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Workplace wellness, also known as corporate wellbeing outside the United States, is a broad term used to describe activities, programs, and/or organizational policies designed to support healthy behavior in the workplace.
According to the United States Department of Labor, “In 2009, employed persons worked an average of 7.5 hours on the days they worked, which were mostly weekdays.[In addition to that], 84 percent of employed persons did some or all of their work at their workplace.” [7] This indicates that majority of the population spend their waking hours at work, outside their homes.
Workplace health promotion is the combined efforts of employers, employees, and society to improve the mental and physical health and well-being of people at work. [1] The term workplace health promotion denotes a comprehensive analysis and design of human and organizational work levels with the strategic aim of developing and improving health resources in an enterprise.
Organizations, subunits of organizations, and individuals continuously manage their affairs against goals. Controls are interim measurements, not the basis of managerial strategy. One goal of a healthy organization is to develop generally open communication, mutual trust, and confidence between and across levels. People support what they help ...
Some examples are decisions for the environment, health care, anti-animal cruelty and other similar situations. In this case, everyone can be involved, from experts, NGOs, government agencies, to volunteers and members of public. However, organizations may benefit from the perceived motivational influences of employees.
"The vast majority of companies want to be innovative, coming up with new products, business models and better ways of doing things. However, innovation is not so easy to achieve. A CEO cannot just order it, and so it will be. You have to carefully manage an organization so that, over time, innovations will emerge." [40]
Normative commitment is higher in organizations that value loyalty and systematically communicate the fact to employees with rewards, incentives and other strategies. Normative commitment in employees is also high where employees regularly see visible examples of the employer being committed to employee well-being.
Harris described five categories of in-organization schemata necessary for organizational culture: Self-in-organization schema – individual self-concept relating to the organization, including personality, roles, and behavior; Individual-in-organization schema – memories, impressions, and expectations of others