Where companies invest most effectively continues to be the core question of business. Whilst the amount of emerging well-being programmes and mental health training in the corporate world is commendable, which type of interventions are most effective in improving employee well-being in the first instance, and ultimately organisational well-being, remains to be conclusively researched. Cotton and Hart (2003), however, derive several meaningful conclusions from their research which should guide priority setting in organisational development investment.
Organisational climate is the most critical lever in enhancing employee well-being. It is the core determinant in both enhancing morale and lowering distress. Negative organisational experiences tend to create more stress than stressful operational situations. It is not workload per se that leads to people feeling overwhelmed, but rather low morale can lead to perceived excess workload.
While targeted interventions for individuals can provide meaningful support, traditional stress management programmes teaching coping skills are of negligeable value. For long-lasting performance maximisation, a holistic approach to optimise all aspects of organisational climate is a prerequisite. This involves taking a fresh look at the employee experience: leadership behaviours, people processes, clarity on working parameters, working practices etc.
These findings reinforce our work based on Susanne Jacob’s DRIVERS® model, a guiding framework to review and improve all aspects of organisational climate creating an environment of psychological safety where people maximise discretionary performance and a positive employee experience to create a “sticky” culture.
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