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The importance of corporate wellness programmes has been recognized by many countries. It is only in recent years that organizations in Singapore have begun to implement wellness programmes on an organization‐wide scale. This is also in line with the Singapore Government’s recent emphasis on healthy lifestyle and health campaigns for the public. Thus, there is a growing trend for organizations in Singapore to offer wellness programmes. Attempts to establish the benefits which may be reaped from such investment. Describes how findings from the study indicate that employees in organizations with wellness programmes generally have a more positive attitude towards their organizations, express higher job satisfaction and satisfaction with the fringe benefits provided for them. However, no significant differences were found between employees in organizations with and without wellness programmes in terms of level of work stress, self‐reported absenteeism rates, satisfaction with working conditions, co‐worker relations and accomplishment. As employees are becoming more health conscious, given the benefits of the wellness programmes, recommends that management should not hesitate to adopt health promotion activities in the workplace.

With the passage of the Affordable Health Care Act in the USA, many companies are investing in corporate wellness programs as a way to reduce healthcare costs and increase productivity of their workforces. Increasing healthcare expenditures and the pandemic of obesity and chronic diseases are driving forces to the development and implementation of workplace wellness programs across the globe. Companies expect to experience a return on their investment through lower healthcare costs and increased productivity. The paper aims to discuss these issues.

In this study, 109 business professionals were surveyed (primarily almost equally divided between Russian and Americans citizens) to examine their health-promoting and health risk behaviors. Demographics were compared in an effort to identify the key differences in order to pinpoint development opportunities to increase efficiencies among target populations.

According to the results, nationality was related to certain differences in health-promoting behaviors, participation rates and frequency of wellness programs offered by employers. No differences were found among different age groups. The results indicated that not even a single wellness program design is appropriate for all companies or even one company across all locations.

Although there were no general conclusions have been drawn nor have the influencing factors for the different behaviors of the various target groups been adequately examined in this exploratory study, there were baselines developed for future research.

Few empirical studies exists that measure the perceived value of corporate wellness programs, especially among different cultural settings. In effect, wellness programs need to be developed specifically for the target population, with considerations to perceived value differences.

This study aims to examine the impacts of employee wellness programs on employee and organizational outcomes in the hospitality industry.

A survey was distributed on Amazon Mechanical Turk, targeting hospitality employees who have access to employee wellness programs. Descriptive statistics, confirmatory factor analysis and structural equation modeling techniques were used.

Employee perceptions of wellness programs significantly impacted turnover intention, job stress (JS) and perceived organizational support (POS). POS had a significant mediating effect between employee perceptions of wellness programs and JS. Employee perceptions of wellness programs did not have a significant effect on emotional labor.

Employee wellness programs are often recommended to human resource managers, but there is little empirical evidence of their effects, particularly for hospitality industry employees. This study investigates the actual employee outcomes of employer-sponsored wellness programs.

The purpose of this paper is to examine the relationship between employees’ perceptions of organizational support for employee health (OSEH) and employees’ turnover intention and job performance, with a focus on the possible mediating roles of affective commitment and wellness program participation in these relationships.

Data were collected from surveys of employees at a public university that provides employees with a variety of wellness program options. Conditional procedural analysis was conducted to test the model.

Results showed that employees’ perceptions of OSEH positively related to both turnover intention and job performance and that affective commitment fully mediated the relationships between OSEH perceptions and both dependent variables.

Cross-sectional data were collected on OSEH, affective commitment, employees’ intent to remain in the organization and job performance. Future studies based on panel data would be helpful to establish the causal relationships in the model.

Our findings show that employees’ perceptions of OSEH are likely to affect behavioral outcomes through affective commitment, suggesting that managers should ensure that employees are aware of organizational support for health promotion. Our findings also suggest that organizations move beyond a focus on design of wellness programs to include an emphasis on the overall OSEH.

