 1.1)

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs is a cornerstone theory in psychology, suggesting that individuals have a hierarchical set of needs, depicted as a pyramid with five levels: physiological, security, love/belonging, esteem, and self-actualization (see the figure below)

• Figure 1 Maslow’s Hierarchy of Needs (Source: Desmet & Fokkinga, 2020).

As a human living environment, the workplace is an important area in which Maslow’s theory still applies to employees’ wellbeing and motivation. Di Fabio and Kenny’s research (2021) noted that employees’ wellbeing could likely be increased by satisfying their physiological needs first and meeting safety needs second. In the process of implementing Maslow’s theory in the context of Repas, workplace safety protocols are essential, and fair regard to payments are the steps that should be undertaken to satisfy a basic need (Maslow, 1943).

Maslow’s theory is easy to understand because of its straightforward approach. It also serves as a guideline that helps explain what urges drive people. It reminds us that disparate needs must be treated individually with the ACORN approach that considers higher-order needs as the aftermath. Conversely, there are cases in which the theory leaves out different individual differences, and its usefulness needs to be improved since it needs empirical evidence that fully supports the hierarchy of needs in complex ways.

Job Demands-Resources Model

The job Resources (JD-R) Model asserts that a job can be categorized into job demands and resources (Demerouti et al., 2001). When it comes to the job’s needs, this could be a physical, psychological, or emotional strain, which can create strain. In the alternative, job resources refer to specific features of the job (Demerouti et al., 2001) that contribute towards achieving the objectives and becoming more skilled, as well as reducing the negative effect strains have on the job.

The JD-R Model can buy employees increased stress-related absenteeism and staff turnover by reducing job demands and escalating job resources (Bakker & Demerouti, 2017). For instance, providing flexible working schedules, training sector-specific courses, and creating a positive environment to facilitate employee interaction can improve employees’ wellbeing and job salaries (Bakker & Demerouti, 2017; Demerouti et al., 2001).

JD-R Model considers job stressors and favorable factors affecting employees’ wellbeing. It draws attention to avoiding the reasons that may cause stress and improving the components of the tenement (Bakker & Demerouti, 2017). Nevertheless, the method may only be appropriate for some work contexts. It may be subjective because people also have different perceptions about the nature of job dimensions, which may impact their feelings.

Well-being

Employee well-being in the workplace is important for both employers and employees. CIPD (2023) as  an employee’s emotional, psychological, and physical state as it relates to their job. Key aspects include having a healthy work-life balance, feeling engaged and motivated in their work, experiencing low-stress levels, and feeling supported by management and coworkers.

Factors impacting well-being in the workplace

Workload and work-life balance are important factors that can influence workplace wellbeing. An excessive workload that leaves no time for rest, self-care, or personal pursuits easily leads to burnout and high-stress levels over time (Engman and Schwarz 2022). This negatively impacts both mental and physical health. In contrast, achieving a stable work-life balance through reasonable working hours and sufficient breaks away from work promotes well-being.

Job satisfaction is also a key workplace well-being factor. Feeling appropriately challenged and rewarded in one’s job role, having opportunities to utilise skills, and experiencing a supportive work culture all foster greater motivation and happiness at work as evidenced by Kuo et al. (2023). Conversely, lack of meaningful work, poor recognition, limited growth opportunities, or difficulties with management/colleagues undermine job satisfaction and in turn, overall workplace well-being. Addressing both workload pressures and job satisfaction can help organisations strengthen employee well-being.

Application of theories

 The ACORN framework outlines four widely recognised domains of wellbeing – Achieving in life, Close relationships, Occupation or education, Resilience and self-esteem (LinkedIn, 2024). Within each domain are several dimensions that contribute to overall wellbeing, such as educational achievement, empowerment, and social support.

The Job Demands-Resources model provides a framework for understanding work factors affecting wellbeing and motivation.Acccoring to Demerouti et al (2001), it recognises that certain job characteristics can either motivate or lead to strain. Job demands such as workload require effort and may cause stress over time if not balanced with adequate job resources to meet those demands. Resources like autonomy, performance feedback and social support act as intrinsic motivators by supporting goal achievement and reducing demands.

Self Determination Theory focuses more directly on motivation. According to Very well Mind. (2022),  it suggests that satisfying three basic psychological needs – autonomy, competence and relatedness – fosters intrinsic motivation and well-being. Both theories provide frameworks for analysing work factors impacting well-being, though SDT focuses more on innate needs and motivation specifically. The JD-R model takes a broader perspective by identifying how demands and resources interact in the work environment. By drawing on both approaches, organisations can better understand what motivates employees and implement changes to optimise well-being.

Employee Wellbeing and Organizational Performance (AC 1.2)

Employee wellbeing is significant to individual staff members and the company, improving productivity, job satisfaction, and better performance (Purvanova & Muros, 2010). The targeted management of workers’ wellbeing will allow for the building of the work environment and the setting that effectively will translate into the strategic objectives pursued by the organization.

Enhancing Employee Engagement:

A leader can maintain the positive emotions of their employees and align the corporate purpose by creating employee engagement. Engaged employees are more dedicated to their work’s delivery, which is the real meaning of heights of performance and productivity (CIPD, 2023). Repas might provide a mentor program where capable employees are linked up with new ones, giving a hand to the mentee to develop skills and create an atmosphere of belonging. This initiative gives employees chances for growth, and their psychological state is cared for. This keeps employees committed to the same goals that lead to the organization’s success, stability, and success, as well as skilled staff.

