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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.

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.

A conference can range from good to bad. It can be well or poorly organized, comfortably or indifferently housed, a profitable or wasted use of time. If conferences were rated like hotels and stars indicated their merit, the one held in Munich at the end of October should be awarded the maximum number.

This article aims to understand the underlying mechanisms through which transformational leadership influences employee job satisfaction and turnover intentions. Specifically, the study explores the mediation role of employee well-being on the relationships between leadership and both employee job satisfaction and turnover intentions.

Employing a quantitative research method, data were collected from 280 academics and professional staff from an Australian regional university. The Mplus software was used for data analysis.

The results showed that transformational leadership had significant positive impact on employee well-being and job satisfaction while it alleviated employee turnover intentions. Furthermore, employee well-being mediated the effect of transformational leadership on employee job satisfaction and turnover intentions.

The research was cross-sectional, and data were collected from a convenient sample and therefore minimises our ability to generalise the findings to other contexts.

Effective leadership, employee well-being, job satisfaction and employee turnover are of strategic importance in the higher education sector in Australia and internationally. These findings will therefore provide a basis for university policy makers to craft relevant policies that promote effective leader behaviours and enhance employee well-being as they facilitate employee job satisfaction and minimise turnover intentions among higher education sector employees (i.e. academics and professional staff).

Our study provides a unique contribution to knowledge as it explains the mediation effect of employee well-being on the relation between transformational leadership a, job satisfaction and turnover intentions.