This research study is the first empirical examination on the two possible channels through which organizational health support may influence employees’ intent to remain and job performance – participation in wellness programs and affective organizational commitment. The results are of value to researchers, human resource management managers, employees and executives who are seeking to develop practices that promote employee health at the workplace.

This research study included an examination into the extent that a comprehensive wellness program affects employees' job satisfaction levels. As the leaders of more hospitality organizations implement wellness programs in the workplace, they will want to understand what factors, besides the employees' health, the wellness programs can impact. Survey participants were self-identified employees of the hospitality organization who did or did not participate in the wellness program. Research findings indicated there was a significant difference in extrinsic and intrinsic job satisfaction levels between employees who participated and employees who were nonparticipating in the wellness program.

The population for this study was from a contract foodservice organization that provides facility services to higher education organizations, from their northeast regional location that consisted of approximately 200 employees. The employees of the organization ranged from entry-level positions, up to and including senior-level management. The researcher solicited employees in all departments in the organization to participate in the survey. The company offers a comprehensive wellness program, and all employees in the organization had a choice to participate in the wellness program.

The intent of the study was to determine if participating in a wellness program affected the employee's job satisfaction levels. Securing a hospitality organization to survey was a challenge, possibly because the survey included questions about job satisfaction. The purpose of the study was to identify whether participation in the wellness program affected employees' extrinsic and intrinsic job satisfaction levels. Hospitality organizations continue to allocate resources to implement and improve existing wellness programs in the workplace. Researchers had not specifically focused on the potential impact a wellness program might have on employee job satisfaction levels. Cyboran and Goldsmith (2012) concluded organization leaders should take steps to create an effective workplace. The study showed that even though hospitality organization leaders are dedicating resources to the development and implementation of wellness programs, participating in the wellness program has an effect on increasing or maintaining current employees' extrinsic and intrinsic job satisfaction levels throughout the organization.

This is the author’s research that was conducted for a dissertation that has been turned into a research article for publication.

The purpose of this paper is to identify strategies used within small- to mid-size organizations that run effective workplace wellness programs, and remedy a current research gap that exists in the available academic literature regarding this topic.

Data were collected from four organizations in the form of case studies. Similarities, differences and patterns between different cases were explored, and thematic analysis was used to identify and explain meaningful commonalities between the programs studied.

The analysis revealed five overarching common concepts: innovation, company culture, employee-centric, environment, and altruism. Under these five concepts, 19 common themes were identified that represent common workplace wellness strategies.

A relatively small number of participants were included in the study, which could be viewed as a limitation of the qualitative approach.

This study identified several strategies used by small- to mid-sized businesses (SMBs) with effective and viable workplace wellness programs and could help inform the practices of other small businesses. The study’s findings could also be applied to broader theory in organizational and social psychology.

Strategies from this study potentially could be used to help improve the well-being of employees in SMBs.

The study challenges some of the established views on workplace wellness and provides a better understanding of the unique attributes of successful SMB programs, especially when compared to the attributes of workplace wellness programs operating in larger enterprises.

This paper aims to provide a literature review of corporate wellness programs to develop recommendations for effective internal marketing of healthy behaviors in work environments.

A review of research literature published since 2000 addresses corporate wellness programs’ justifications and best program design practices.

Corporate and employee benefits documented in the literature are reviewed and best practices from published literature are identified to guide the design of wellness programs. These include framing clear messages, alignment of corporate culture and business strategy with wellness program goals, senior leader support, clear objectives and evaluation, incorporation of peer support and enjoyable activities, utilization of effective priming for healthy choices and consideration of legal and ethical incentives.

Further research is needed, including how to frame messages for diverse work groups, how to carry out effective program assessments, what types of marketing appeals are effective, what wellness activities lead to healthy behavior change and how is increased employee productivity related to quality of life. Additional questions include how priming encourages healthy behaviors, what promotes healthy workplace cultures and what social marketing appeals promote healthy behaviors.