Besides that, continual feedback sessions and performance evaluations motivate employees to believe they play an integral role in the company’s competitive advantage (Purvanova & Muros, 2010). By involving employees in decision-making processes and seeking their input, organizations will induce a spirit of ownership and dedication to achieving common objectives.

Implementing Work-Life Balance Initiatives:

Work-life balance strategies are tailored to support the all-important nature of work and employees’ personal lives. The employees who experience better work-life balance are happier at their jobs and have lower experiences of stress (Allen et al., 2021). For example, Repas can allow its employees to work flexibly either by letting them work from home or by allowing them to arrange their work schedules in a way that would enable them to control their personal and professional lives better.

Endorsing a culture that values downtime and lets the employees take breaks prevents burnout and improves employees’ well-being (Allen et al.,2021). For instance, Repas can support workers applying for their vacation leaves by offering the support and tools to deal with stress and practice relaxing techniques when employee’s wellbeing is the top priority, that is, re-creating a supportive environment, which is a health promotion factor, and employee loyalty and commitment to the organizational goals.

Investing in employee wellbeing makes moral and business sense for Repas. Research shows high wellbeing is linked to lower absenteeism, which can impact operations in the busy hospitality sector. Introducing flexible working and an EAP program allows staff to better balance their lives, reducing stress that leads to 25% of long-term sick leave. A study of 200 UK companies found each £1 invested in wellbeing returned £5 in lower absenteeism and presenteeism (CCLA Corporate, 2022). With over 500 staff across 11 sites, even marginal reductions in absence could yield significant savings for Repas’ bottom line. The CEO wants motivated staff who enjoy their jobs; wellbeing initiatives help achieve this whilst cutting costs.

Organizational Performance and Wellbeing Practices (AC1.3)

Improved Employee Engagement and Satisfaction:

The curing methods of businesses that can improve employee engagement and satisfaction (Grant and Parker (2020).  Employees with empathetic viewpoints of their organizations and thinking that their companies are looking after employees’ wellness are more engaged and satisfied with their jobs. Setting aid programs, work arrangements, and wellness programs fosters a good work environment supporting employees. These strategies signal organizational concern for employees’ wellbeing, leading to better attitudes among workers (motivation and willingness to remain), as pointed out (Grant & Parker, 2020).

Reduced Turnover and Absenteeism:

Using wellness methods lowers the turnaround rates and reduces absenteeism among the organization’s employees. Workers who support an employer in managing their work-life balance and mental health are believed to be more committed to the establishment and show fewer signs of absenteeism (Allen et al., 2021). One can think of a program that includes mental health resources, childcare assistance, and paid time off for self-care to aid employees in the fight against daily stressors, whether personal or work-related (Allen et al., 2021).

Enhanced Organizational Reputation and Brand Image:

Organizations that endorse wellbeing behaviors foster a good reputation and promote their brands among employees and others. Reports by Fabio and Kenny (2021) state that everyone notices employee wellbeing, and firms perceived with that attribute attract prospective employees and customers. Those with positive word-of-mouth could help employees, be undisptheme top talents, and have a great competitive advantage over others in the market (Di Fabio & Kenny, 2021). For example, Repas might exhibit their nobleness toward the staff using marketing campaigns, social media connections with the employees, and participation in the local community wellness programs. This way, the firm will sharpen the image of a socially committed and fair-minded employer.

Wellbeing in the Workplace: Contributions from Stakeholders (AC 2.1)

Managers:

Supportive Leadership and Communication:

Workplace managers play a role in supporting workers through professionally oriented supervisor leadership methods and communication strategies. Bakker and Demerouti (2020) researched the role of managers’ empathic, understanding, and decisive listening styles. It has been proven that this style promotes employees’ positive working environment that creates conditions for good health. For example, Repas can have managers who can regularly meet with their teammates so that they can talk about workload, trouble processing, and individual matters. Creating open communication that positively sets out to address issues helps employees get to the point where they feel appreciated, well-supported, and highly motivated.

Implementation of Wellbeing Initiatives:

This involves becoming key supporters of work-based wellbeing programs and policies. For example, the OHS managers may urge the company to incorporate flexible working arrangements besides the organization’s wellness programs and mental health resources. If managers constantly walk the talk by actively promoting and backing these programs, leaders demonstrate a resolve to put employee welfare first and create a wholesome work culture (O. et al., 2020).

Workers:

Peer Support and Collaboration

Employees can initiate wellbeing changes by providing peer support and ensuring a cooperative team experience. Gubler et al. (2022) indicate that colleagues’ social support can help block stress’s bad effects and improve one’s overall wellbeing. By way of illustration, the employees at Repas can initiate informal support groups or form buddy systems where employees can open up, share experiences, provide one another with advice, and receive emotional support. Getting along with other individuals and networking will improve the sense of bean longing and teamwork, boosting emotional wellbeing.

Engagement in Wellness Activities:

This involves participating in wellness activities and campaigns. Employees can often indulge in physical, mental, and interpersonal wellbeing services through their workplaces, such as yoga lessons, mindfulness lessons, or team bonding activities. Workplace changes such as emphasizing relaxation, mood enhancement, and general wellbeing create a stress-free environment resulting from taking advantage of these opportunities (Gubler et al., 2022

Wellbeing with People Management Practices (AC 2.2)

Performance Management:

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