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In highly organised societies, understanding how organisations influence employees’ health, customers’ health and population health is crucial for health promotion. As the immediate influence on employee health is particularly strong, the chapter focuses on this aspect. Based on a review of ongoing changes of the economy, of organising work and of the roles of employees, we argue that agency for organisational health lies and needs to be strengthened within the organisation. Consequently, we define Organisational Health Development (OHD) as both the ongoing reproduction and the targeted improvement of health in organisations as social systems, based on the interaction (process dimensions) of individual and organisational capacities (structural dimensions). We review conceptual and empirical research of OHD as well as of health-oriented interventions in organisations that at least partly follow the salutogenic orientation. This review leads to an OHD model that shows how individual and organisational capacities co-produce both pathogenic and salutogenic processes in organisations, which taken together influence the sustainable performance of organisations. Such a framework allows to specify the general salutogenic model for the context of organisations. It serves as a joint group action theory for all stakeholders, generating a common language, compatible perspectives and mutual action to improve OHD. Additionally, it supports for well-structured, comparable intervention research on capacity building for OHD. The main challenge for the future will be to hold organisations accountable to be a healthy organisation—being low in producing pathogenic processes, but high in producing salutogenic processes for its members, customers and the larger environment.

Work is both detrimental and health promoting. Antonovsky accentuated the distinction between eliminating stressors and developing health-enhancing job characteristics. He elaborated on job characteristics that potentially relate to a sense of coherence, offering a dense description of a workplace where individuals experience meaningfulness, manageability, and comprehensibility. This chapter presents models, measures, and intervention approaches that relate to the double nature of work and to both its pathogenic and its salutogenic qualities. Hereby, the view of Antonovsky is enhanced, insofar that health-promoting, salutogenic job characteristics are not solely understood as buffering the pathogenic effects of stressors at work, but have a direct effect on positive health outcomes. Antonovsky’s original model is first specified and simplified for the context of work. Then, Antonovsky’s line of thinking is related to frameworks researching job resources and demands. After a review of the prevalence of salutogenic measures in worksite health promotion, the point of making salutogenesis more visible in work-related research and practice is elaborated upon. This is illustrated with a practical example of a survey-feedback process promoting salutogenic work. Finally, the implications and challenges for practice and future research on salutogenic work are discussed.

In highly organised societies, understanding how organisations influence employees’ health, customers’ health and population health is crucial for health promotion. As the immediate influence on employee health is particularly strong, the chapter focuses on this aspect. Based on a review of ongoing changes of the economy, of organising work and of the roles of employees, we argue that agency for organisational health lies and needs to be strengthened within the organisation. Consequently, we define Organisational Health Development (OHD) as both the ongoing reproduction and the targeted improvement of health in organisations as social systems, based on the interaction (process dimensions) of individual and organisational capacities (structural dimensions). We review conceptual and empirical research of OHD as well as of health-oriented interventions in organisations that at least partly follow the salutogenic orientation. This review leads to an OHD model that shows how individual and organisational capacities co-produce both pathogenic and salutogenic processes in organisations, which taken together influence the sustainable performance of organisations. Such a framework allows to specify the general salutogenic model for the context of organisations. It serves as a joint group action theory for all stakeholders, generating a common language, compatible perspectives and mutual action to improve OHD. Additionally, it supports for well-structured, comparable intervention research on capacity building for OHD. The main challenge for the future will be to hold organisations accountable to be a healthy organisation—being low in producing pathogenic processes, but high in producing salutogenic processes for its members, customers and the larger environment.

The term salutogenesis is associated with a variety of meanings that Aaron Antonovsky introduced in his 1979 book Health, Stress and Coping and expounded in many subsequent works. In its most thoroughly explicated meaning, salutogenesis refers to a model described in detail in Health, Stress and Coping, which posits that life experiences help shape one’s sense of coherence (a global orientation); life is understood as more or less comprehensible, meaningful and manageable. A strong sense of coherence helps one mobilise resources to cope with stressors and manage tension successfully. Through this mechanism, the sense of coherence helps determine one’s movement on the health Ease/Dis-ease continuum. In its most particular meaning, salutogenesis is almost equivalent to the sense of coherence. In its more general meaning, salutogenesis refers to a scholarly orientation focusing attention on the study of the origins of health, contra the origins of disease. Salutogenesis—model, sense of coherence and orientation—is in harmony with developments across the social sciences that seek better understanding of positive aspects of human experience. For instance, the key concepts of salutogenesis, of positive psychology and of positive organisational behaviour are consonant even if the terminologies are not uniform. It is therefore quite easy to label research and practice in these arenas as having a salutogenic orientation, and use the salutogenesis umbrella metaphor to embrace the cornucopia of scholarly ideas. Among these is the quite specific idea of the sense of coherence, and this meaning of salutogenesis is dominant, at least in the health promotion literature. This is so much so that some equate salutogenesis with the sense of coherence and refer to the sense of coherence as a model or theory (rather than as part of the salutogenic model). This book is about salutogenesis in all these meanings, which are briefly characterised in this chapter, to set the stage for the cha