Senior managers can implement findings to create effective wellness programs benefiting employees and firms through improved employee health and productivity and reduced corporate health-care costs.

Effective wellness programs reduce overall health-care costs for society and provide improved participants’ quality of work, personal and family life.

This research uniquely applies internal marketing, social marketing and marketing exchange concepts to best practices from the wellness literature and applies these to recommendations for effective corporate-based wellness programs.

The purpose of this paper is to investigate the effectiveness of employee wellness programs on employee engagement and the reduction of employee health care costs. The intent of the analysis is to explain the typical costs associated with these programs and the potential benefits to the employer and employee.

Due to the paucity of academic literature on the operational impact of employee wellness programs, a case study utilizing an internal company's resources and employee survey were also used to examine business questions related to the efficacy of such programs in businesses.

The results of the employee survey showed that there is a correlation between eating a balanced diet and being more productive at work. Also, there is a link between being in good physical health, potentially because employees participate in the wellness program, and being productive at work. On the other hand, it was also found that employees who do not eat a very balanced diet, do not like the company's wellness plan and are not convinced that it would make employees more productive.

For a company designing its wellness program, it should tap information through an employee survey on how many employees have each of the significant risk factors for using medical services and determine which risk factors to target in its wellness program.

An operational framework is presented to determine when employer‐sponsored wellness programs are appropriate for employers to offer. Detailed discussion and analysis given on employee wellness programs from both the employer and employee perspective to determine if these programs can be justified and recommended to organizations who do not currently participate will help protect many vulnerable employees and improve organization productivity.

The purpose of this paper is to raise awareness of the benefits of wellness programs for contemporary organizations and aids in tackling workplace bullying.

This study used a qualitative design and employs a new empirical approach to tackle workplace bullying. With over a hundred working professionals engaged in focus groups and facilitation methodologies for a total of five workshops and 60 hours, this study suggests a new framework for intervening in workplace bullying that considers workplace wellness as a system.

The findings revealed that these professionals perceived workplace wellness as a formidable component of the health and success of employees, organizations, and community, and perceived workplace bullying as a serious threat to physical and mental wellness. Employee participation and involvement in the design of workplace wellness programs was viewed as essential to the success of these programs in organizations.

This research has implications as it expands understanding and discovery into what aids employees to reduce their stress, fatigue, anxiety, and other conditions that lead to conflict or bullying in workplaces. It gives attention to a system of wellness that is vital to people and their organizations.

Study participants consistently asserted their desire to be active participants in establishing workplace wellness programs that effectively address workplace bullying, systems that enhance safety, and health.

This study highlights the role organizations play in shaping individual and community physical and mental well-being, health, and safety through effective workplace wellness programs.

This study should be helpful to organizations and researchers looking to address workplace wellness, safety, and bullying in a context broader than just liability and the cost savings of employee physical health, and may further add to the discussions of workplace wellness policy and regulation.

Employee wellness is vital to creating high-quality employee–customer interactions, yet frontline service workers (FLSWs) do not typically engage in, or benefit from, wellness initiatives. This paper aims to conceptually model the interactive influences of organizational and employee factors in influencing FLSW involvement in wellness programs and provides suggestions on how service organizations can enhance wellness behaviors and outcomes.

This paper builds upon classical and contemporary management theories to identify important gaps in knowledge about how employees and firms engage with wellness. Interactive psychology, emphasizing multidirectional interaction between person (employee) and situation (organization) wellness orientation, is introduced.

The paper develops a model that can be used to assess organizational wellness program effectiveness by emphasizing the interaction of employee and organizational wellness orientation. The model illustrates that wellness effectiveness relies equally on employee agency through an active wellness orientation matched with the organizational wellness orientation.

This paper questions the dominant approaches to assessing the effectiveness of workplace wellness initiatives, arguing for a more humanistic and agentic perspective rather than traditional organizationally centered fiscal measures.