Creating a high well-being, high engagement culture.pptVIP

Psychological well-being (PWB): more important than we thought Government initiativesForesight – Mental CapitalDame Carol Black’s Review From “sick note culture” to “well note culture” Health and Safety Executive – regulatory frameworksNICE review PWB: more important than we thought 2. Fundamental research in the last ten yearsDefinitions and measurements of psychological well-beingResearch linking psychological well-being with:Major illness – e.g. heart attacks and stroke (and markers of major illnesses) Minor illness – e.g. colds and flu Illnesses and biological markers less cardiovascular risk lower weight and waist-hip ratios lower HbAlc (marker for diabetes) higher HDL “good” cholesterol better neuro-endocrine regulation lower salivary cortisol throughout the day better immune function lower inflammatory markers (IL-6) better sleep - longer duration REM - less body movement Colds - Results PWB: more important than we thought 3. Organisational-level impact of PWB Research evidence:Donald et al., (2005) – almost a quarter (23%) of variance in employee productivity (sample of 16,000UK employees) is explained by - Psychological well-being- Perceived commitment of organisation to employee- Resources and communications Organisational-level impact of PWB Cropanzano and Wright (2001) Five year longitudinal study of psychological well-being and performance. Strong correlation between well-being and work performance Harter, Schmidt and Keyes (2003) Nearly 8,000 separate business units in 36 companies engagement/well-being correlated with business unit performance (sickness-absence, customer satisfaction, productivity, employee turnover, etc…) But how does PWB have an impact? People higher on psychological well-being: See ambiguous events less threatening Feel that unfavourable feedback is less hurtful Use less contentious interpersonal tactics Are likely to live longer … be sick less often … and have happier work and home life Pressure and PWB Cha