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Employee Well-Being (factors challenging employee well-being (Increasing…
Employee Well-Being
factors challenging employee well-being
Increasing work intensity, load, and
hours, especially among professionals
Lack of job security
Stagnant gender norms pertaining to
work and non-work domains
Advancements in technology
Ageing population (i.e. elderly
dependents)
Rise in dual-income/career families
what lead 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?
work
Any instrumental activity intended to provide goods and services to support life
family
Persons related by biological ties, marriage, social custom, or adoption
life
All activities and relationships that belong to work, family, and any other domain of one’s existence
The intersection of work and family/life results in three main outcomes
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
conflict
a form of inter-role conflict in which the role pressures from the work and family
domains are mutually incompatible in some respect
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 F-W conflicts.
family emotional sustenance -> overall calming effect on employees
Complex relationships exist between organisational family supportive policies such as flexitime and telework and employee experiences of conflict and therefore, well-being
-> it is unclear whether using flextime or telework would help prevent strain-based work interference. Indeed, more schedule flexibility may not curb other work-related concerns or challenges (e.g., work role ambiguity), suggesting strain-based work interference with families may not be avoided.
Use of Flextime and Telework In order to help employees meet family-related demands, many organizations offer a variety of benefits, most of which are intended to provide greater schedule flexibility
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
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 l
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 is work-family conflict?
Forms and directionality work-family conflict
Forms:
Time - When used in performing one role
minimises an individual’s ability to perform the
other role
Strain - When stressors in one role drains an
individual’s mental/physical energy to
perform the other role
Behaviour - When behaviours required of one
role are incompatible with
behavioural expectations of the
other role
Directionality:
Work-to-family conflict (W-F)
Family-to-work conflict (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
https://youtu.be/tYPhN03nkGY