This is the first of a four part blog series on adjusting to rapid onset change in a time of Covid-19 and how you can adapt to the potentials of this challenge by doing a deeper analysis into a new way of working and living.
Promoting Organizational Wellness
Promoting Organizational Wellness
Promoting wellness in the organization is a prominent method to encourage and advance health and well-being of personnel as a way to develop an environment that embraces sustainable health (European Network for Workplace Health Promotion [ENWHP], 2007; Nöhammer, Schusterschitz, & Stummer, 2013). Mental health, emotional health, social health, holistic mind-body health, spiritual health, and occupational health are concepts of wellness that marketplace solutions address regarding prevention and wellness (Accenture, 2014; National Wellness Institute, 2015; Walsh, 2015). Promoting wellness in the workplace is comparable to the dynamic struggles seen in arenas of politics, justice, and religious forums.
The problem of promoting wellness in the organization is a current key concern of all U.S. based organizations due to the promotion of wellness programs endorsed by the Affordable Care Act (US Department of Labor, 2016). With health care now being a requirement for all citizens, employers are now faced with the many levels of expectations written into this act. The Affordable Care Act postulates more organizations will begin to promote workplace wellness. Research indicates that organizations that implant wellness programs have participating personnel, which leads to successful promotion of the wellness programs (Marshall, 2004).
Practitioners of industrial organizational psychology are aware that organizational change can be difficult. Although literature depicts an considerable amount of research regarding the importance of promoting wellness in the workplace, successful promotion is elusive to achieve. I/O practitioners can assist organizations in promoting wellness programs into the workplace by demonstrating the monetary benefits for the employer and personnel. Research found that the majority of employees chose to exercise more, rather than having a 20 percent increase for health insurance premiums (The Dearborn Agency, 2015). If organizations promote wellness by highlighting monetary savings on monthly health care premiums and prescription cost, it could be a win-win for the organization and the personnel.
Accenture. (2014). The changing future of consumer health, 2013 Update. Retrieved from www.accenture.com/ us-en/Pages/insight-consumerhealthcare- market-high-perfor mance-business-research-2013.aspx
European Network for Workplace Health Promotion (ENWHP) (2007). Luxembourg declaration on workplace health promotion in the European Union. Retrieved from www.enwhp. org/fileadmin/downloads/press/Luxembourg_Declaration_June2005_final.pdf
Marshall, A. (2004). Challenges and opportunities for promoting physical activity in the workplace. Journal of Science and Medicine in Sport, 7(1), 60-66.
National Wellness Institute. (2015). The six dimensions of wellness. Stevens Point, WI: National Wellness Institute. Retrieved from www.national wellness.org/?page=Six_Dimensions.
Nöhammer, E., Schusterschitz, C., & Stummer, H. (2013). Employee perceived effects of workplace health promotion. International Journal of Workplace Health Management, 6(1), 38-53.
The Dearborn Agency. (2015). Would you walk your way to lower insurance costs? Retrieved from http://dearbornagency.com/insurance/would-you-walk-your-way-to-lower-ins...
US Department of Labor. (2016). Fact sheet: The Affordable Care Act and wellness programs. Retrieved from http://www.dol.gov/ebsa/newsroom/fswellnessprogram.html
Walsh, B. (2015). America's evolution toward wellness. Generations, 39(1), 23-29.