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Latest posts by Prudence K. Magezi(see all)

    Employee wellbeing as a topic has gained more traction in recent years, becoming central in the HR agenda. Work intensification and negative consequences for employee’s moral have become a common issue. In recent years, there has been an explosion in stress-related illness and work place absence, bringing to light the need to refocus on employee well-being. On top of this, growing interest in corporate social responsibility within organizations has forced organizations to create healthy workplaces not just for general performance, but also as a responsibility to society to ensure employees are well treated and healthy. In this HRM case study, we are going to define and explain the concept of Employee Wellbeing, and what physical processes/activities/initiatives might indicate whether an organisation is investing in the wellbeing of its people. The case study will further analyse any limitations on how much an employer should interfere with an individual employee’s lifestyle, considering the legal perspective of ‘Duty of Care’ that organisations have for their employees.

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    HRM Case Study


    Key Learning Outcomes

    By the end of the case, students should be able to:
    • Define and explain the concept of Employee Wellbeing, and what physical processes/activities/initiatives might indicate whether an organisation is investing in the wellbeing of its people. 
    • Understand the limitations, if any, exist on how much an employer should interfere with an individual employee’s lifestyle. 
    • Consider the legal perspective of ‘Duty of Care’ that organisations have for their employees. 
    • Apply examples of actual practice to case study organisations which demonstrates how such organisations are actively concerned with managing the wellbeing of their employees.

     

    Assignment question

    Demonstrate the importance of ‘Employee Wellbeing’ (Banfield, Kay, and Royles, (2018) p.30-1, 64, 145) as a function of HRM in organisations; specifically, how organisations actively attempt to ensure the wellbeing of their staff, and what benefits the organisation hopes to achieve by doing so. You should also consider what limits there might be to employer interference in individual employee lifestyles. You should cite two examples of organisations that invest heavily in employee wellbeing, giving evidence of what practical steps they take, and the effect that it has on organisational effectiveness. 

     

    1.0 INTRODUCTION


    Employee wellbeing as a topic (its scope, nature, importance and limits in general practice) has gained more traction in recent years, becoming central in the HR agenda. Work intensification and negative consequences for employee’s moral have become a common issue. In current years, there has been an explosion in stress-related illness and and work place absence, bringing to light the need to refocus on employee well-being. On top of this, growing interest in corporate social responsibility within organizations has forced organizations to create healthy workplaces for reasons beyond general performance, but a responsibility to society to ensure employees are well treated and healthy (Torrington 2014). 

    More organizations have today continued to understand that a healthy and well-educated workforce is more productive than one struggling in poor accommodation and with insuffi-cient access to education and healthcare (Foot et al 2016). In fact, the topic has gained interest from the Chartered Institute of Personnel and Development (CIPD) suggesting that by creating an environment that promotes a state of contentment, you make it possible for employees to flourish and achieve up to their full potential for personal and organizational benefits (Torrington 2014). 
    In the UK, the government has also taken steps to promote health and wellbeing, in order to reduce sickness absenteeism at work as well as tackling obesity, a major issue in the UK (Public Health England 2019). The UK government has in fact developed a range of support services and regulations, exhorting employers to ensure wellbeing of their employees (Torrington 2014). The model demonstrates the organizational benefits for employers who take proactive ap-proach in the prevention of illness, promotion of general wellbeing and a focus on the quality of work (Litchfield et al 2016).

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