The working environment has evolved, and gone are the days when the worker-employer relationship begins and ends with a paycheck. Many companies are currently emphasizing the staff's emotional and physical wellness with a fundamental principle that happy employees equal increased revenue. Although many factors determine personal well-being, many studies have found that managers directly influence their workers' well-being. Many individuals spend most of their time, and it is precise to argue that job satisfaction determines one's mental and physical health. A worker should value their work role, but it is hard for them to do when they have minimal control. The degree of good health and well-being is the ability to have autonomy over the job.
A workplace that is connected and communicative enhance happier workers. Each staff should be allowed to utilize the skills and abilities that define one as a person. Employees should also be physically safe, which is why the workplace should be maintained, secure, and clean so that employees` morale increases. The employees' well-being should revolve around job security and transparent prospects so that all employees feel confident in the company's future (McCleary et al., 2017). For instance, employees who are harassed and bullied and not supported by the management will be less motivated to work towards the company's set goals and objectives.
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As argued above, even in the most uncertain period, the fundamental duty of a manager is to support team members, including supporting their emotional and physical health and well-being. A crucial strategy that a manager can do to enhance wellness is by modeling health behaviors. Keeping good health and well-being means that team members should practice self-care and set boundaries. On many occasions, managers tend to care about employees and forget themselves. However, a manager should walk the talk by taking a vacation, seeking a therapist, and many more so that employees can copy.
Also, the manager should promote wellness by building a culture of connection through check-ins. A manager should intentionally check each employee through direct reports periodically. These check-ins involve expressing gratitude and highlighting a person for how they have impacted their day or a project. The recognition features are essential because a manager can learn employees` feelings and emotions (Wieneke et al., 2016). Creating psychological safety will lead to trust and openness to vulnerability, thus making workers comfortable in the way they share their concerns.
Also, the manager should provide flexibility and inclusivity. The typical conversation will offer a chance to reiterate values and actions that enhance wellness. Inclusivity and flexibility are proactive communication that assists individual design and preserves set boundaries. A manager should also encourage employees to be patient and understand one another, build trust, and assume the best.
It is often challenging to manage employees in a large organization. Large-scale changes should be periodically amended to ensure that all employees` needs including the emotional and physical health are achieved. An organization should clarify and align fundamental values. Confusion is the workplace tend to stressful when that manager is not empathetic and they are no transparent values. A manager should explain the culture of the workplace, its vision and features that an organization need employees to displays such as humanity, honest or integrity (Russell et al., 2016). Sharing these values with workers will crack down on employees` health.
Additionally, another large-scale change is the development of health and wellness programs. This technique will help workers with health awareness and what actions they should take in the workplace to achieve a healthy body and mind. Wellness programs, if followed across the company, will decrease absenteeism and increase organizational performance.
References
McCleary, K., Goetzel, R. Z., Roemer, E. C., Berko, J., Kent, K., & Torre, H. D. (2017). Employer and employee opinions about workplace health promotion (Wellness) programs. Journal of Occupational and Environmental Medicine , 59 (3), 256-263. https://doi.org/10.1097/jom.0000000000000946
Russell, J., Berney, L., Stansfeld, S., Lanz, D., Kerry, S., Chandola, T., & Bhui, K. (2016). The role of qualitative research in adding value to a randomised controlled trial: Lessons from a pilot study of a guided E-lEarning intervention for managers to improve employee wellbeing and reduce sickness absence. Trials , 17 (1). https://doi.org/10.1186/s13063-016-1497-8
Wieneke, K. C., Clark, M. M., Sifuentes, L. E., Egginton, J. S., Lopez-Jimenez, F., Jenkins, S. M., Riley, B. A., & Olsen, K. D. (2016). Development and impact of a worksite wellness champions program. American Journal of Health Behavior , 40 (2), 215-220. https://doi.org/10.5993/ajhb.40.2.6
