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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.

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.

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.

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.

The purpose of this paper is to lay out the conceptual issues arising alongside the rise of sensory technologies in workplaces designed to improve wellness and productivity.

This is a text based conceptual paper. The authors’ approach is to throw light on some of the emerging issues with the introduction of wearable self-tracking technologies in workplaces.

The paper indicates that scholars will need to put ethical issues at the heart of research on sensory tracking technologies in workplaces that aim to regulate employee behaviour via wellness initiatives.

The study explores the legal issues around data protection and potential work intensification.

Privacy and personal data protection, workplace discipline are discuss in this paper.

This is an original paper. Since there is very little scholarly research in this area, it is important to begin to consider the implications of sensory technology in workplaces linked to wellness initiatives, given the probable impact it will have on work design and appraisal systems.

The purpose of this study is to present evidence for a new model of change management designed to create a continuous integrated alignment between ongoing external organizational change and the proven internal environmental factors related to employee emotional wellness and workplace engagement that in turn directly impact organizational performance relationships within society and the human condition.

This research uses a quantitative approach based on both primary and secondary data. The secondary data includes an analysis of the 2018 Public Service Employee Survey of Canada (N = 163,121) conducted by the Government of Canada while the primary data involves a 2018 employee survey conducted by the author of both civilian and sworn police officer employees with the British Columbia division of the Royal Canadian Mounted Police (N = 2,129) as well as a 2019 survey by the author of Corrections Officers at the Kent Maximum Security Institution in Agassiz, British Columbia (N = 174).

The key findings presented in this paper provide new evidence that correlations between key organizational workplace factors and employee wellness and performance are directly linked to the ability to address rapidly evolving external environmental factors; that traditional change management approaches are often insufficient to create a positive nexus between the results of environmental scanning and internal workplace environments; and that a new holistic model described in this paper can serve as a powerful diagnostic tool for change managers to identify how internal organizational structures, systems and climates can harmonize with external climates including societal expectations, economic and technological change and public policy.

The research findings pertain to about 100,000 employees of the Canadian public service and their readiness to manage well-established external environmental factors based on their rating of key internal environmental factors rated to workplace wellness and employee emotional health. Further research on the topic of external/internal organizational change adaptability is required specific to private sector organizations.

The practical implications of the change management matrix diagnostic model have been proven in earlier beta testing with a group of organizational executives. The presentation of the data in the matrix format resulted in quick and clear identification of major areas of required change. Those changes resulted in improved service delivery, public safety and public trust. A second test was conducted by MBA students successfully applying the matrix model to identify key areas requiring change in various case studies.

Society at present has many new expectations of organizational behavior and citizenship as rapid changes in external environments occur including changes to technology, corporate governance, communications, economic conditions, social values, demographics and public policy. A failure by organizations to ensure that their internal environments of corporate culture, structure, systems and the workplace climate are in sync with external change presents major threats to employee and social well-being and organizational success.

A unique model of organizational change management is presented that allows for successfully adapting internal organizational environments to the challenges of meeting rapidly advancing integrated external environmental forces. The result becomes an integrated ecosystem of external and internal environmental forces that offer adaptability to complex and evolving challenges ranging from social, economic, technological and climate change.

Workplace health promotion initiatives are an effective way to reach adults, and provide safe and healthy working environments that support individual health. The purpose of this project was to: learn how organizations/businesses define workplace health; assess employer support and commitment for workplace health initiatives; assess facilitators and barriers to workplace wellness/health; and understand workplace needs around evaluation and outcome measures.

A community partnership, Wellness Initiatives Network (WIN), was established to provide a forum for organizations in Atlantic Canada to share knowledge and experience on workplace health. Focus groups were conducted with businesses/organizations in the four Atlantic Provinces. Tape‐recorded transcriptions were analyzed using thematic analysis.

Ingredients for successful workplace health initiatives include onsite programs, the provision of incentives and recognition for employees, and the need to build awareness, understanding and commitment among managers who can help to create a supportive culture, which supports employee health. Measuring outcomes related to workplace health is critical.

Workplace health promotion should encompass a comprehensive approach that acknowledges the important roles of personal, social and environmental factors.

There is both interest and readiness to implement workplace health in Atlantic Canada. Workplace health is a responsibility of all – individual employees, employers and workplaces, and government. All stakeholders must be involved to help employees, workplaces and the health system cope with an aging population and concomitant increasing stresses at work and home. Engaging leaders is a critical step in building an integrated, comprehensive and sustainable approach to workplace health.

The purpose of this paper is to focus on “mindfulness” as an emerging wellness, performance, and leadership solution in business, and the role of human resources (HR) in effectively leveraging the potential value while minimizing the potential risks.

This paper reviews current research and current discussion of mindfulness in business, leadership, health, and management media, and provides recommendations for effective adoption.

Benefits of mindfulness practices include improved overall health and improved stress management for individuals and correlated benefits in productivity and performance of individuals, teams, and leaders. The potential risks of mindfulness include disengagement of non-participants and wasted investment if not integrated with company practices and culture.

This paper highlights the importance of aligning introduction of mindfulness with company practices and culture, ensuring voluntary participation, providing effective communication, and maintaining a secular nature of implementation.

This paper helps HR leaders leverage mindfulness for performance and wellness of individuals, teams and leaders.

In previous research, quality management practices have been found to be related to better health for employees. Dimensions of health-promoting quality leadership have been defined. The purpose of this study was to identify dimensions of workplace health in the wellness industry and relate them to the dimensions of health-promoting quality leadership.

An empirical study involving seven leading spa-hotels in Sweden has been carried out. The first part of the study consisted of quality cafés carried out at each of the hotels. The quality café is a novel method, which has the World Café-method as its basis, combined with quality management techniques. Based on the findings from the quality cafés, an employee survey was developed.

The findings from the study include a definition of five major health dimensions for the employees, namely, happiness, kinship, respect, physical health conditions and control. The dimensions were found to be statistically consistent and correlated with the self-reported health of the respondents.

The findings are related to health promotion theory and the dimensions of health-promoting quality leadership. A framework for health leadership in the wellness industry is proposed. The study was only carried out in one country.

The framework and the findings should be useful for managers, particularly in the wellness sector, when designing their operations and health promotion activities.

Workplace health in the wellness sector, which is growing worldwide, is very scarcely researched.