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Strategic decisions leaders make involving organizational changes such as mergers and acquisitions (M&A), divestitures, and downsizing, which can influence and/or interact with other organizational factors. For example, within the context of M&A, changes impact financial performance, firm behaviors, and organizational culture. In addition, strategic decisions for these types of change can also interrelate with other more intrapersonal factors, including both leaders’ and employees’ health and well-being. Employee stress, also referred to as “merger syndrome,” outlines individual negative impacts of the changes including, but not limited to, cynicism and distrust, change wariness, and burnout, all accumulating to psychological effects including increases in detachment to work, stress, and sick leave. In this chapter, the authors outline the different impacts M&A phases have on stress and well-being and how they interrelate with the strategic decisions leaders make. The authors also outline future research opportunities and practical implications for how leaders and employees could better manage future major changes such as M&A activities.

Perhaps no other workplace issue represents better the harm that can come of neglecting emotional experiences in organizations than workplace bullying. Organizational interventions aimed at the reduction of workplace bullying generally emphasize the identification of negative employee behaviors and the punitive consequences associated with the manifestation of these behaviors at work. While such interventions raise awareness of the unacceptability of workplace bullying, we argue that they generally adopt a “compliance” approach aimed solely at dealing with bullying after it has occurred rather than developing strategic initiatives that proactively promote workplace wellness. We detail a project within the Victorian public sector, which developed a proactive framework for the prevention of workplace bullying based on the principles of positive psychology. The chapter concludes with the view that the Positive Workplace Environment framework we develop is clearly applicable to a much wider range of issues than bullying and that embedding any call for organizational change within such a framework is likely to find resonance with both practitioners and researcher alike.

Self-tracking is becoming a prominent and ubiquitous feature in contemporary practices of health and wellness management. Over the last few years, we have witnessed a rapid development in digital tracking devices, apps and platforms, together with the emergence of health movements such as the Quantified Self. As the world is becoming increasingly ruled by metrics and data, we are becoming ever more reliant on technologies of tracking and measurement to manage and evaluate various spheres of our lives including work, leisure, performance, and health. This chapter begins with a brief outline of some of the key theoretical approaches that have been informing the scholarly debates on the rise of self-tracking. The chapter then moves on to discuss at length the findings of an international survey study conducted by the author with users of self-tracking technologies to discuss the ways in which they perceive and experience these practices, and the various rationales behind their adoption of self-tracking in the first place. The chapter also addresses participants’ attitudes towards issues of privacy and data sharing and protection which seem to be dominated by a lack of concern regarding the use and sharing of self-tracking data with third parties. Some of the overarching sentiments vis-à-vis these issues can be roughly categorised according to feelings of ‘trust’ towards companies and how they handle data, a sense of ‘resignation’ in the face of what is perceived as an all-encompassing and ubiquitous data use, feelings of ‘self-insignificance’ which translates into the belief that one’s data is of no value to others, and the familiar expression of ‘the innocent have nothing to hide’. Overall, this chapter highlights the benefits and risks of self-tracking practices as experienced and articulated by the participants, while providing a critical reflection on the rise of personal metrics and the culture of measurement and quantification.

This chapter critically examines the dynamics that exists between workplace violence, employee well-being, and governance as experienced and perceived by employees in the Forestry context. The purpose of this research is to explore what signals the prevalence of workplace violence in the Forestry sector; to understand the consequences of workplace violence; to explore the degree to which workplace violence can be stopped; and how can employers strive for a violence “free” and healthy workplace. This chapter focuses on research into workplace violence in the Forestry sector in British Columbia, Canada.

A questionnaire survey, telephone interviews, and focus groups were used to focus on managers, union, and employees' verbal accounts of their own experiences and perceptions of workplace violence. Managers completed 367 questionnaire surveys. The union and employees from across five different organizations also completed the survey that was analyzed. Twenty semi-structured telephone interviews were conducted with each interview lasting 60–75 minutes, tape-recorded, and transcribed verbatim. Two focus groups were the one with 15 managers only and the other with 10 union representatives. Each focus group lasted 45–60 minutes, tape-recorded, and transcribed verbatim.

