About this 5OS07 Unit
Unit 5OS07 is the last unit of level 5. Here, you will learn about the importance of well-being and the relationship between organizational strategies and people’s practices. You will explore how to design and develop effective well-being programs that meet organizational and employee requirements.
Skills You’ll Gain from This Unit
In this unit, 5OS07, you will learn to understand the factors that impact the well-being of employees in the organisation and how you can support organisational goals as well. Further, you will learn how stakeholders and organisations play roles in supporting and maintaining well-being initiatives at work. This will apply your designing and learning process, implement, develop, and evaluate the plan for setting the well-being program for the organisation.
Below, you will find the best assignment example for 5OS07 Well-being at Work. Here you will find the answer to all the assignment questions which are according to the latest 2024 June guidelines. It is suggested that you take these answers just for your understanding as this is the free sample that we provide students for better understanding, do not try to use them as it is in your assignment. This assignment example file is simply for your help.
Table of Contents
5OS07 Assignment Task 1: Understand wellbeing and its relevance to workplaces
1.1 Explain issues and key theories in well-being at work
1.2 Discuss how well-being can be managed to support organisational goals
1.3 Assess the benefits of adopting well-being practices in organisations
5OS07 Assignment Task 2: Understand how well-being is shaped by the organisation’s internal and external context
2.1 Evaluate key stakeholders' contribution to improving well-being at work
2.2 Discuss how well-being interacts with other areas of people management practice
2.3 Analyse how organisational context shapes well-being
5OS07 Assignment Task 3: Be able to design, develop, and implement a well-being programme
3.1 Identify well-being initiatives based on an organisation’s needs
3.2 Design a well-being programme relevant to the organisation
3.3 Explain how you would implement a well-being programme suitable for the organisation
3.4 Explain how a well-being programme can be evaluated and monitored.
5OS07 Assignment Task 1: Understand well-being and its relevance to workplaces.
AC1.1. Explain issues and key theories in well-being at work
Answer:
A variety of issues and key theories can be seen in well-being at work:
- One of the primary and frequently investigated is the between work and free time. There are still works posted by various professionals that suggest leisure and work should not be combined while on the other end of the spectrum are those experts who believe that the two should be overlapping.
- The next critical factor is identified as burnout. Stress is a condition in which individuals become weary from spending too much time on their work and other responsibilities. Cognitive states arising out of the use of the computer can cause negative feelings, including frustration, anger, and irritability.
- The third significant matter is job satisfaction. Job satisfaction, in simple terms, is the level of content on the part of people with the jobs they are holding. Those who have a positive attitude towards their job always work more effectively, and they also do not absent themselves from work or else they rarely change their company.
- Finally, there is one more vital question which is crucial for everybody – work-life balance. Working balance can be defined as the reviewed capability of people to manage their working responsibilities with other social roles. This was further evidenced that individuals with low levels of burnout reported higher degrees of WLB and job satisfaction.
There are several important theories within well-being at work namely work-interference balance theory and work engagement theory, job demands resources theory, and conservation of resources theory.
AC 1.2. Discuss how well-being can be managed to support organisational goals.
Answer:
The basic aim of well-being from the eyes of CIPD and other organisational terms is simply referred to as the overall happiness and health of the employees. This has to be the main aim of HR professionals as this will directly impact the satisfaction and productivity of the organisation.
Managing well-being includes:
- Absence management involves managing and tracking the absence of employees
- Occupational health, ensure that the workplace is safe and healthy.
- Employee assistance programmes (EAPs) are used to provide support for work-related issues and personal.
- Individual case management involves specific well-being cases and health.
Proper management of well-being will lead the organisation in achieving its goals which include reducing turnover and improving the performance of employees.
AC 1.3. Assess the benefits of adopting well-being practices in organisations.
Answer:
Adopting well-being practices in organisations can benefit the company in a very better way as this will most importantly help the organisation achieve the goal of reducing turnover and improving the performance of employees. Other than this there are different benefits which include:
- Motivation: Organisation employee well-being programs are focused on enhancing positive experiences, in so far as what is described under the PERMA model of well-being. Such people professionals should come up with job designs that accord with the skills, qualifications, and capabilities possessed by employees. This way, they have to be productive in what they are doing and find some relevance in their duties.
