The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements.

This review synthesizes much of the previous research since 1990 linking healthy workplace practices in organizations to employee well-being and organizational improvements. Based on the review, both a direct and an indirect link between healthy workplace practices and organizational improvements are proposed. Five general categories of healthy workplace practices were identified in the literature: work-life balance, employee growth and development, health and safety, recognition, and employee involvement. Previous research also suggests that the link between these practices and employee and organizational outcomes is contingent on the effectiveness of communication within the organization and the alignment of workplace practices with the organizational context. Finally, a discussion of some limitations of previous research and recommendations for future work in the area of healthy workplace practices are provided. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Healthy workplace practices and employee outcomes.

The current study explored the relationship between employee satisfaction with different workplace practices (i.e., employee involvement, growth and development, work-life balance, recognition, health, and safety) and employee outcomes (i.e., organizational commitment, emotional exhaustion, mental well-being, and turnover intentions). A total of 152 university faculty and staff completed a web-survey. Overall, regression results indicated that satisfaction with healthy workplace practices was predictive of employee outcomes. In addition, satisfaction with employee involvement practices played a central role in predicting employee outcomes, whereas satisfaction with the other healthy workplace practices was somewhat less influential. Overall, our results suggest that organizations may increase some of the benefits of different healthy workplace programs for employees if they rely on employee involvement in program development. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Fostering employee involvement

Every year, the ODA's Economics of Practice Committee, with the help of an independent consulting firm, carries out the Cost of Practice Monitor which tracks the various costs of running a dental practice in Ontario. This article is the result of a joint ODA-Arthur Andersen initiative to provide members with detailed information from the Monitor. Over the next year, there will be a series of articles published under the heading "Best practises for Ontario's Dental Practices." The article featured in this issue focuses on wage expenses in dental practices and how to foster employee involvement as a means of addressing cost-productivity issues. Furthermore, information relating to wage expenses may be used by practitioners to benchmark their practice against the average Ontario dental practice. Appendix C was developed for this purpose. Through benchmarking, the practitioner may gain insight into ways of evaluating their practice and in addressing issues that could improve the management of the practice. For a long time, concepts of best business practises were applied only to manufacturing organizations or large multi-national corporations but experience has demonstrated that these activities are universal to all organizations, including service companies, schools, government and not-for-profit organizations.     

Psychosocial stressors and well-being in health care workers. The impact of an intervention program

There have been few prospective studies of the impact of workplace interventions on employee and organizational well-being within health care settings. This study was conducted at a large regional hospital in Sweden in 1994 with a follow-up in 1995. Effects of a structured organizational and staff intervention program on perceived psychosocial work quality, supporting resources and self-reported health and well-being were evaluated. Based on department-specific results from the baseline assessment in 1994, each department formulated their own improvement goals. They also made their own decisions on relevant improvement activities. Since there was no formal reference group in this study, departments with high and low rating levels, respectively, with regard to intervention activities were compared. Despite an overall worsening in most of the measures most likely due to a notice of 20% staff reduction prior to the follow-up assessment, the intervention appeared to have attenuated negative changes in the high as compared with the low activity group. Manager-rated impact of the program as well as positive staff attitudes and staff involvement in the enhancement process were identified as important determinants for more favourable changes. The study points out the relevance of structured workplace interventions for organizational and employee well-being especially in times of cut-backs and organizational turmoil. Department-specific factors will determine the impact of such programs. The study indicates that the psychosocial impact of personnel cut-backs in health care may be attenuated through management initiatives.     

The treatment effectiveness of outpatient substance misuse treatment organizations between court-mandated and voluntary clients

Do outpatient substance misuse treatment organizations have different outcomes for court-mandated and voluntary clients depending on the mix of those clients? Do client characteristics, organizational factors, and treatment practices predict organizational treatment outcome rates? A nationally representative sample of 330 nonmethadone outpatient substance misuse treatment organizations was surveyed in 1990. Sixty-four of the organizations had 75% or more court-mandated clients; 122 of the organizations had 25% or less court-mandated clients. Organizations with 75% or greater court-mandated clients had a greater rate of clients failing to comply with their treatment plan than organizations with 25% or less court-mandated clients, but there were no differences in clients meeting the goals of their treatment. Client characteristics, organizational factors, and treatment practices are evaluated through multivariate regression to determine their impact on organizational rates of treatment success and failure among clients.     

Building a framework for two internal organizational approaches to resolving and preventing workplace bullying: Alternative dispute resolution and training.

Workplace bullying is behavior that threatens, intimidates, humiliates, or isolates people at work, or undermines their reputation or job performance. Moving beyond research, academics and employment practitioners are beginning to address the need to design and implement organizational antibullying policies, training, conflict management programs and systems, and possibly, antibullying public policy and legislation. Consultants will play a key role in helping organizations develop and implement internal organizational programs. In this paper the authors describe alternative dispute resolution systems and workplace training. Key objectives include arriving at a clear definition of workplace bullying, fostering individual, organizational, and societal awareness of the prevalence and consequences of workplace bullying; and providing specific guidance and mechanisms for individuals, managers, human resource departments, corporate leadership, union representatives, attorneys, physicians, counselors, psychologists, and psychiatrists, for preventing and handling bullying incidents. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Development of a Framework for a Comprehensive Approach to Stress Management Interventions at Work.