In highly organised societies, understanding how organisations influence employees’ health, customers’ health and population health is crucial for health promotion. As the immediate influence on employee health is particularly strong, the chapter focuses on this aspect. Based on a review of ongoing changes of the economy, of organising work and of the roles of employees, we argue that agency for organisational health lies and needs to be strengthened within the organisation. Consequently, we define Organisational Health Development (OHD) as both the ongoing reproduction and the targeted improvement of health in organisations as social systems, based on the interaction (process dimensions) of individual and organisational capacities (structural dimensions). We review conceptual and empirical research of OHD as well as of health-oriented interventions in organisations that at least partly follow the salutogenic orientation. This review leads to an OHD model that shows how individual and organisational capacities co-produce both pathogenic and salutogenic processes in organisations, which taken together influence the sustainable performance of organisations. Such a framework allows to specify the general salutogenic model for the context of organisations. It serves as a joint group action theory for all stakeholders, generating a common language, compatible perspectives and mutual action to improve OHD. Additionally, it supports for well-structured, comparable intervention research on capacity building for OHD. The main challenge for the future will be to hold organisations accountable to be a healthy organisation—being low in producing pathogenic processes, but high in producing salutogenic processes for its members, customers and the larger environment.

In highly organised societies, understanding how organisations influence employees’ health, customers’ health and population health is crucial for health promotion. As the immediate influence on employee health is particularly strong, the chapter focuses on this aspect. Based on a review of ongoing changes of the economy, of organising work and of the roles of employees, we argue that agency for organisational health lies and needs to be strengthened within the organisation. Consequently, we define Organisational Health Development (OHD) as both the ongoing reproduction and the targeted improvement of health in organisations as social systems, based on the interaction (process dimensions) of individual and organisational capacities (structural dimensions). We review conceptual and empirical research of OHD as well as of health-oriented interventions in organisations that at least partly follow the salutogenic orientation. This review leads to an OHD model that shows how individual and organisational capacities co-produce both pathogenic and salutogenic processes in organisations, which taken together influence the sustainable performance of organisations. Such a framework allows to specify the general salutogenic model for the context of organisations. It serves as a joint group action theory for all stakeholders, generating a common language, compatible perspectives and mutual action to improve OHD. Additionally, it supports for well-structured, comparable intervention research on capacity building for OHD. The main challenge for the future will be to hold organisations accountable to be a healthy organisation—being low in producing pathogenic processes, but high in producing salutogenic processes for its members, customers and the larger environment.

Work is both detrimental and health promoting. Antonovsky accentuated the distinction between eliminating stressors and developing health-enhancing job characteristics. He elaborated on job characteristics that potentially relate to a sense of coherence, offering a dense description of a workplace where individuals experience meaningfulness, manageability, and comprehensibility. This chapter presents models, measures, and intervention approaches that relate to the double nature of work and to both its pathogenic and its salutogenic qualities. Hereby, the view of Antonovsky is enhanced, insofar that health-promoting, salutogenic job characteristics are not solely understood as buffering the pathogenic effects of stressors at work, but have a direct effect on positive health outcomes. Antonovsky’s original model is first specified and simplified for the context of work. Then, Antonovsky’s line of thinking is related to frameworks researching job resources and demands. After a review of the prevalence of salutogenic measures in worksite health promotion, the point of making salutogenesis more visible in work-related research and practice is elaborated upon. This is illustrated with a practical example of a survey-feedback process promoting salutogenic work. Finally, the implications and challenges for practice and future research on salutogenic work are discussed.

The term salutogenesis is associated with a variety of meanings that Aaron Antonovsky introduced in his 1979 book Health, Stress and Coping and expounded in many subsequent works. In its most thoroughly explicated meaning, salutogenesis refers to a model described in detail in Health, Stress and Coping, which posits that life experiences help shape one’s sense of coherence (a global orientation); life is understood as more or less comprehensible, meaningful and manageable. A strong sense of coherence helps one mobilise resources to cope with stressors and manage tension successfully. Through this mechanism, the sense of coherence helps determine one’s movement on the health Ease/Dis-ease continuum. In its most particular meaning, salutogenesis is almost equivalent to the sense of coherence. In its more general meaning, salutogenesis refers to a scholarly orientation focusing attention on the study of the origins of health, contra the origins of disease. Salutogenesis—model, sense of coherence and orientation—is in harmony with developments across the social sciences that seek better understanding of positive aspects of human experience. For instance, the key concepts of salutogenesis, of positive psychology and of positive organisational behaviour are consonant even if the terminologies are not uniform. It is therefore quite easy to label research and practice in these arenas as having a salutogenic orientation, and use the salutogenesis umbrella metaphor to embrace the cornucopia of scholarly ideas. Among these is the quite specific idea of the sense of coherence, and this meaning of salutogenesis is dominant, at least in the health promotion literature. This is so much so that some equate salutogenesis with the sense of coherence and refer to the sense of coherence as a model or theory (rather than as part of the salutogenic model). This book is about salutogenesis in all these meanings, which are briefly characterised in this chapter, to set the stage for the cha