| Category | Assignment | Subject | Management |
|---|---|---|---|
| University | Chartered Institute of Personnel and Development (CIPD) | Module Title | 7OS06 Well-Being At Work |
CIPD level 7 - 7OS06 Wellbeing at work will highlight the importance of well-being for both employers and employees in today's workplace. Here you will be provided with the help of learning, how work will affect employee's health and why organisations have a social responsibility to support these approaches. Here in 7OS06, you will also cover key factors about well-being at work and how businesses can create, promote, and include well-being initiatives in their people management strategies. It will encourage you to think critically about the well-being agenda and its challenges.
You will have the opportunity to explore what well-being means and why it matters to organizations and employees. You will examine key ideas related to well-being in the workplace and how companies approach it. Here you will be provided with information on how work, health, and well-being are connected and how people management practices can influence these. You will also identify individual and team factors that affect workplace well-being.
The course will provide you about how well-being arrangements impact employers by improving performance and productivity. It will also cover how organizational culture changes by well-being and the effects of well-being methods. Additionally, you will know the challenges employers face when creating personalized well-being initiatives for their employees.
Below is a complete 7OS06 assignment example for well-being at work according to the latest 2024 guidelines. This assignment is been written as a sample assignment for you to get an understanding of our writer's writing skills in case you want to write it by yourself. You can use this sample for your reference, and if you are still having any issues you can reach us to hire an assignment helper for your CIPD level 7OS06 assignment.
1.1 Critically evaluate the key theories and definitions that relate to well-being at work.
1.2 Evaluate why well-being is important for employers and employees.
1.3 Examine the responsibilities of organisations to engage with workplace well-being.
2.1 Examine the individual and group factors that impact well-being at work.
2.2 Critically evaluate how a lack of support for employee well-being may impact organisational and employee outcomes at work.
2.3 Evaluate the management of well-being and its integration with other areas of people management activity.
2.4 Analyse well-being initiatives and the role of health promotion programs and other interventions in the workplace.
3.1 Evaluate the tools and assessments used in workplace health and wellbeing to provide an evidence-based approach.
3.2 Critically evaluate key domains of creating and maintaining well-being strategies.
3.3 Analyse the impact of well-being strategies on employer and employee experiences and outcomes.
4.1 Critically analyse how organisational culture and control shape well-being at work.
4.2 Discuss the problems inherent in individualising well-being initiatives.
4.3 Evaluate how the people management function can contribute to appropriate corporate cultures and strategies to support well-being.
4.4 Discuss the importance of supporting line managers in implementing sustainable well-being policies.
Answer
Well-being can be defined as a state of physical, mental, and emotional health during the working period. It encompasses everything, including job stress, mental peace, job satisfaction, and the workplace culture. The term' well-being' refers to creating a supportive and healthy environment at the workplace that should not create any mental health distractions.
Theories offer key insights into well-being. Corporate culture plays a vital role in shaping employee experiences and influencing the workplace environment. The person-environment (P-E) fit theory emphasises the importance of alignment, which involves an individual's basic needs being at a manageable level, allowing them to feel mentally engaged and stress-free, thereby fostering strengths and happiness.
Stress-related theories, such as the cybernetic theory, explain how individuals adapt to workplace pressures. Additionally, personal factors like personality types (Type A and B), resilience, hardiness, and locus of control affect well-being. Together, these frameworks enable organisations to understand and effectively manage the factors that impact employee health and performance.
Answer
Well-being is important for both employees and employers as it brings efficiency and productivity. For employees, it identifies mental health issues, workplace stress, and the lack of balance between work and personal life, and helps reduce absenteeism while providing motivation and job satisfaction. Challenges such as long working hours and burnout can negatively impact morale, making it essential for organisations to promote employee well-being. This also applies to contractors, temporary staff, and gig economy workers, emphasising the need for inclusive strategies.
For organisations, a strong focus on well-being leads to better employee engagement, fosters a positive and inclusive culture, and reduces absence rates. These factors contribute to better morale and healthier workplace environments.
Adopting a well-being culture ensures long-lasting business practices by supporting a motivated workforce. Understanding the business case for well-being enables organisations to identify these challenges and secure long-term success. So, Well-being is beneficial for both employees and employers.
Answer
Legal Duty of Care: When employers follow the Health and Safety Executive (HSE) regulations to ensure employees’ health, safety, and well-being.