This overview shows that organizations adopt a variety of programs to prevent and manage stress at various levels of the organization. Programs vary widely in their objectives, structure, and target groups, and there is some skepticism regarding the practicality of using off-the-peg programs that have been developed without considering specific organizational requirements. Organizational policies to sustain and develop employee health and well-being must involve the development of strategies that comprehensively address health and safety issues. These strategies should comprise plans to prevent and manage stress, support individual and organizational needs, and be continually evaluated and reviewed. A framework is presented for developing a comprehensive approach to stress prevention and management in the workplace, encompassing the identification, implementation, and evaluation of bespoke intervention programs. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Leadership strategies for an engaged workforce.

The ability to create and maintain an engaged workforce is a powerful tool in retaining top talent, improving productivity, and increasing customer loyalty. However, the majority of workers, both in the United States and abroad, are not fully engaged in their work. In this paper we explore one important solution to overcoming the lack of employee engagement: leadership. First, we provide an in-depth review of the extant multiple conceptualizations of employee engagement in the academic literature and related research. To increase the applicability of these multiple definitions for practitioners, we offer a coalesced definition of employee engagement with 2 factors: energy and involvement. Finally, after introducing the importance of leadership, we integrate existing theory and research to identify and describe 4 pathways for increasing energy and involvement, which leaders can leverage for impact on employee, unit, and organizational level work outcomes. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Critters in the cube farm: Perceived psychological and organizational effects of pets in the workplace.

This article reports the findings of an exploratory study examining the perceived functions and psychological and organizational effects of pets in the workplace. Participants were 193 employees from 31 companies allowing pets in the workplace who completed anonymous questionnaires. Results indicated that participants perceived pets in the workplace to reduce stress and to positively affect employee health and the organization. Participants who brought their pets to work perceived greater benefits than participants who did not bring their pets to work and participants who did not own pets. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Consulting psychology and the intelligence community: Toward a new support paradigm.

In 2004, Congress created the Office of the Director of National Intelligence (ODNI) to enable the 16 independent government organizations that constitute the national intelligence mission to function as a single enterprise. The ODNI strategy to accomplish this transformation included the integration of personnel systems across these organizations. However, customary practices for obtaining and using personnel system and organizational consulting psychologists tend to undermine this goal by reinforcing existing fragmented and strategically misaligned human capital management systems. In this article, the authors describe and analyze the challenges confronting the organizational consulting field working in these settings and suggest ways in which the intelligence and consulting communities can collaborate to overcome these challenges and better serve the important mission of intelligence organizations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Leaders Are Made, Not Born The Critical Role of a Developmental Framework to Facilitate an Organizational Culture of Development.

For many organizations, leader development takes a back seat to mission requirements, even when the organization declares leader development is an important value. The 2001 Global Leadership Conference explored the misalignment between the value that organizations say they place on leader development and the leader development activities that they actually engage in and reinforce. There were several conclusions. First, leader development activities are critical to organizational success. Second, leader development programs must be grounded in a framework of developmental theories and principles. Third, an organizational culture that reinforces leader development is crucial for such initiatives to succeed. This theoretical article discusses the conditions necessary for successful leader development, the impediments that many organizations must address, and ways in which consulting psychologists can facilitate the process of creating and implementing a leader development program. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Combining individual and organizational stress interventions: An organizational development approach.

This article presents a comprehensive stress management program (CSMP) using an organizational development approach. An organizational development approach to CSMP measures and improves processes within the total system from the individual to the organizational level. A three-stage process model is discussed as follows: preparing the organization for the CSMP, implementing a comprehensive selection of tailored CSMP interventions, and institutionalizing the interventions throughout the organization. A key tenet of the process is obtaining the active involvement of organizational members who can sustain the CSMP long term. Illustrations from the authors' consulting experiences in four organizations are provided. Implications for both scientists and practitioners are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Building Healthy Workplaces: Where We Need to Be.

Many organizations are struggling to define a "healthy" workplace, to assess both the "healthy" and "unhealthy" aspects of their own environment, and to implement initiatives to improve the quality of their work and workplace. There is a huge body of literature documenting the direct and indirect costs of work stress. Research conducted primarily since the 1960s has identified the principal characteristics of jobs that affect well-being. There is a clear parallel between the literature addressing job design as a means of increasing motivation and organizational effectiveness and job design as a means of improving individual well-being. These observations and the supporting literature suggest three principal foundation blocks for a national strategy to address issues of work and mental health. We advocate a focus on the assessment of leading indicators of mental and physical health in the workplace. On the issue of job stress, the organizational research suggests a dual focus, not only on these types of stress management intervention, but also on changing the job stressors through activities such as job design and leadership training. Third, implementation of these first two points requires education and training at two levels: in the workplace and among mental-health professionals. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

La constitution d’un milieu de travail sain: Où nous devons être.

