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Settlement services in Canada have only recently started offering support and programming for emotional wellness issues faced by newcomers to Canada (immigrants who have been in Canada for less than 5 years). Funding for such services has steadily increased over the past 5 years, particularly in the wake of the COVID-19 pandemic. Greater investment in ensuring the emotional wellness of immigrants is spurring new settlement services and programming. These include a wide array of configurations and approaches across the different geographies of Canada. This is evidence that providing such services for newcomers is in the early stages of implementation, characterised by experimentation and precarity. Mental and emotional wellness programming is in contrast with more established services, such as those meant to provide language learning, where common assessment tools, measures of proficiency and progress are well established. With funding from the Immigration, Refugees and Citizenship Canada (IRCC), this chapter features data from a 2-year project that examined emotional wellness services for immigrants offered in four cities in western Canada between 2018 and 2020. The study used surveys and interviews with clients and focus groups with front-line staff to understand client needs and discern the issues and impact of emotional wellness programming. Findings include apparent limitations in staff capacity and expertise to provide help when needed, the inappropriateness of service models meant for other contexts and complex funding requirements resulting in issues of access and the overall precarity of such programming.

The public health argument for developing and maintaining workplace wellness programmes in organisations is well‐documented, particularly within the healthcare sector which aims to “set the example” for workplace health. However, workplace wellness also makes good business sense, since it is established that investing in employee health can reduce absenteeism, improve job satisfaction and productivity and enhance corporate image. Organisations often place workplace wellness low in their priorities. The purpose of this paper is to present the case for an initial resource investment and top‐level support to pump‐prime a financially sustainable, and even profitable, programme.

A discussion is presented based on academic literature and practical applications from the authors' experiences in practice.

The authors use their own in‐house scheme, “Q‐active” as a case example based in an NHS Trust setting, to demonstrate how such schemes can be developed and successfully implemented and maintained in practice. The paper presents the use of the Business Healthcheck Tool for developing a business case for such schemes.

Workplace wellness schemes are financially viable and can become a vital part of a large organisations' infrastructure embedded within policies and internal “health culture”.

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 Police Training Institute at the University of Illinois designed a fitness training programme which allowed the participants to choose the intensity and mode of their exercise. Between June 1993 and March 1995, the incoming recruits’ fitness level was assessed before and after the training programme in order to measure the improvement induced by the training and to compare the recruits’ fitness level to the general population. The recruits significantly improved their flexibility (19.10 vs 15.13 degrees) and abdominal strength (4.91 vs 4.98 Lovett score). The male recruits improved their aerobic capacity (recovery heart rate: 86.27 vs 81.32 bpm) and the female recruits improved their back strength (4.86 vs 4.97 Lovett score). No significant changes were observed for grip strength (54.62 vs 54.21 kg), relative body fat (19.5 vs 18.5 per cent body fat), blood pressure (diastolic: 77.99 vs 77.52 mm Hg; systolic: 125.47 vs 125.10 mm Hg), and resting heart rate (74.89 vs 74.23 bpm). Compared to population norms, the majority of the recruits were within the normal range for blood pressure, resting heart rate, abdominal and back muscle strength. A large proportion of the recruits had good flexibility, average grip strength, and fair to excellent per cent body fat. Still, 33.4 per cent of the males and 25 per cent of the females were low to very low in aerobic capacity. As a result, the fitness programme has been modified in order to further improve recruits’ fitness.

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.

Innovation is one of the most important foundations on which to create and sustain competitive advantages in companies, but at the individual level, employee innovative behavior has recently been jeopardized by the situation caused by the COVID-19 pandemic (e.g. changes in workplaces, employee interaction, motivation). This study analyzes wellness programs and actions through which organizations have tried to adapt to the new situation caused by COVID-19 and their effect on employee innovation behavior.

Structural equation modeling by means of the partial least squares technique was used to test the study's hypotheses after collecting survey data from Spanish companies, providing evidence that wellness programs and measures to deal with COVID-19 through perceived organizational support and affective commitment encourage employee innovation behavior.

The results suggest that efforts developed by firms focused on employee well-being to overcome difficulties caused by the pandemic strengthen innovative behaviors by means of intrinsic motivation based essentially on personal commitment. Theoretical and practical implications of the findings are discussed by the paper's authors.

This paper corroborates and extends previous research regarding wellness programs, perceived organization support and affective commitment. It provides a comprehensive model of relationships that predicts employee innovative behavior. It analyzes the influence of enterprise wellness programs based on protective COVID-19 measures.

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.

People spend a lot of time communicating with their co-workers each day; however, research has yet to explore how colleagues influence each other’s health behaviors. The purpose of this paper is to examine the association between health-related communication and health behaviors among co-workers in a workplace wellness program.

Participants (n=169) were recruited from a large south-western university and its local school district through e-mail announcements sent from a wellness administrator. Participants were part of a workplace wellness program that offers several daily group fitness classes, as well as cooking classes, and other educational programs for faculty and staff.

Structural equation modeling was used to examine the association between people’s perceived social influence and social support from co-workers, organizational socialization and their health behaviors. Results indicated that perceived social influence from co-workers had an indirect effect on people’s health behaviors through their perceived social support from their co-workers, as well as through their organizational socialization.

These variables were examined cross-sectionally, meaning that causal relationships and directionality cannot be determined in this study.

Co-worker communication and socialization appear to be important factors in understanding individuals’ health behaviors; thus, organizations that offer workplace wellness programs should provide opportunities for socialization and co-worker communication to facilitate employees’ healthy behaviors.

Although the authors only looked at one wellness program and did not examine these variables in programs of varying sizes and types, this study uniquely incorporates interpersonal and organizational communication perspectives in order to give new insight into co-workers’ health-related communication.