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It is generally recognised that the cost to a company or other organisation of employing people to work for them is considerably more than the actual wages or salaries paid. The number and weight of these additional costs has been steadily growing in recent years so that no longer are they insignificant but represent, on the contrary, important factors to be considered in the total cost of employment. The cost of ‘labour’ in the classical economic sense is no longer a periodic payment to the employee which can be turned on or off at will, but is a complex computation of various costs and expenses, some of which are incurred at the out‐set of employment and others of which continue throughout the term of employment. These additional costs, on top of the wages or salary, govern to a large extent the mode of employment which an employer will prefer. By ‘mode of employment’ is meant the type of contract which the worker may have with his/her employer in terms of the time when he/she will be at work and the relation of wage or salary payment to that time. It has nothing to do with the nature of work, the level of individual wage or salary, the status of the job or the method of recruitment.

There are many factors that may explain the number of spells and the number of days of absence from work reported as due to sickness. Health problems seem to be the most natural candidate to include among the explanatory factors, but individual health behavior could enter the scene in several ways. A day of reported sickness might primarily be due to the fact that a person's capacity to produce market goods and household commodities is so heavily reduced so the day is just spent at home with very little or no household commodities produced. It might also be a day when the person actively produces a restoration of his or her health, combining own time and healthcare of some kind. It might be a day when the person waits for a hospital treatment, for instance, a hip replacement, but his or her condition is an obstacle for taking part in market production (very much depending on the kind of job, in which the person would normally be involved).

A healthy and vital workforce is an asset to any organization. Workplace health management and health promotion are therefore increasingly relevant for organizations. This paper aims to identify the organizational benefits companies strive for, and analyzes the ways companies use and manage data in order to monitor, evaluate and improve the achievement of organizational benefits through workplace health management.

A case study was carried out in four frontrunner organizations in health management in The Netherlands. The benefits the companies strived for were systematically investigated, as were the ways in which the companies used and managed their relevant data.

The organizations had many data that were potentially useful for managing and evaluating the realization of the intended health and business benefits. However, these data were only available and usable in a fragmented manner. As a result, the business impact of health interventions was neither properly evaluated nor consistently managed.

The research was limited to four frontrunner companies in The Netherlands. The results presented are predominantly qualitative.

Suggestions for improving the management of organizational benefits from workplace health interventions are given here; they were formulated though an iterative process with the companies involved.

Research on the combination of health and business benefits of workplace health management has been rather limited thus far. The present paper provides a complete picture of the benefits strived for by four Dutch frontrunner organizations, as well as the data available to them, which are or could be used for guiding and improving workplace health management.

The purpose of this study is to find the connection between leader behaviour and employee sickness absence in public administration.

The research data was collected with the help of an online questionnaire. The SPSS statistical programme and structural equation modelling in AMOS were used to analyse the data.

The research was conducted in public administration institutions, and 3,220 employees from public administration were included in the research sample. The author found a negative one-way relationship between certain types of behaviour and sickness absence. The author defines leader behaviour as a multidimensional construct in which each dimension represents a separate cluster of leader behavioural characteristics. Leaders’ “progressiveness” is the most important dimension, and a one-point increase in “progressiveness” (five-point scale) leads to a reduction of 2.8 days in sickness absence for one employee.

The author focused only on one segment of factors (the behaviour of leaders) that affects sickness absence. To explain the maximum possible measure of the variability in sickness absence, it would be best to include several different influencing factors.

The study represents a structured model of the link between sickness absence and leader behaviour. With the model, it is possible to determine which behavioural forms of leaders influence sickness absence, where leader behaviour is treated as a complex whole, and not as an individual behavioural characteristic.

The study addresses calls for research on the relationship between leader behaviour and employee sickness absence within countries.

There is growing interest in the economic impact of workplace physical activity interventions, but the evidence is still lacking — especially in Europe. Although, some evidence on the return on investment (ROI) is found in literature, the included studies may not be applicable to the Europe situation. Therefore, the objective of this study was to review current evidence on the economic impact of workplace physical activity interventions in European countries.

A systematic review on the economic impact of worksite health promotion programs aiming at increasing physical activity was conducted. Five electronic databases (MEDLINE (Ovid), MEDLINE (PubMed), EMBASE, NHS-EED and Emerald Insights) were searched for relevant studies published between 2000 and 2020.

A total of 953 abstracts were screened, and 28 were reviewed, 11 of which met all inclusion criteria. The studies varied substantially in sample size, intervention type, duration and frequency of follow-up measurements, valuation methods and assessed economic outcomes. There is inconclusive evidence for decreasing absenteeism, positive net benefit (NB) and positive ROI. No evidence was found to indicate an effect on self-assessed productivity or job satisfaction.

This study is the first try to take the different working conditions from Europe into consideration. The authors found that working conditions could have some impact on the valuation of absenteeism costs and thereof on the ROI. Further, this study provides insight into how to deploy effective and efficient workplace physical activity interventions, based on a standardized and validated methodology and program scope.

The purpose of this paper is to investigate the effects on fitness outcomes of a work-based physical exercise (PE) intervention among women working in older people’s care. In addition, effects on productivity-related outcomes including work ability and sickness absence were studied.

Employees participated in a one-year intervention involving two one-hour weekly mandatory PE sessions. The intervention (n=13) was compared to referents (n=12). Fitness tests and self-reports on work ability and sickness absence were obtained before the intervention (T1), six months into the intervention and after 12 months.

Fitness test scores (corrected for age and weight) increased significantly over time in the intervention group but not among referents. Perceived exertion decreased significantly in the intervention group and increased significantly among referents. For self-rated work ability and sickness absence, no significant time or group differences emerged.

Further research on larger groups of women is needed to delineate the effects of PE on self-rated productivity and performance.

Work-based PE programs can improve fitness among women in older people’s care.

With previous research having primarily focussed on men, this study shows that women in blue-collar jobs also may benefit from taking part in work-based PE programs.

This paper makes an important contribution through its focus on the effects of a work-based PE program on fitness and possible relations to productivity, among employed women.

This chapter critically examines the dynamics that exists between employee well-being, line management leadership and governance as experienced and perceived by employees in the public sector context. This chapter is based on research into employee well-being and line management leadership with a British Local Authority in northern England, focusing on employees’ verbal accounts of their own experiences and perceptions of well-being, line manager leadership and corporate social responsibility. Twenty-six interviews were conducted from a diverse range of employees with each interview lasting (45–60 minutes), tape recorded and transcribed verbatim. The research investigated the subjective perceptions of senior managers, managers, senior officers and clerical/secretarial staff regarding their views concerning line management leadership on employee well-being at work. Using the technique of Interpretative Phenomenological Analysis (IPA) provided insight into the life-world of participants, providing the opportunity for employees to share their personal experience of leadership and governance on the front line and its implication for employee well-being at work. The data revealed line management leadership and governance emerged as central to influencing and enabling well-being at work and were linked to individual, social and organisational factors (blame culture, rewards, trust in management, support and communication). Employees’ accounts of line management leadership, well-being and corporate social responsibility identified salient issues, thus providing a basis for broader research in this area. Thus organisations wishing to enhance employee well-being could focus efforts on creating organisational conditions and line management leadership to encourage well-being through the six identified factors. This research has relevance for the employment relationship, corporate social responsibility, service delivery, performance and for practitioners and academics alike.