Workplace Stress and Wellness: Finding the Missing Piece in a Demanding World

The true measure of a man is in his values. Individual values dictate organizational

results, which encompass employee performance. There are different notions of values. For

example, terminal values are seen in long-term ambitions. Conversely, instrumental values speak

volumes on strategies in reaching terminal values. At times, these values conflict and affect best

interests which results in intrapersonal and individual–organization value conflict. Moreover,

intrinsic work values relate to the work one is doing, however, extrinsic work values relate to the

work’s outcomes such as its advantages. Clear values and attitudes are an important step in

developing a stress-resilient work-life balance.

Part of human response to daily demands and actions is stress. In this vein, stress has its

components. In a workplace, the concept of adaptation can be embraced. A stressor may induce

stress in either a psychological or physical way. Stress occurs depending on individual stress

borderlines in an organization. Stress management programs and various wellness initiatives are

assumed to positively affect employee well-being.

In a study by Richemond and Needham (2020), literature claims the effectiveness of

wellness programs in employee satisfaction. Additionally, wellness programs promote

psychological and physical well-being when compared to colleagues who do not participate.

Nevertheless, why is there a question about the effectiveness of diverse programs provided by

organizations? Reasons for this include the reality check that not all employees participate in

organizational wellness programs. Moreover, wellness initiatives frequently fail due to personal
preferences since there is no one size fits all. Past research has demonstrated a clear connection

between organizations' support for wellness programs and the satisfaction of their employees.

Consequently, the results show a negative relationship between job satisfaction and

participation in wellness programs which retained the null hypothesis. It was discovered that

faculty who did not participate in employer-sponsored wellness programs have higher job

satisfaction.

Research surrounding wellness programs builds a divergent design with its unanswered

questions. One of which is the sustainability of wellness programs which are not limited only in

the workplace, but also at home. Further research should investigate how family when included

in wellness programs enhances or proves a correlation between variables.

References:

Richemond, D. and Needham, C. (2020). The Impact of Wellness Programs on

Employee Job Satisfaction in Colleges and Universities. Open Journal of

Business and Management, 8, 569-599. doi: 10.4236/ojbm.2020.82035.