Human Resource Management 14th Edition by Robert Mathis,Sean Valentine,John Jackson

Exercise 1

Wellness Programs Help the Bottom Line
Employee wellness programs can be designed in a manner that brings about many positive individual and organizational benefits. In fact, a focus on well-being should be seen as a strategic advantage since employees who feel and think better can lead to an improved bottom line. The problem is that some firms see wellness as an additional employee benefit, rather than a tool for improving the workplace in the long run. Companies such as H-E-B and SAS Institute are changing how these programs are being viewed strategically by managers.
The United States government provides funding and tax breaks to organizations that develop wellness programs, and evidence suggests that healthier employees save firms money through reduced health-related costs. Indeed, research shows that a focus on a healthy work environment can significantly decrease workers' compensation premiums, lost work time, and other health care expenses. Other similar studies have determined that healthy employees tend to exhibit higher levels of retention in companies that show an interest in supporting positive lifestyles.
Based on responses from approximately 300 employees and top-level leaders representing 10 different companies in varied business sectors (Biltmore, Chevron, Comporium, Healthwise, HE- B, Johnson Johnson, Lowe's, MD Anderson Cancer Center, Nelnet, and SAS Institute), a recent investigation identified many factors that make wellness programs effective:
• Wellness programs must be supported by leaders from all different levels of the organization, including the CEO and other top officials. In addition, a good wellness program needs enthusiastic leaders who develop and coordinate wellness activities, as well as employees who build excitement for the program at the worksite level.
• Initiatives should be closely aligned to the company's sense of purpose and future business plans.
• Wellness programs need to build excitement among employees through comprehensive, quality activities.
• Initiatives should be provided to employees at little or no cost, and programs should be offered at the worksite so that individuals can easily access wellness benefits.
• Partnerships can be developed internally and externally with other key parties to make wellness programs more viable and desirable.
• Wellness programs need to be communicated with messages that fit the needs of the target participants. In addition, using a variety of communication methods can reach different audiences.
Companies tend to experience many positive benefits from their wellness initiatives. For example, both H-E-B and SAS Institute have determined that enhanced employee well-being leads to decreased overall costs. Companies also see higher job performance and esprit de corps among workers when wellness is championed in the workplace. 70
QUESTIONS
1. What are some factors that you consider to be important predictors of successful wellness programs?
2. What types of activities should companies include in a wellness initiative to increase employee participation?
3. Which of the success factors for wellness programs identified in the case do you think is the most important? Which factor is the least important?