Employee well-being refers to the ability of an organization to address issues like the health and welfare needs of the employee to promote an environment where the employee is comfortable and can optimally exploit his or her capabilities resulting to the attainment of both personal and organizational goals (Soane, Shantz, Alfes, Truss, Rees & Gatenby, 2013). It means the organizations adopts and enforces policies that balance the interests of the employees and those of the organization for mutual benefit.
Employee well-being involves the need for the employer to demonstrate sensitivity towards health and safety aspects of the employee when allocating roles. It also entails access to equal opportunities by employees with comparable skills and competencies to enhance fairness and inclusivity. Further, employee well-being advocates for equitable and fair treatment of employees to cultivate positive interpersonal relationships that are collegial in nature amongst employees at all levels. It means the employer must address the physical, psychological and social aspects of the employee as the three aspects are self-reinforcing and synergistic in guaranteeing high quality of output and positive citizenship behavior by employees towards their employer.
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There is need for the organization to invest resources in employee well-being as it enhances the levels of trust between the employer and the employees. The effort by the employer also creates positive perceptions amongst employees of a fulfilled psychological contract as the employer is perceived as mindful of the welfare and needs of the employees (Judge, Thoresen, Bono & Patton, 2014). It reduces the exposure of the employees to work-related stress, anxiety and depression.
Further, addressing the well-being needs of the employees is crucial in eliminating their exposure to health risks. The employees become proactive by adopting healthy behaviors like eating balanced diets, engaging in physical exercises and avoiding use of substances like tobacco and alcohol. It makes the employees less susceptible to health risks like obesity, high blood cholesterol levels and hypertension. The organization benefits through reduced healthcare costs and increased employee productivity (Van de Voorde, Paauwe & Van Veldhoven, 2014).
References
Judge, T., Thoresen, C., Bono, J. & Patton, G. (2014). The job satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127 (3): 376-407.
Soane, E., Shantz, A., Alfes, K., Truss, C., Rees, C. & Gatenby, M. (2013). The association of meaningfulness, well-being and engagement with absenteeism: A moderated mediation model.
Human Resource Management, 52 (3): 441-456.
Van de Voorde, K., Paauwe, J. & Van Veldhoven, M. (2014). Employee well-being and the HRM-performance relationship: A review of quantitative studies. International Journal of Management Reviews, 14 (4): 391-407.