Many organizations are struggling to define a "healthy" workplace, to assess both the "healthy" and "unhealthy" aspects of their own environment, and to implement initiatives to improve the quality of their work and workplace. There is a huge body of literature documenting the direct and indirect costs of work stress. Research conducted primarily since the 1960s has identified the principal characteristics of jobs that affect well-being. There is a clear parallel between the literature addressing job design as a means of increasing motivation and organizational effectiveness and job design as a means of improving individual well-being. These observations and the supporting literature suggest three principal foundation blocks for a national strategy to address issues of work and mental health. We advocate a focus on the assessment of leading indicators of mental and physical health in the workplace. On the issue of job stress, the organizational research suggests a dual focus, not only on these types of stress management intervention, but also on changing the job stressors through activities such as job design and leadership training. Third, implementation of these first two points requires education and training at two levels: in the workplace and among mental-health professionals. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A comparison of generational differences in endorsement of leadership practices with actual leadership skill level.

This study investigated whether managers from different generations considered certain leadership practices important for success in their organization, whether managers were skilled in those leadership practices, and the gap between perceived importance and skill ratings. Data were obtained between January 2008 and April 2009 from practicing American managers from three different generations: baby boomers (n = 3,317), gen Xers (n = 3,303), and millennials (n = 429). Participants were asked which 8 of 16 leadership practices they considered most important for success in their organizations and participants were rated by their boss on their skill level for all 16 practices. Differences among generations in the endorsement of 10 of the 16 leadership practices existed, but an examination of their effect sizes showed small practical significance. The magnitude of the gaps between importance and skill ratings were similar among the generations, with the biggest gaps in leading employees, change management, and building and mending relationships. In summary, managers from different generations are more similar than they are different with regard to the leadership practices they think are important, and how skilled they are at those leadership practices. Gap results have implications that may help managers, organizations, consultants, and practitioners understand what managers of all generations need to focus on for development. In particular, they reveal that leadership development initiatives should focus on how to lead employees better, how to manage change, and how to build and mend relationships at work. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

A Relational Model of Workplace Victimization: Social Roles and Patterns of Victimization in Dyadic Relationships.

This article proposes a model of the ways in which dyadic interactions between employees who occupy 1 of 4 archetypal social roles in organizations can lead to either episodic or institutionalized patterns of victimization. The model shows how the occurrence of victimization involving these 4 role types is influenced by organizational variables such as power differences, culture, and access to social capital. The model integrates behavioral and social structural antecedents of victimization to develop a relational perspective on the dynamics of harmful behavior in the workplace. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Occupational role stress in the Canadian forces: Its association with individual and organizational well-being.

Studies on workplace stress have been conducted in various occupational environments. However, published reports exploring occupational stress in the military are rare. This study examines occupational stress in the Canadian Forces within the framework of social role theory and its relation to employee health, job satisfaction, and organizational commitment. Ss were 1,068 Regular Forces military members who completed a survey questionnaire. Of interest were the psychological resources (e.g., individual coping skills, workplace leadership, and perceived organizational support) that have the potential to alter the perception of work stress and/or alleviate its association with individual and organizational outcomes. Regression analyses indicated a negative association between occupational role stress and both individual (strain) and organizational (job satisfaction and organizational commitment) well-being. No moderating effects were found for coping strategies, workplace leadership, or perceived organizational support, although these factors had direct relationships with both individual and organizational well-being The results are discussed in terms of the potential of organizational resources and role stress to cascade across organizational levels. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Information privacy in organizations: Empowering creative and extrarole performance.

This article examines the relationship of employee perceptions of information privacy in their work organizations and important psychological and behavioral outcomes. A model is presented in which information privacy predicts psychological empowerment, which in turn predicts discretionary behaviors on the job, including creative performance and organizational citizenship behavior (OCB). Results from 2 studies (Study 1: single organization, N=310; Study 2: multiple organizations, N=303) confirm that information privacy entails judgments of information gathering control, information handling control, and legitimacy. Moreover, a model linking information privacy to empowerment and empowerment to creative performance and OCBs was supported. Findings are discussed in light of organizational attempts to control employees through the gathering and handling of their personal information. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Effect of Physical Height on Workplace Success and Income: Preliminary Test of a Theoretical Model.

In this article, the authors propose a theoretical model of the relationship between physical height and career success. We then test several linkages in the model based on a meta-analysis of the literature, with results indicating that physical height is significantly related to measures of social esteem (p = .41), leader emergence (p = .24), and performance (p = .18). Height was somewhat more strongly related to success for men (p = .29) than for women (p = .21), although this difference was not significant. Finally, given that almost no research has examined the relationship between individuals' physical height and their incomes, we present four large-sample studies (total N = 8,590) showing that height is positively related to income (β = .26) after controlling for sex, age, and weight. Overall, this article presents the most comprehensive analysis of the relationship of height to workplace success to date, and the results suggest that tall individuals have advantages in several important aspects of their careers and organizational lives. (PsycINFO Database Record (c) 2010 APA, all rights reserved)