- Employee absenteeism rates: Promotive well-being activities, which may be used to implement at the Orchard Group may encompass providing the employees’ work schedule to allow manageable working hours or flexibility in the way they work. This plays a huge role since it helps avoid cases of employee burnout, and juggle their work lives together with their and their families’.
- Reduces turnover: From the PERMA Theory, people practice professionals can launch anti- turnover employee well-being measures. For instance, the organisation could adopt the culture of the Orchard Group that instills positive emotions in the organisation. These are values that people practice professionals should take as a culture of respect, collaboration, gratitude, and togetherness.
- The attraction of talent: Promotion of employee welfare may also help the organisation to enhance the quality of its image in the labor market and the process of its attempts to recruit competent workers for less expense. Human beings can go to places of work where they will feel appreciated in the organisation. An organisation that seeks to run well-being programmes in its workplace runs a culture of respect and diversity to help recruit and retain high performers.
- Improves productivity: Orchard Group company must also provide all possible kinds of help through the implementation of different assistance programs because employment is the key factor that contributes to an increased quantity of employee-related stress, illnesses, and absence which in turn affects the quality of work done.
5OS07 Assignment Task 2: Understand how well-being is shaped by the organisation’s internal and external context.
AC 2.1. Evaluate key stakeholders' contribution to improving wellbeing at work.
Answer:
Stakeholders are the people who are related to the organisation in one way or another. These stakeholders are interested in the welfare of the organisation and contribute in any way they can help the organisation. This involves organisational members from the top management, employees in organisational HR departments, health and safety officers, and employees' everyday supervisors. All of these stakeholders have an involvement in enhancing well-being at work and its promotion.
Organizations’ top management influences the operations of the organization by establishing the required workplace culture and giving general guidelines as to how they expect matters concerning employee health to be handled. CHRP implements and designs measures for the employees at the workplace that will enhance the good health of the employees. Health and safety practitioners also make sure that the workplace is safe and that employees are provided with what is required for them to maintain health.
Supervisors have an active part to play in the day-to-day support they give their staff and the management of workload to reduce pressure on staff. Together, these principal players may well make a major contribution to enhancing wellbeing at work.
AC 2.2. Discuss how well-being interacts with other areas of people management practice.
Answer:
Social well-being: Social well-being may be exercised in the other exercising of other aspects of people’s practice like the human resource policy. For instance, it is crucial that human resource policies that relate to diversity and inclusion in an organisation could be established with assistance from experts and professionals working for Orchard Group. These may involve reintroducing more talents during each recruitment and promotion of respect, justice, teamwork, and collaboration in the company.
Physical well-being: Physical health can therefore fit into other people’s processes about job design, health, and safety. For example, job design can decrease a high-stress working environment that predicts personnel stress, burnout, and ergonomics that lead to poor well-being and performance. By the process of job design, Jobs at Orchard Group can be designed to guarantee that employees work in compliance with working time regulations.
Financial well-being: Financial liability could be integrated with reward practices at Orchard Group. For this reason, the organisation should review and act on pay and other employee benefits at specified times relative to the governed regulations, benchmarked, and prevailing economic conditions. Secondly, financial gains could be conditioned by a performance of reward which would also mean that funds were associated with performance.
AC 2.3. Analyse how organisational context shapes wellbeing.
Answer:
The literature on subjective well-being identifies work environment or organizational context as one of the ecological factors that influence an individual’s well-being.
It means that the organization structure, the program that is implemented in the company, and the environment in which an organization is built all these factors could affect the level of employees’ happiness and their well-being.
When it comes to the context and well-being of the organization, these are a few domains you might think about.
- First of all, it is the external environment. Is it safe and clean at the workplace? Can employees take breaks during the day? Are they able to identify good-quality resources? All of these factors may or may not influence the employee's health and well-being.
- Second is the social environment where social factors that influence the choice of a specific acquirer’s mode of entry are situated. Is the ethos of the organization throughout the organization collaborative? Are employees satisfied with the level of participation they have in the organization? If, yes, then, to what extent do they possess the feelings of togetherness or the bonds of unity prevailing across the workplace? Social satisfaction part can restore the morale and motivation of the employees in a short period.
- Third, we have the psychological environment, not to be confused with the psychological climate. Is there a balance that is created in the organization, between the work being done and the outside life? Can the employees indicate that they receive sufficient satisfaction and recognition? Do they consider their job as important and satisfying? A psychological climate favorable for work promotes the happiness of the employees and makes them interested in their work.
