Measuring well-being and using organisational well-being profiles | The Oxford Review

Measuring well-being and using organisational well-being profiles

Research Briefing

Keywords: wellbeing, well-being, well-being outcomes, employee well-being, indirect costs, costs, leadership, well-being data, well-being management information, management information, management, leadership

There are many studies showing that the well-being of employees is a critical success factor for organisations. As a result, many organisations have focused on improving the well-being of the people, including developing organisation wide wellbeing programs to promote better health outcomes.

Previous studies have shown that helping the senior management and leadership of an organisation to understand and acknowledge the direct and indirect connections between employee well-being (including mental health outcomes) and organisational aspects such as:

  • productivity
  • organisational citizenship behaviours
  • organisational and task commitment,
  • intention to leave
  • creativity and innovation
  • team working outcomes

has a range of positive benefits.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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