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Solution
Table of Contents
Task One- Written Paper on Wellbeing at Work. 2
1.1 Theories; Application on Issues in Workplace. 2
1.2 Wellbeing Managed to Support organisation Goals. 3
1.3 Wellbeing Practices in Organisations Value. 4
2.1 Stakeholders Contribution for Improving Wellbeing at Work. 5
2.2 Wellbeing Interaction with People Management Areas. 6
2.3 Organisational Context Shaping Wellbeing. 7
Task Two- Wellbeing Program Suitable for Repas. 7
3.1 Repas Employee Wellbeing; Initiatives. 7
Wellbeing Initiatives to address these needs. 8
3.2 Design Wellbeing Program/Initiatives to address identified Repas Needs. 9
Wellbeing Needs to be Addressed. 9
Key Components to Delivery of the Program.. 9
3.3 Program Implementation Process. 11
3.4 Monitoring and Evaluation of Employees Wellbeing. 13
Task One- Written Paper on Wellbeing at Work
1.1 Theories; Application on Issues in Workplace
Wellbeing Theories
Positive Psychology- Positive psychology is identified as a humanistic approach in psychology which focus on issues leading to improved happiness and wellbeing. In Alam (2022), the rationale of this is to complement schools of psychology which focus on problematic behaviours and thinking approach and managing any issue emerging. For instance, PERMA Framework of wellbeing is appropriate (Wagner et al., 2020).
The advantages of positive psychology entail ability to build an individual strength in a holistic manner for success in their practice. In Houge Mackenzie and Brymer (2020), this is contrary to forcing excellence in unsuitable areas. In practice, by use of the theory, there is a possibility of succeeding in their job roles with workplace relations satisfaction.
The disadvantages include what Alam (2022) identify as over-emphasising on an individual ignoring the community/society which is equally important. Further, it is inappropriate in terms of its detailed understanding leading to failing in guiding people who encounter a lot of issues.
Application of Theory in Workplace– Considering an organisation including Repas, operating in different business environments/locations, this theory is relevant for improving their different stakeholders engaged. Further, with the organisation being based in various environments, the theory is relevant to boost individual pursuits, expanding the scope of people leisure activities. In entirety, the identified activities have a positive impact in improving employee health and wellbeing. Additionally, Wang et al. (2021) note that by using the positive psychology, there is a possibility of building effectiveness in working and to strengthen it. For example, if work-life balance is effective as opposed to nutrition, the former would have more strengths as opposed to fixing the latter.
Psychological Contract– As defined in CIPD (2023), this entail consideration of expectations of individual, their beliefs. Being ambitious and roles in lenses of employers and employees. Hence, this theory emphasise on human part of the employment relations. For advantages, psychological contract is noted as harnessing agility successfully. According to Personio (2023), this grants an opportunity for real-time prioritising on the relations of various players. The importance of this is employment relations success being influenced by demand for evidencing a holistically balanced and fairness in psychological contract. The disadvantages include lack of a precise and implicitness of overall expectations of employees wellbeing, ineffective communication and verbalised. Further, there can be biasness in terms of overall employers expectations for the employee and as such issues in their use in health and wellbeing.
Application of Theory in Workplace– The importance of using this theory to impact wellbeing is guided by the prevalent factors including autonomy, mastering environment, individual development, positive relations with all, life purpose and self-acceptability. In Zacher and Rudolph (2021), breaching psychological contract by employers is unavoidable. The most appropriate strategy would include setting relevant wellbeing initiatives for increasing collaboration of employees and employers in their practices. For mental health conditions prevailing, their management and solving issue of stress amongst employees would be achieved.
1.2 Wellbeing Managed to Support organisation Goals
In Gorgenyi-Hegyes et al. (2021) definition, the overall employees wellbeing is focusing on overall mental, physical, economic and emotional health of the individuals involved in an organisation. The importance of this is the effectiveness of provision of mutual-based gains for people, entity, economies and societies. Working in MNGHA organisation for example, the organisation invest on health and wellbeing initiatives which contribute to their employees success and acquiring an optimum potential in their operations.
The different examples of wellbeing entail;
Absence Management– From the time COVID-19 pandemic arose, staff absenteeism has substantially hindered achievement of a successful organisation practice. This is supported by CIPD (2023a) which recommend an organisation such as MNGHA to invest on wellbeing strategies to manage absence cases. Hence, to embrace various determinants of absenteeism and support strategies such as counselling of the employees, total rewards provision, absenteeism would be managed with great success.
Supporting Organisation Goals– Considering an organisations such as MNGHA, one of their objective is “To achieve 90% success provision of health and wellbeing for KSA Citizens”. Through a reduced health and wellbeing to manage absenteeism cases, there is a possibility of ensuring organisations engage enough employees.
Occupational Health-In line with Sinclair et al. (2020) findings, offering employees with an appropriate opportunity to take part in workplace strategies for increasing health and wellbeing is essential. Considering MNGHA organisation for example, it is important managing declining burnouts/stress issues and job satisfaction increasing.
Supporting Organisation Goals– Occupational health lead to supporting staff wellbeing. For MNGHA organisation, organisation goals are used to recruit employees for occupying market and profits acquisition. For the goals management, it is essential for prioritising employees occupational health. This lead to inclusion of retention levels of high-level qualified staff.
1.3 Wellbeing Practices in Organisations Value
Reflecting on the CIPD HR Professional Map, wellbeing is categorised as the Specialist Knowledge (CIPD, 2023b). The accrued value is evidenced by the level of assisting management of stress levels and to assist creation of positive working environment relevant for staff engagement and performance.
The value which is accrued entail;
Employees Motivation– In line with CIPD (2021), there exist a direct correlation of employees wellbeing and motivation. By investing on a good employee wellbeing, appropriate social bonds are developed with employees appreciation felt. Employees wellbeing has a direct correlation with reduced burnout and stress levels evident. This imply that lacking a good wellbeing in entities is linked with staff stress, pressures and lack of a feeling of satisfaction in assigned functions.
Productivity– In Krekel et al. (2019) report, impact of wellbeing ranges from a feel which affect the sick days number taken by the employees, performance levels, burnouts and likelihood of leaving their organisation. From a basic point of view, lacking a good wellbeing contribute to 80% of increase in medical costs owing to preventable conditions. This is while approximately £15 millions of increased opportunities for all 9,000 staff being lost due to issues or hardships. In total, £300 billion can be lost to turnover, hence affecting productivity.
Further, there are areas in which wellbeing of employees cannot be in a position of achieving. These include;
Failure to respect employees privacy-Majorly, wellbeing strategies pursued by an entity include provision of personal information in order to customise it. For example, in an organisation, age, Body Mass Index, pre-disposure to conditions and salary levels would be required to be revealed. According to CIPD (2021), the identified data fully disclosure to other parties would lead to a negative implication on the staff happiness levels and at the end their wellbeing.
Implementation Costs– For being in a good position to maintain staff wellbeing initiatives, organisations must significantly incur immense costs. As evidenced in Ho and Kuvaas (2020) this is owing to the necessity emerging to control all professionals and guarantee them a holistic inclusion for all employees holistically. Further, for employees, this is cost-intensive since it is long-term and affect the level of maintaining commitment in their assigned functions.
2.1 Stakeholders Contribution for Improving Wellbeing at Work
Success in implementation of wellbeing at work depend on stakeholders…
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