Workplace Well-being: How to Build Psychologically Healthy Workplaces

Table of contents

1. Cover
2. Title page
3. Copyright page
4. About the Editors
5. Contributors
6. Preface
   1. References
7. Part I: Introduction
   1. 1 Building a Foundation for Psychologically Healthy Workplaces and Well-Being
      1. The Historical Development of the Psychologically Healthy Workplace Construct
      2. The Workplace as a Source of Demands and Stressors
      3. The Workplace as a Health Resource
      4. Definition and Components of a Psychologically Healthy Workplace
      5. Discussion
      6. References
   2. 2 Business Benefits of a Healthy Workforce
      1. Workforce Health: Key Trends Affecting Businesses
      2. Why a Healthy Workforce Is Good for Business
      3. Reduced absence from work
      4. Reduced accidents at work
      5. Improved retention
      6. Higher Employee Commitment
      7. Higher Labor Productivity
      8. Enhanced Employer “Brand”
      9. Greater Employee Resilience
      10. Persuading Business to Engage
      11. Future Research on Workplace Health Interventions
      12. Chapter Summary
      13. References
   3. 3 Positive Psychology and the Healthy Workplace
      1. A Societal Call for Positive Psychology
      2. A Disciplinary Call for Positive Psychology
      3. Positive Organizational Scholarship and Positive Organizational Behavior: Perspectives on Positive Psychology
      4. Positive Organizational Research: The Debate
      5. Broaden-and-Build Theory
      6. Orientations to happiness
      7. Psychological capital
      8. Sustainable Happiness Theory
      9. References
8. Part II: The Psychologically Healthy Workplace
   1. 4 Occupational Health and Safety
      1. Conceptualizing OHS: Managing What Is Measured
      2. Uses of OHS Performance Metrics
      3. Classifications of OHS Performance Metrics
      4. Limitations of Using Lagging OHS Measures
      5. Key Individual Factors That Shape OHS Performance
      6. Key Work Contexts That Shape OHS Performance
      7. Key Organizational Factors That Shape OHS Performance
      8. Challenges and Future Research Directions
      9. References
   2. 5 Introduction to Work–Life Balance
      1. Work–Life Constructs
      2. Overview of Work–Family Theoretical Frameworks
      3. Role Theory
      4. Systems Theory
      5. Boundary Theory
      6. Work–Family Border Theory
      7. Antecedents and Outcomes of Work–Family Conflict
      8. Organizational and Policy Implications
      9. New Directions in the Work–Family Field
      10. Organizational Best Practices and the Corresponding Need for Intervention Evaluation
      11. Concluding Comments
      12. References
   3. 6 Employee Empowerment and Engagement
      1. Introduction
      2. What Is Empowerment?
      3. The Measurement of Empowerment
      4. Antecedents of Empowerment
      5. Consequences of Empowerment
      6. How Does Empowerment Enhance Engagement at Work?
      7. Empowerment as a Driver of Work Engagement
      8. A Theoretical Framework: The HERO Model
      9. Empowering Work Engagement: Some Practical Strategies
      10. A General Overview of the Chapter and Conclusions
      11. Acknowledgment
      12. References
   4. 7 Employee Development and Growth
      1. What Do We Know?
      2. Individual Differences Matter
      3. Learners Need to be Active Not Passive
      4. Learning Needs to be Challenging but Not Overwhelming
      5. Postlearning Interventions are Useful
      6. Climate can Facilitate (or Inhibit) Learning
      7. What do We Need to Know?
      8. Best Practices
      9. Conclusion
      10. References
   5. 8 Employee Recognition
      1. Characteristics of Employee Recognition Programs
      2. Motivational Bases for the Effects of Employee Recognition
      3. Countereffects of Employee Recognition Programs
      4. Conclusions and Implications
      5. References
   6. 9 Culture, Communication, and Making Workplaces Healthier
      1. Organizational Culture
      2. Communication
      3. Making Organizations Healthier
      4. Examples of Best Practice
      5. Directions for Future Research
      6. Conclusions
      7. References
9. Part III: Building a Psychologically Healthy Workplace
   1. 10 Respectful Workplaces
      1. Respect as a Vital Resource
      2. Workplace Mistreatment as a Workplace Demand
      3. Conclusion
      4. References
   2. 11 Leadership and Climate in a Psychologically Healthy Workplace
      1. Leadership and Climate in Psychologically Healthy Workplaces: Relational Perspectives
      2. Behavioral Leadership: Transformational Leaders’ Role in Creating Healthy Organizations
      3. Transformational Leaders in Eldercare: An Example of Best Practice
      4. Integrating Relational and Behavioral Perspectives on Leadership
      5. Leaders Managing Healthy Organizational Change
      6. Future Research on Leadership and Climate in Creating Psychologically Healthy Workplaces
      7. References
   3. 12 Unions and Changes in Working Life
      1. Challenges
      2. Psychologically Healthy Workplaces: The Union Perspective
      3. Health and well-being initiatives
      4. Discussion
      5. Concluding Remarks
      6. References
   4. 13 Corporate Social Responsibility and Psychologically Healthy Workplaces
      1. Academic Focus on CSR
      2. Construct Definitions
      3. CSR and Psychologically Healthy Workplaces
      4. Conclusion
      5. References
   5. 14 Creating a Healthy Small Business
      1. Small Businesses and the Healthy Workplace
      2. Health Promotion Interventions and Small Businesses
      3. How to Invest for Success: Interventions to Create a Healthy Organization
      4. Creating a Healthy Climate for Small Businesses
      5. Recommendations for the Creation of a Healthy Small Business
      6. Directions for Future Research
      7. References
   6. 15 Designing Healthy Workplaces
      1. Introduction
      2. Total Worker Health
      3. Healthy Workplace Practices: Individual and Organizational Outcomes
      4. Key Aspects of High-Performance Work Systems
      5. Barriers to High-Performance Work Systems
      6. High-Performance Work Systems and Total Worker Health
      7. High-Performance Work Systems: Then and Now
      8. High Involvement through Information Sharing and Participative Decision Making
      9. Growth and Development (Training and Knowledge beyond Basic Job Skills)
      10. Employee Recognition (Including Incentives and Reward Practices Linked to Performance)
      11. High-Performance Work Systems and the Workforce of the Future
      12. High-Performance Work Systems in an International Context
      13. Directions for Future Research
      14. Conclusion
      15. Practical Questions for Managers in Designing High-Performance Work Systems Leading to Total Worker Health
      16. Note
      17. References
   7. 16 Concluding Comments
      1. Health and Safety
      2. Involvement, Empowerment, and Engagement
      3. Work–Life Balance
      4. Employee Growth, Development, and Recognition
      5. Culture and Climate
      6. References
10. Index
11. End User License Agreement