Corporate Social Responsibility (CSR): CSR provides a way to show ethical practices and social commitment that enhances the workforce and builds the trust of employees and stockholders in the organisation.
Corporate Reputation: The adoption of well-being and CSR initiatives will enhance the organisation’s reputation by making it more attractive to job seekers and customers.
Recruitment and Retention: A positive reputation and adherence to ethical practices help attract top talent, which in turn increases productivity and economic growth.
Employer Brand: A strong focus on well-being strengthens the employer brand and boosts competitiveness in the job market.
Business Ethics: Aligning ethical practices with stakeholder interests promotes sustainable and fair operations.
Answer
Individual Factors Impacting Well-Being
Well-being encompasses personal and external factors, including mental stress, sleep disturbances, and working in rotational shifts, which can impact emotional, physical, and mental health, ultimately reducing overall performance. Well-being requires an environment of job security and a sense of control over tasks, with greater control linked to higher satisfaction and lower stress.
Group and Organisational Factors
Workplace dynamics significantly influence well-being. Supportive cultures, positive relationships, and social support enhance morale and reduce mental stress. In contrast, bullying, high workloads, and unclear job demands increase burnout. Effective management of resources, workloads, and organisational changes fosters a healthier work environment.
Well-being impacts both individual and organisational outcomes. In particular, a lack of well-being leads to absenteeism and mental health issues, reducing productivity because 0of a lack of job satisfaction. This can also result in higher rates of employee turnover, where employees use personal time to manage work stress. For organisations, poor well-being increases turnover and recruitment costs.
In contrast, prioritising well-being improves employee internal strength, reduces absences, and boosts qualitative productivity. The CIPD well-being report highlights that a focus on well-being promotes a positive culture, enhances engagement, and supports long-term organisational success, ultimately benefiting both employees and employers through improved performance and retention.
Promoting well-being strategies in people's practices and processes is necessary to create a supportive workplace environment. It enhances diversity and inclusion, fosters a positive organisational culture, and ensures that employees feel valued and motivated. Prioritise well-being, while learning and development initiatives can focus on mental health. Rewarding and appreciating the fair and meaningful boost, and emphasising well-being in employer branding, can help in attracting and retaining talent.
Effective employment relations, with open communication and consideration of employee needs, further strengthen workplace harmony. Technology also plays an important role in employee and employer relations that can support well-being by enabling flexible work arrangements, enhancing communication, and providing tools for reducing health and productivity barriers. However, misuse of technology can undermine well-being by causing stress, overwork, or disrupting work-life balance.
Answer
Analyse wellbeing initiatives and the role of health promotion programs and other interventions in the workplace.
There are several initiatives that a company can embrace for employees' health and well-being. That includes health promotion, feedback for work culture, and support mechanisms.
Health and safety risk programs help create a secure work environment, while employee assistance programs provide strong support for personal or work-related issues. Additionally, Organisations can promote employees' health and well-being by taking steps such as implementing financial wellness programs, Health promotion programs, and mindfulness sessions, all of which contribute to a mentally healthier and more engaged workforce.
The workplace is an ideal setting for these initiatives, as it is where employees spend the most time in a day. This provides a dynamic in the programs, ensuring that they effectively respond to the needs of employees and achieve the program's positive results. Through the elaboration of such practices, organisations could foster a friendly climate that will lead to improved levels of satisfaction and schizophrenic rhythms of work performance among the workforce.
Answer
An evidence-based approach to workplace well-being includes the use of tools, models, and data tailored to the organisation’s specific needs. This includes factors like job types, health challenges, work culture issues, and the structure and size of the organisation. For example, addressing health issues might involve targeted support for physical or mental well-being, while the nature of job roles could shape initiatives like flexible working.
Smaller organisations may prioritise cost-effective programs, while larger ones may implement comprehensive strategies. By grounding decisions in evidence and aligning them with organisational needs, businesses can create effective, sustainable well-being initiatives that support employees and enhance performance.
Answer
The key domains to create and maintain well-being strategies in an Organisation are as follows:
The environment of the workplace: ensure the environment of the workplace is not disturbing to employees and comfortable in physical, mental,l and social ways. These factors can include the physical environment, such as light, temperature, noise, engagement, and behaviour of senior staff towards junior and fresher employees.
Work-life balance: promoting flexible working arrangements, such as remote working and flexible working hours, along with paid time policies, supports employees in achieving a work-life balance that reduces absenteeism and increases productivity.