In terms of well-being, what one can conclude quite unequivocally is that organisational context matters much. Analyzing the physical, social, and psychological context of the work environment means that businesses can do a lot to improve the state of their employees’ health and well-being.
5OS07 Assignment Task 3: Be able to design, develop, and implement a well- being programme
AC 3.1. Identify well-being initiatives about an organisation’s needs.
Answer:
It is paramount that an organisation is doing well. This is followed by a quick overview of many promotional activities that an organisation can take to enhance well-being in the workplace. These are such actions as flexible working conditions, mental care, or encouraging employees to exercise.
It can therefore be seen that flexible working is actually the way forward toward well-being in most organisational settings. They permit the worker to take care of responsibilities with family and other engagements and strike a balance between work and personal life. It can result in satisfaction in the workplace and ultimately enhances productivity.
Another primary prevention program that organisations can embark on is the support for mental health. The mental disorders might also greatly affect an employee’s present working capacity for any job. Employees should receive help and relevant information from organisations so as to influence their working state of mind as well as maintain good health.
Another element that is closely connected with well-being is physical activity. During exercise, stress is reduced, mental health is enhanced and energy is replenished. Physical activity can therefore be promoted as an organisational initiative aimed at improving the health of employees as they work.
AC 3.2 Design a well-being programme relevant to the organisation.
Answer:
This paper is going to explain that there are numerous approaches to developing a relevant well-being programme. Whether it is the case, the key point must focus on the fact that the programme must be orientated according to the needs of the organisation’s staff. For instance, if most of the employees spend a good proportion of their time at their desks typing away and therefore spend a lot of time stationary then it would only make good sense to incorporate some kind of exercise in the program.
The second action of the concern is to decide which of the many activities will make up the well-being programme. This way there will always be a good variety and any worker will find something that is appealing to them at the company.
When the activities have been selected though, the next step has to do with how the programme is to be delivered. This must have time schedules showing when each activity will be performed, and the resources needed to perform the activities in terms of the costs involved.
However, once the plan has been developed the next essential step is to put it into operation. This will involve involving the employees in publicizing the programme and getting them to participate in the programme. There is also a need to assess the performance of the programme and ultimately make/ implement changes where necessary.
It is for this reason that it is essential to assess the outcome of the programme to ascertain the possibility of its continuation in the long run. This can be done through the use of questionnaires, focus group discussions, and a lot of other ways.
AC 3.3. Explain how you would implement a well-being programme suitable for the organisation.
Answer:
Evaluating activity related to management and more so on stakeholder expectation
Yet before initiating the activities, the proposition has to make sure that all management expectations and stakeholder interests are met. Therefore, project managers need to involve the managers and leaders by explaining the nature of the activity as well as showing how it enhances the employees’ and organisation’s gain.
Explanations related to communication of the programme: The project manager should inform the employees about the scope and benefits of physical; social and psychological wellness initiatives contained in this paper. For example, the project manager could ensure that the initiation of flexible working could improve employee’s physical health and satisfaction level. The project manager could also ensure that the social recognition program will cultivate subordinate and mutual respect relationships and work companionship, as well as guarantee colleagues have an outlet for social support.
Gathering of feedback: Employees should be asked by professionals about available wellness programs. To have better results the activities could be piloted in a few departments and employees and managers asked for their feedback. Moreover, focus groups, informal interviews, and customer satisfaction questionnaires might also be employed.
Initiation for adoption and assessment of the process: The final phase is the dissemination and operation of the changes. Evaluation is then carried out where details of how it fared against the projected objectives, budget, and timeline are reported on. The available data regarding areas that should in the future be improved should also be determined.
AC 3.4. Explain how a well-being programme can be evaluated and monitored.
Answers
The first thing that organizations have to follow is the creation of an operational plan on how exactly they will assess and monitor the well-being programme. This plan should be designed to answer all of the essential questions, including:
- To what extent is the achievement of the goals of the programme?
- Who is running and doing the enforcement of it?
- Which time or the amount of money, and human resources are needed for carrying out such work?
- How will success be measured?
After the development of the evaluation and monitoring plan basic data collection and analysis of the results set out in the objectives should be conducted at a consistent frequency. Any addition or modification to the programme should then be made in line with the findings above. Thus, the above outlines should be periodically reviewed because aspects of the programme might become irrelevant or less efficient.
