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Week 11: Employee Well-Being (What leads to employee well-being? (…
Week 11: Employee Well-Being
What is employee well-being?
A measure of a person's happiness, psychological, emotional and mental state. Therefore it is strongly linked to how satisfied a person feels about both themselves and their life
Why should organisations worry about employee well-being?
– Improved productivity, quality of work, and overall morale and culture of the organization
– Increased retention rates
– Better able to attract quality candidates
– More likely to avoid high costs associated with absenteeism, presenteeism, injury and illness
What leads to employee well-being?
Research indicates employee well-being to be an outcome of the intersection of an employee’s work and family/life
Where does work & family/life begin or end?
The intersection of work and family/life results in three main outcomes:
– Conflict: a form of inter-role conflict in which the role pressures from the work and family domains are mutually incompatible in some respect
– Enrichment: The extent to which experiences in one role (e.g. work) improve the quality of life in the other role” (e.g. family)
– Balance: The individual’s perception that work and non-work activities are compatible and promote growth in accordance with an individual’s current life priorities
– Work: – Family:
– Life:
Any instrumental activity intended to provide goods and services to support life Persons related by biological ties, marriage, social custom, or adoption All activities and relationships that belong to work, family, and any other domain of one’s existence
Factors challenging employee well-being
Increasing work intensity, load, and hours, especially among professionals
Lack of job security
Advancements in technology
Rise in dual-income/career families
Ageing population (i.e. elderly dependents)
Stagnant gender norms pertaining to work and non-work domains
What is work-family conflict?
Forms and directionality work-family conflict
Forms
– Time: When time used in performing one role minimises an individual’s ability to perform the other role
– Strain:
– Behaviour:
When stress or sin one role drains an individual’s mental/physical energy to perform the other role
When behaviours required of one role are incompatible with behavioural expectations of the other role
Directionality
– Work-to-familyconflict(W-F) – Family-to-workconflict(F-W)
Factors influencing work-family conflict
Family
– Instrumental: relief from family-related duties – Emotional: encouragement and understanding
Work
– Family supportive supervisor
– Family supportive organisational policies (e.g. flexitime, telework)
Individual
– Coping strategies used by individuals (e.g. problem-focused, avoidance) Public policy
– Legislation pertaining to employee rights
Work-family conflict, coping, and employee well- being
Family-support, conflict and well-being
– Instrumental and emotional assistance likely to be intertwined resulting in reduced F-W conflict
– This in turn is likely to positively impact on well-being
Work-support, conflict, and well-being
– A family-supportive supervisor reduces the probability of W-F conflict, thus increasing well-being
– Complex relationships exist between organisational family supportive policies such as flexitime and telework and employee experiences of conflict and therefore, well-being
Problem-focused coping, conflict, and well-being
– Likelihood of problem-focused coping to reduce conflict and thus increase well-being is a function of the degree of control an individual has in relation to a given life domain
Conclusion
Increasing employee well-being is beneficial for individuals, organisations and wider society
A range of factors are challenging employee well-being in the 21st century
The intersection between work and family/life, especially conflict negatively impacts employee well-being
The negative impact of work-family conflict on employee well-being can be negated by support from an employee’s family, work and their own problem-focused strategies
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