How do Working Conditions in the Workplace Affect Our Well-Being?

Working in today’s society has changed in the last few decades. The economy and technology are the main reasons for this change. The type of job and environment where one works has also changed. The fact that many people work from home via the internet has drastically changed the workforce and the environment surrounding it. With this change have come new demands, expectations, and opportunities for employers. Everyone deals with these demands differently, affecting the employee’s quality of life and job satisfaction. Though the job and office types and locations have changed over the years the need for job satisfaction has not. In today’s economy the job is not as stable as it used to be. One must be prepared for changes in the future.

The theme of overemployment is a current problem in the United States. Americans are overworked. Workload has increased and society has experienced a loss of leisure. Overemployment and overworked can be defined as negative effects that occur when individuals are required to work more hours than they want to work. “Personal perceptions of workload are critical, as individuals have diverse reactions to the number of hours worked depending on their needs, lifestyle, expectations, and experiences. Individuals have different tolerances for demands and stress. While many, including professionals

At Renault, employee's health and working conditions are a priority lever to improve the quality of life of the employees and therefore the overall performance of the company. By always motivating the team and involving them in group projects, Renault managed to create concern to creativity, performance, and growth.

It is noted that employees spend a large amount of their time at work. Work is becoming more than just a 9-5, but a place work longevity friendships are created. Also created is what the article termed as workaholism, reporting that workaholism not only cause a great deal of stress but can also cause mental fatigue and physical somatic systems. All of these aliments can hinder spiritualty – which can lead to absence, low performance, and a financial hit for the company. The financial components include medical expenses, loss of productivity, health insurance.

For the state of workplace wellness the question has been asked, "Is your workplace well"? (Press, 1999) The reality of it all is some of the business leaders just don't get it. Why is stress such an issue? Why is depression such an issue? It there isn't some sensitivity to

A common cause of stress is “working in a stressful work environment”. On average, we spend 10.3 years at work from the ages of 20-65. It is possible that the work environment can be stressful due to reasons such as “negligent supervisor, unsupportive coworkers, heavy workloads, demanding deadlines, and amongst other things.” When the stress becomes to high for the person to handle, it results in people being unhappy. This trusts in dissatisfaction and can result in

There are numerous ways I would like to impact work environments. The following I believe are most important. First, I want to set an example of being a leader by taking initiatives and also by taking responsibility for failures. In my time in the pharmaceutical industry, I experienced management that blamed others for problems and neglected their duty as leaders to protect and nurture employees. Thus, my second goal is to fill that leadership gap by focusing on employees’ well-being, growth, and development. It is my vision to follow the idea of “putting people before profit”, as I believe that employee satisfaction and an organization’s growth go hand in hand. In my opinion, retaining excellent employees is more important than short term

to function in his or her daily life (Huppert , 2009). The concept of feeling good

The research will analyse the impact of gender inequality on employee satisfaction and work-life balance. The two dependent variables are selected on the basis of their importance in measuring employee well-being. The measurement of the independent and dependent variables has been made possible by analysing the data collected through questionnaire by Workplace Employment Relations Study (WERS). The yes/no questions are analysed to measure these variables and reach at the research findings. The gender inequality is measured by the gender diversity encouraged in an organization. As the gender diversity increases, the gender inequality in that particular organization decreases. The Employee satisfaction well-being is measured by different aspects such as satisfaction with the nature of job, pay and organizational culture. Lastly, the work-life balance is measured by analysing the aspects of flexibility at work that can help the employees achieve better work-life balance.

Happiness in a work environment can aid to increase productivity, decrease the amount of injuries due to stress and unhappiness, plus it create more jobs because people want to work in that type of environment. The environment around employees can alter their speed of productivity if it is unpleasant to them. This issue has gone for many years in many businesses and has been overlooked by these corporations. Considering that almost 80% of doctor visits because of work are due to stress. As a business owner, I will need to understand what affects my employees. The business can be affected by a decrease in productivity due to an unhappy environment. The efficiency of the business will depend on the environment that surrounds the employees. There is studies that show that the work environment in a business can affect how well the employees work and can lead to an increase in the number of jobs at that business. People that are enduring high amounts of unhappiness and stress are more likely to get injured. Businesses’ can fail, because their employees are not in a enjoyable environment to work and this will lead to a decline in productivity. A decrease in productivity will lead to a decline in the profit, because less products will lead to less money coming into the business. Some businesses’ want investors to put money into their business, so that they can grow, but investors do not want to invest in a business that has employees that are not happy and are not productive

Furthermore, the positive effect of employee well being is correlated with feeling happy, all the while negative effects is likely to be prompted by tension, pressure, and stress experienced by employees who are required to meet both stipulations from life in general and work (Zheng, Kashi, Fan, Molineux, & Ee, 2016). In essence, employee well-being programs have definitely taken a front seat with many organizations nowadays. Largely, this is due to the growing number of employees with mental illness in the workplace (Zheng, Kashi, Fan, Molineux, & Ee, 2016). Therefore, many organizations are implementing work-life balance programs to help with dual family workers and employees that work long hours. More so, these programs are highly

In today’s work environment a better balance between work and life is increasingly desired by workers. Desire for a better work-life balance has become one of the growing concerns in contemporary society (Wood and de Menezes (2010, p.1575). Therefore it is essential for organisations to incorporate work-life balance strategies with job design and employment policies. According to Wood and de Menezes (2010, p.1575), work-life practices have come to the front position of employment policies in a number of countries in the past ten years. Nankervis et al. (2011, p586) suggest that work-life balance (WLB) 'recognises that employees have different personal needs (e.g. childcare, ageing parents) which need to

In addition to the claim that employee well-being is linked to demand and resources, the second assumption of the JD-R model is that job demands and job resources initiate two distinct processes known as the dual process. The first process is hypothesised as the stress process (Bakker & Demerouti, 2014). In relation to the stress process, chronic excessive demands diminish employees ' energetic resources, mentally and physically, thereby leading to employees experiencing strain (Bakker & Demerouti, 2007; 2014). This strain, in turn, has been related to unfavourable organisational outcomes, such as absenteeism, as indicated previously. On the other hand, the second process, the motivational process, assumes that resources are motivational by nature and links high levels of resources, via work engagement (motivation), with positive organisational outcomes (e.g. increased productivity) (Bakker & Demerouti, 2007; Hu, Schaufeli & Taris, 2011). In sum, the stress process affirms that high demands lead to strain which, in turn, results in adverse organisational outcomes, and the motivational process asserts that high levels of resources lead to employee engagement, which subsequently leads to favourable organisational outcomes.

The work life practices and policies are the mechanisms used in the improvement of the company’s cultural and structural support for personal life, family and work. The structural work life support, changes the policies and practices of human resources, plus the structure of the job so as to improve the flexibility. The employee control of place and amount of work is increased or given extra instrumental resources like direct services and information (Kossek and Hammer 36). This is imperative in facilitating the employees to be in a position to mix employment with care provision or those extra significant tasks that are not work related. Job redesigning come up with a

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the