Feedback and communication: taking feedback from employees for any development or changes, and providing training for development, can be beneficial in building good relationships between employees and employers.
Answer
Well-being is closely related to positive employee experiences and outcomes, such as higher levels of commitment, job satisfaction, and good engagement. When employees feel supported, they are likely to identify with the organisation and contribute to its success. Well-being also has its value, enhancing overall quality of life.
For employers, integrating well-being has its benefits. It improves performance and productivity, reduces staff turnover, and fosters strong organisational branding, making it easier to attract talented employees who can lead the company to top market positions. Additionally, well-being initiatives minimise conflict and foster creative thinking. A focus on well-being creates a healthier, more workaholic workplace.
Answer
Leadership and management often promote athletic pursuits as part of workplace well-being, but this approach can unintentionally exclude or disadvantage non-conforming bodies, such as disabled or maternal bodies. This creates challenges in ensuring inclusivity and fairness. The linking of wellness to health virtue, where employees are rewarded for their participation in wellness activities, creates judgment for the ‘bad’ employees who cannot or will not.
Similarly, extroversion is considered healthy with discarding personality and other forms of experience.
There is a need to practice ethical leadership to enhance employee inclusion within the workplace. It is also necessary to expand the definition of what constitutes ‘positive’ in well-being because what may serve some people well will not always work for all.
Answer
Check-ins involve supporting line managers and helping to assess issues such as workload, work environment, diversity, mental health, and stress within their teams. In turn, managers can effectively handle their workload by ensuring that tasks are well divided between them and their coworkers, as well as by supporting one another and fostering a healthy work culture through practice, awareness, and learning and development opportunities (L&D). Line managers have better chances to understand these issues.
While promoting well-being and other objectives like team results, quality, and expenses, it is possible to encounter some challenges.. Well-being advocates can help increase accountability for well-being both personally and on behalf of the organisation, and guide line managers to achieve a win-win situation for both the staff members’ health and productivity and for the company’s success. By aligning well-being with other performance goals, line managers can create a more engaged and productive workforce.
Create a theory paragraph in simple language using the above-written points for the CIPD level unit 7OS06 that must not have plagiarism.
Promotion of Well-being as Individual Responsibility
Challenges with Individual-Focused Approach
Persuading Organisations to Take Responsibility
1. Present Evidence: presents relations between improved well-being and better productivity, engagement, and retention.
2. Highlight Legal and Ethical Obligations: highlights the duty to provide a safe and healthier work environment.
3. Show Cost Benefits: Illustrates how productivity improvement leads to cost savings, reduces staff turnover costs, and deals with conflicts.
4. Address Cultural Change: Support measures that check on working pressures and harassment.
5. Focus on Long-term Impact: Ensure that root causes are looked at for better ways to create and sustain well-being changes.
The people profession is one of the most crucial players when it comes to developing policies and procedures for both employees and organisations in support of a contributing corporate culture. People professionals make sure that they address the different needs of the employees when they are making strategies for promoting culture concerning individuals. This includes creating initiatives that strike a balance between the well-being of employees and the goals of other organisations. This can involve distributing the workload in a proper sense, providing them with flexible working hours, and providing them with proper mental health support.
Understanding the organisational issues will help contribute to a more efficient and productive workplace, which in turn makes it a healthier environment. Professional and upper management should always put efforts into making this complete process more effective from time to time reviewing strategies and policies and regularly collecting feedback from employees.
Answer
How line managers can identify problems of workload, work environment, diversity, mental health, etc. Self-awareness exercise and L&D to improve the understanding of line managers. Issues of implementation regarding other line manager goals, such as team performance, quality, and costs. Well-being champions promoting organisational as well as individual responsibility
Create a theory paragraph in simple language using the above-written points for the CIPD level unit 7OS06 that must not have plagiarism.
Books
Cederstrom, C. and Spicer, A. (2015). The wellness syndrome. Cambridge: Polity Press.
Cooper, C.L. and Leiter, M.P. (2017). The Routledge companion to wellbeing at work. Abingdon: Routledge.
Hesketh, I. and Cooper, C. (2019) Wellbeing at work: how to design, implement and evaluate an effective strategy. London: CIPD Kogan Page.
Timms, P. (2020). The energised workplace: designing organisations where people flourish. London: Kogan Page.
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