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Week 11- Employee Well-Being (L01: What is employee well-being? (Why is…
Week 11- Employee Well-Being
L01: What is employee well-being?
Measure of happiness, psychological, emotional and mental state
The intersection of work and family/life
results in 3 main outcomes
enrichment
The extent to which experiences in one role improves the quality of life in the other role
Conflict
A form of inter-role conflict in which the role pressures from the work and family domains are mutually incompatible in some respect
Balance
The individuals perception that work and non work activities are compatible and promote growth in the accordance with an individuals current life priorities
What leads to employee well-being
family : persons related by biological ties
work: instrumental activity intended to provide goods/services to support life
life: all activities revolving work, life and any other domain
Why is employee well-being important?
Improves employee's productivity
Increase retention rate
Improves quality of work
Being able to attract quality candidates
Improves organization's overall culture and morale
More likely to avoid high cost that relates with illness, injury, etc
LO2: Employee well-being in the
21st century
Factors challenging employee well-being
Work Factors
Increasing work intensity, load, and
hours, especially among professionals
Flow on effect to employee health- If it occurs over extended period- likely to be negative
Links to concept of the idealised version of the employee- commitment and engagement (Ernst Kossek, Kalliath & Kalliath, 2012)
Lack of job security
Results in increasing stress levels
Link to changing concept of career
Lifetime employment no longer exists (Ernst Kossek, Kalliath & Kalliath, 2012)
Technological Factors
Advancements in technology
Result in boundaries becoming 'blurred'- Work can be completed wherever
Social Media
Increase of "things" demanding attention
Social/Demographic Factors
Stagnant gender norms pertaining to
work and non-work domains
Evolution in roles for women in workplace
Non-work domain- Expectations regarding women's roles haven't evolved as much
Ageing population
Increase in 'sandwich generation'
Rise in dual-income/career families
Has become common
No longer an individual looking after domestic responsibilities full time
LO:5 Conclusion
factors challenging employee wellbeing
Ageing population (i.e. elderly
dependents)
Rise in dual-income/career families
Advancements in technology
Stagnant gender norms pertaining to
work and non-work domains
Lack of job security
Increasing work intensity, load, and
hours, especially among professionals
well-being is beneficial for
Organisations
Society
Individuals
Conflict can be negated by support of
Work
problem-focused strategies
Employee's Family
intersection of work and family/life, especially conflict negatively impacts employee well-being
LO3: What is work-family conflict?
Forms
strain
Behaviour
time
Directionality
Work-to-family conflict
Family-to-workconflict
Factors influencing work-family conflict
individual
Coping strategies used by individuals
public policy
Legislation pertaining to employee rights
family
Instrumental
Emotional
work
Family supportive supervisor
Family supportive organisational policies
LO4: Work family conflict, coping and employee wellbeing
Family-support , conflict 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 wellbeing
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 wellbeing
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