5os07 Assignment Example
Assessment Questions
Task One
Evaluate two key ‘wellbeing’ theories, including how they can be applied to current issues of wellbeing in the workplace. (AC 1.1)
Modern work is changing in many ways, affecting jobs, employees, and workplaces. Key issues include:
- Presenteeism: Being at work but not fully productive due to health issues.
- Shift Work: Working non-traditional hours, which can disrupt life and health.
- Change: Constant adjustments in work practices and environments.
- Workload and Job Demands: Increasing tasks and expectations placed on workers.
Theories about well-being at work focus on:
- Positive Psychology: Promoting positive aspects like job satisfaction and engagement.
- Burnout: Exhaustion from prolonged stress and overwork.
- Psychological Contract: The unspoken expectations between employer and employee.
- Work-Life Balance: Managing time and energy between work and personal life.
Individual factors impacting work include:
- Stress: High levels of stress from job demands.
- Mental Health: Rising cases of mental health issues among workers.
- Care Responsibilities: Balancing job duties with caring for family members.
- Financial Concerns: Worries about money affecting job performance.
- Remote Work: Working from home, which can blur the lines between work and personal life.
Explain, with examples, how wellbeing can be managed to support organisational goals. (AC 1.2)
Wellbeing, as understood by the CIPD and other organisations, refers to the overall health and happiness of employees. It’s a key focus for HR professionals because it impacts productivity and satisfaction.
Managing wellbeing includes:
- Absence Management: Tracking and managing employee absences.
- Occupational Health: Ensuring the workplace is safe and healthy.
- Employee Assistance Programmes (EAPs): Providing support for personal and work-related issues.
- Individual Case Management: Handling specific employee health and wellbeing cases.
Effective wellbeing management helps organisations achieve their goals by improving employee performance and reducing turnover.
Assess the potential value of adopting wellbeing practices in organisations. (AC 1.3)
Preventing stress and creating positive work environments are essential for boosting performance, motivation, productivity, and employee engagement. These efforts also help retain employees and make the workplace more attractive and responsible.
By reducing friction, conflict, and confrontation, and strengthening the unspoken psychological contracts between employers and employees, companies can improve overall organisational health and sustainability. This strategic focus is crucial for long-term success.
Identify ways in which each of the following workplace stakeholders can contribute to improvements in wellbeing at work.
• Managers
• Workers (AC 2.1)
Successful implementation requires commitment from all stakeholders, including HR, line managers, and senior leaders. Key responsibilities include training line managers to recognize and address issues like conflict resolution, managing mental health, and promoting wellbeing. This ensures everyone is equipped to support a healthy and productive workplace.
Explain, with examples, how wellbeing can interact with other areas of people management practice. (AC 2.2)
It’s important to integrate wellbeing with all aspects of people management. This means reviewing and aligning it with areas like job design, health and safety, diversity, rewards, engagement, and learning and development. This holistic approach ensures that all people practices support employee wellbeing.
Analyse how organisational context shapes wellbeing. (AC 2.3)
Different approaches to wellbeing work best in different contexts. Wellbeing shouldn’t be a separate initiative but fully integrated into the company’s overall strategy. For example, South Liverpool Homes linked their wellbeing approach to their corporate strategy and tailored it to their workers’ needs, the size of the organisation, the sector, and their workforce composition (CIPD 2016).
Task Two
Discuss Repas’ needs in relation to employee wellbeing and two wellbeing initiatives that would help address these needs. (AC 3.1)
Wellbeing initiatives include health promotions, health checks and insurance, wellbeing benefits like cycle to work schemes, toolkits, and flexible hours.
Design (in summary form) a wellbeing programme/initiative that would address one area of Repas’ needs. Your design summary should include the need being addressed, the key components of the programme, the people involved/affected, and the potential wellbeing benefits to be gained. (AC 3.2)
To focus on a wellbeing area, start by identifying it and defining the benefits you aim to achieve, along with how you’ll measure success. Consider any boundaries and constraints, such as stakeholder input, costs, resource needs, and timeframes. Finally, decide on the best way to share this information.
Explain how your wellbeing programme would be implemented in a way that is suitable for Repas. (AC 3.3)
Recognize that a “one size fits all” approach doesn’t work. Tailor your strategy to fit the workforce and organisation, whether it’s a multinational corporation or a small firm. Key skills include change management, research, consultancy, time management, leading projects, and gaining support from senior managers. Ensure your implementation plan is effective and well-structured.
Explain how your Repas wellbeing programme would be evaluated and monitored. (AC 3.4)
Evaluating wellbeing helps achieve better organisational results. This means regularly measuring wellbeing, both qualitatively and quantitatively, with a long-term view and ensuring staff anonymity for reliable results. Use methods like staff surveys, focus groups, interviews, benchmarking, and engagement surveys to assess wellbeing outcomes. Track metrics such as absence rates, workplace injuries, complaints, requests for special treatment, EAP usage, staff turnover, and performance and productivity. This continuous improvement process leads to more successful outcomes.
Must Read:
