Workplace Well-Being : How to Build Psychologically Healthy Workplaces.

Intro -- Workplace Well-being: How to Build Psychologically Healthy Workplaces -- Copyright -- Contents -- About the Editors -- Contributors -- Preface -- Part I Introduction -- 1 Building a Foundation for Psychologically Healthy Workplaces and Well-Being -- The Historical Development of the Psychologically Healthy Workplace Construct -- The Workplace as a Source of Demands and Stressors -- The Workplace as a Health Resource -- Definition and Components of a Psychologically Healthy Workplace -- Discussion -- References -- 2 Business Benefits of a Healthy Workforce -- Workforce Health: Key Trends Affecting Businesses -- Why a Healthy Workforce Is Good for Business -- Reduced Absence from Work -- Reduced Accidents at Work -- Improved Retention -- Higher Employee Commitment -- Higher Labor Productivity -- Enhanced Employer "Brand" -- Greater Employee Resilience -- Persuading Business to Engage -- Future Research on Workplace Health Interventions -- Research design -- Reliance on "take-up" as a measure of success -- Workplace-only causes and cures -- Productivity and performance -- Focus on large organizations -- Chapter Summary -- References -- 3 Positive Psychology and the Healthy Workplace -- A Societal Call for Positive Psychology -- A Disciplinary Call for Positive Psychology -- Positive Organizational Scholarship and Positive Organizational Behavior: Perspectives on Positive Psychology -- Positive Organizational Research: The Debate -- Key theories in positive psychology and their applications to the workplace -- Broaden-and-Build Theory -- Orientations to happiness -- Hedonism -- Eudaimonia -- Engagement -- Psychological capital -- Sustainable Happiness Theory -- Positive workplace interventions -- Positive psychology applications -- Future research -- Conclusion -- Check out positive psychology on the web -- References.

Part II The Psychologically Healthy Workplace -- 4 Occupational Health and Safety -- Conceptualizing OHS: Managing What Is Measured -- Uses of OHS Performance Metrics -- Classifications of OHS Performance Metrics -- Lagging OHS measures for loss prevention and reduction -- Leading OHS measures for loss prevention and reduction -- Limitations of Using Lagging OHS Measures -- Key Individual Factors That Shape OHS Performance -- Key Work Contexts That Shape OHS Performance -- Key Organizational Factors That Shape OHS Performance -- Challenges and Future Research Directions -- References -- 5 Introduction to Work-Life Balance -- Work-Life Constructs -- Overview of Work-Family Theoretical Frameworks -- Role Theory -- Systems Theory -- Boundary Theory -- Work-Family Border Theory -- Antecedents and Outcomes of Work-Family Conflict -- Antecedents of work-family conflict -- Outcomes of work-family conflict -- Work-family conflict and health -- Organizational and Policy Implications -- New Directions in the Work-Family Field -- Work, family, and recovery -- Work, family, and sleep -- Work-home resources model -- Organizational Best Practices and the Corresponding Need for Intervention Evaluation -- Concluding Comments -- References -- 6 Employee Empowerment and Engagement -- Introduction -- What Is Empowerment? -- About the concept of empowerment -- About the models of empowerment -- The Measurement of Empowerment -- Antecedents of Empowerment -- Task and social resources -- Empowering leadership -- Work changes -- Personal resources -- Consequences of Empowerment -- How Does Empowerment Enhance Engagement at Work? -- Empowerment as a Driver of Work Engagement -- A Theoretical Framework: The HERO Model -- Empowering Work Engagement: Some Practical Strategies -- Strategy 1: Assessing and evaluating engagement.