This research adopted an interpretivist approach, which allows a positivist and an interpretivist viewpoint that examines situations to establish the norm by using questionnaires, interviews, and focus groups. The mixed methodology is appropriate for addressing the research aims and provided insight into the lifeworld of participants, providing the opportunity for managers, union, and employees to share their personal experience of workplace violence. Using Interpretative Phenomenological Analysis (IPA) provided insight into the lifeworld of participants, providing the opportunity for employees, managers, and union representative to share their personal experience of workplace violence and its implications for governance, violence prevention, and employee well-being at work.

The data revealed that 13 key themes emerged as salient to forestry workers' perspective of workplace violence, the prevalence of violence, consequences of violence, prevention of violence, and how employers can strive toward a violent “free” and healthy workplace. These themes include Stress Management, Mental Health, Leadership Development, Trust, Employee Involvement and Engagement, Communication and Collaboration, Education and Training, Employee Violence Assistance Program, Violence Response Protocol, Respectful Workplace Culture, Job Redesign, Fear of Change, and Employee Appreciation. This research has relevance for employee well-being, leadership, governance, corporate social responsibility, and performance for practitioners and academics alike. The findings and insights from this research can be extrapolated to other organizations inBritish Columbia, Canada, and other parts of the world.

Human life has been unfavourably impacted by COVID-19, which has impacted the entire planet. Contrastingly, it is now crucial to discern the significance of health in human life and pay more attention to protecting health. Owing to COVID-19's influence on lifestyle, it is evident that the pandemic contributes to the development of health tourism and that wellness tourism, which was in the pre-pandemic growth trend, is favoured more often. Therefore, it is indisputable that stakeholders in the health and tourism industries view the rising demand for health-focused holidays as a potential. However, on the opposite hand, it is meaningful to broaden the number of products made available within the context of wellness tourism, to pinpoint areas that are conducive to health-related activities, to generate the infrastructure and superstructure required in these areas and to step up marketing initiatives in order to make the most of this opportunity. To address these concerns, it is deemed crucial that the parties involved in the tourism and health sectors coordinate their efforts.

Occupational injury in the health care sector in the United States rates among the highest of all industries. Specific to hospital support service workers (e.g., Food & Nutrition, Environmental Services), studies have shown that injury rates for support service workers tend to be among the highest of hospital personnel, and yet there is a shortage of research investigating the safety climate of these workers. Therefore, the purpose of this study is to examine safety perceptions of support service workers. Surveys were used to measure safety climate leadership factors (per the AHRQ's Survey of Patient Safety Culture) to determine if they are related to individual safety perceptions, as well as ratings of work unit safety. Following established safety climate research, we examined the role of the work environment (e.g., supervisor support and work unit culture) on safety perceptions. We found that both supervisor and organizational safety leadership are positively related to individual safety perceptions and supervisor support. Organizational safety leadership and work unit culture were positively related to work unit safety rating. Our findings demonstrate that the antecedent factors and pathways that promote a positive safety climate among health care providers functions in a similar manner for support service workers. These findings contribute to a better understanding of occupational safety of this understudied work group and provide evidence to hospital administration that developing a strong safety climate among support service workers is not entirely different from what is required to promote a robust safety climate across an organization.

This chapter analyzes key concepts involved in the development of a well-being organizational culture, as well as theoretical proposals to promote this type of culture at work. It reflects on how companies can – drawing from this effort – articulate the Sustainable Development Goals (SDGs) in their management, strengthen their sustainability, and contribute to sustainability in their societies and exemplify how this topic has been dealt with during the pandemic in several organizations.

In the 1950s, Einstein predicted that if humankind is to survive, we will need a substantially new manner of thinking. He believed that our task in life must be to widen our circle of compassion to embrace all living creatures and the whole of nature in its infinite beauty. The combined disciplines of mindfulness, ecopsychology, and sustainability education offer humanity a chance to develop this new way of thinking and being in the world. In this chapter, I describe my experience of teaching and designing curriculum that integrates contemplative practices with sustainability education in the space of higher education. The course I will be discussing, where nature-based mindfulness activities are offered, is called “MindBody Wellness.” As a part of the course, it is hoped that students will cultivate an expanded vision of the self—one known as the “ecological self”—a term coined in the 1980s. The ecological self is perceived to be a wide, expansive, or field-like sense of self, which ultimately includes all life forms, ecosystems, and the Earth. Preliminary research in the field indicates that cultivating loving-kindness and practicing mindfulness leads to a greater level of nature connectedness and need to care for and protect the natural world. However, my colleagues and I did not find this to be the case and needed to explicitly give students instructions to care for the environment.