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This paper examines the "what", "why" and "how" of employee well-being. Beginning with the "what" of well-being, the construct of mental health was explored with the aim of building a model of employee well-being. It was proposed that employee well-being consists of three core components: (1) subjective well-being; (2) workplace well-being and (3) psychological well-being. Following this, the "why" of employee well-being was investigated; that is, why employee well-being should be an important matter for organisations. It was argued that employee well-being is an important precursor to organisational well-being, as indicated by its links to employee turnover and performance. The next section was concerned with the "how" of employee well-being; that is, how well-being can be reliably enhanced. Drawing on two models of strengths and a practice model of psychological assessment, it was asserted that strength-based development can reliably enhance employee well-being. A solid framework for understanding and measuring employee well-being is offered in the hope that it will foster a more integrated approach to assessing and optimising employee well-being.

Background: Job engagement represents a critical resource for community-based health care agencies to achieve high levels of effectiveness. However, studies examining the organizational sources of job engagement among health care professionals have generally overlooked those workers based in community settings. Purpose: This study drew on the demand-control model, in addition to stressors that are more specific to community health services (e.g., unrewarding management practices), to identify conditions that are closely associated with the engagement experienced by a community health workforce. Job satisfaction was also included as a way of assessing how the predictors of job engagement differ from those associated with other job attitudes. Methodology/Approach: Health and allied health care professionals (n = 516) from two Australian community health services took part in the current investigation. Responses from the two organizations were pooled and analyzed using linear multiple regression. Findings: The analyses revealed that three working conditions were predictive of both job engagement and job satisfaction (i.e., job control, quantitative demands, and unrewarding management practices). There was some evidence of differential effects with cognitive demands being associated with job engagement, but not job satisfaction. Practice Implications: The results provide important insights into the working conditions that, if addressed, could play key roles in building a more engaged and satisfied community health workforce. Furthermore, working conditions like job control and management practices are amenable to change and thus represent important areas where community health services could enhance the energetic and motivational resources of their employees. [ABSTRACT FROM AUTHOR]

Background Mental health problems are prevalent and costly in working populations. Workplace interventions to address common mental health problems have evolved relatively independently along three main threads or disciplinary traditions: medicine, public health, and psychology. In this Debate piece, we argue that these three threads need to be integrated to optimise the prevention of mental health problems in working populations. Discussion To realise the greatest population mental health benefits, workplace mental health intervention needs to comprehensively 1) protect mental health by reducing work-related risk factors for mental health problems; 2) promote mental health by developing the positive aspects of work as well as worker strengths and positive capacities; and 3) address mental health problems among working people regardless of cause. We outline the evidence supporting such an integrated intervention approach and consider the research agenda and policy developments needed to move towards this goal, and propose the notion of integrated workplace mental health literacy. Summary An integrated approach to workplace mental health combines the strengths of medicine, public health, and psychology, and has the potential to optimise both the prevention and management of mental health problems in the workplace. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this paper is to provide theoretical and practical insight into the process of crossover with the proposition that affect intensity is an important explanatory mechanism of crossover. Design/methodology/approach - This paper provides an empirical and conceptual overview of the construct of crossover, and addresses key gaps in the literature by proposing a process of discrete emotional crossover. It is proposed that individual differences in affect intensity may moderate and/or explain the crossover of discrete emotions in the workplace. Findings - This paper responds to the call of various researchers within the crossover field by putting forth a unique explanation for the occurrence of crossover. This explanation draws significantly on emotions theory and research. Originality/value - This paper is unique in its presentation of affect intensity as a moderator of the crossover process and in its discussion of the crossover of discrete emotions such as joy and fear rather than the crossover of emotional or psychological states. [ABSTRACT FROM AUTHOR]