Strategy 2: Job and organization (re)design and changing workplaces -- Strategy 3: Enhancing positive, empowering leadership -- Strategy 4: Work training in efficacy beliefs -- Strategy 5: Career management -- Strategy 6: Potentiate me! -- A General Overview of the Chapter and Conclusions -- Acknowledgment -- References -- 7 Employee Development and Growth -- What Do We Know? -- Individual Differences Matter -- Learners Need to be Active Not Passive -- Learning Needs to be Challenging but Not Overwhelming -- Postlearning Interventions are Useful -- Climate can Facilitate (or Inhibit) Learning -- What do We Need to Know? -- Broaden the scope of growth and well-being criteria -- Examine learning from new theoretical perspectives -- Examine work-life balance in relation to learning -- Examine the role of informal learning -- Focus on earner agility -- Best Practices -- Conclusion -- References -- 8 Employee Recognition -- Characteristics of Employee Recognition Programs -- Motivational Bases for the Effects of Employee Recognition -- Job performance -- Job satisfaction -- Engagement -- Stress and exhaustion -- Gratitude and appreciation -- Countereffects of Employee Recognition Programs -- Conclusions and Implications -- References -- 9 Culture, Communication, and Making Workplaces Healthier -- Organizational Culture -- Communication -- Sense-giving communication -- Sense-making communication -- Reducing resistance to change -- Making Organizations Healthier -- Phase I -- Phase II -- Phase III -- Making sense of change -- Examples of Best Practice -- Directions for Future Research -- Conclusions -- References -- Part III Building a Psychologically Healthy Workplace -- 10 Respectful Workplaces -- Respect as a Vital Resource -- Job demands and resources -- Risk assessment -- Resiliency -- Consequences of respectful workplaces.

Workplace Mistreatment as a Workplace Demand -- Predictors/causes of workplace mistreatment -- Outcomes of workplace mistreatment -- Conclusion -- Taking action -- Conclusion -- References -- 11 Leadership and Climate in a Psychologically Healthy Workplace -- Leadership and Climate in Psychologically Healthy Workplaces: Relational Perspectives -- The quality of relationships between leaders and followers: leader-member exchange -- Relational leadership in a group context: social identity theory of leadership -- Leaders as role models -- Behavioral Leadership: Transformational Leaders' Role in Creating Healthy Organizations -- Transformational leaders shape working conditions, trust, and self-efficacy -- Transformational Leaders in Eldercare: An Example of Best Practice -- Intellectual stimulation -- Idealized influence -- Inspirational motivation -- Individualized consideration -- Integrating Relational and Behavioral Perspectives on Leadership -- Leaders Managing Healthy Organizational Change -- Relational and behavioral leadership and the management of healthy change -- Future Research on Leadership and Climate in Creating Psychologically Healthy Workplaces -- References -- 12 Unions and Changes in Working Life: New Challenges, New Opportunities -- Challenges -- Individualization -- "Atypical" employment -- Lack of job security -- Psychologically Healthy Workplaces: The Union Perspective -- From job security to employment security -- Flexicurity -- Workplace learning and career development -- Wage negotiation -- Health and well-being initiatives -- Health promotion -- Psychological safety -- Work-life balance -- Discussion -- Concluding Remarks -- References -- 13 Corporate Social Responsibility and Psychologically Healthy Workplaces -- Academic Focus on CSR -- Construct Definitions -- CSR and Psychologically Healthy Workplaces.

CSR and indicators of a psychologically healthy workplace -- CSR and employee psychological health -- Employee involvement in CSR -- Organizational ethics and psychologically healthy workplaces -- Future research -- Conclusion -- References -- 14 Creating a Healthy Small Business -- Small Businesses and the Healthy Workplace -- Health Promotion Interventions and Small Businesses -- How to Invest for Success: Interventions to Create a Healthy Organization -- Creating a Healthy Climate for Small Businesses -- Recommendations for the Creation of a Healthy Small Business -- Directions for Future Research -- References -- 15 Designing Healthy Workplaces -- Introduction -- Total Worker Health -- Healthy Workplace Practices: Individual and Organizational Outcomes -- Key Aspects of High-Performance Work Systems -- Barriers to High-Performance Work Systems -- High-Performance Work Systems and Total Worker Health -- Self-managed teams and decentralization as basic elements of organizational design -- Selective hiring -- Reduction of status differences -- Sharing information -- Training -- High compensation contingent on organizational performance -- Employment security -- High-Performance Work Systems: Then and Now -- High Involvement through Information Sharing and Participative Decision Making -- Growth and Development (Training and Knowledge beyond Basic Job Skills) -- Employee Recognition (Including Incentives and Reward Practices Linked to Performance) -- High-Performance Work Systems and the Workforce of the Future -- High-Performance Work Systems in an International Context -- Directions for Future Research -- Conclusion -- Appendix 15.A Practical Questions for Managers in Designing High-Performance Work Systems Leading to Total Worker Health -- Note -- References -- 16 Concluding Comments -- Health and Safety.

Involvement, Empowerment, and Engagement.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.