ABSTRACT

Every workplace strives to have productive, creative, responsible NHS members of staff, who constantly seek to acquire new knowledge and skills, who are motivated, loyal and engaged, and psycho-physically healthy. The priority task of experts in this field is to act preventively against stressors by creating various methods and techniques for their efficient and effective management. By organizing and implementing these programmes, the management of the workplace shows that it cares and acts preventively to maintain the safety and protection of the health of its NHS members of staff, and the NHS members of staff themselves acquire new knowledge and healthy life habits through these programmes. The study made use of primary data which are gotten from the distribution of the research questionnaires; the sample size for the study is 28. The study made use of the Pearson correlation method for the analysis. The study therefore concluded that there is significant relationship between workplace wellbeing programs and NHS members of staff; job satisfaction. The study also made useful recommendation to assist the NHS in decision making.

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

The World Health Organisation (WHO) defines health as "a state of complete physical, mental and social wellbeing and not merely the absence of disease or weakness". A healthy workplace promotes its employees' physical, mental, and social well-being. Creating a healthy workplace may benefit employee happiness, productivity, expenses, business image, and risk, in addition to its own goals. Sustainable values can positively impact health and well-being. Day and Nielsen define mentally healthy workplaces as those that prioritise individual, group, leader, and organisational (IGLO) resources to support employee well-being and performance. This concept encompasses both skill-specific training and professional development courses to improve work-related talents. The training approach extends beyond addressing low well-being to improve professional skills, leadership, and organisational capabilities. Although government supports for healthy workplaces benefits workers, participation in employer-sponsored health and wellness programmes has generally been low. Wellness programmes are typically seen as a luxury rather than a need. Newer evidence suggests a different story.

In recent times, employee wellness programmes have garnered substantial recognition for their role in fostering a robust and efficient workforce. This heightened acknowledgment stems from the realization of their significance in promoting overall well-being and productivity among employees. These programs include various initiatives aimed at improving employees' overall well-being, encompassing physical, mental, and emotional health. Several studies, such as Burton et al., (2017) have consistently demonstrated the positive impact of wellness programs on different aspects of employees' lives. For instance, participation in such programs has been linked to higher job satisfaction levels as individuals engage in activities that enhance their well-being, leading to a greater sense of fulfillment at work. Additionally, Ganu et al., (2017) highlighted the substantial benefits of wellness programs on productivity and reduced absenteeism rates.

Employees are important organizational assets (Connolly, K.M. and Myers, J.E., 2012). Organizational leaders rely on employees to assist in achieving their objectives by performing effectively and efficiently and helping to implement strategies for outperforming their competition. Employee satisfaction can predict their degree of work performance. Employee or job satisfaction relates to employees’ feelings and perceptions about different aspects of their jobs, for example, satisfaction with supervisors (Akmal, F., Zainol, F.A., Mansor, M. and Ghazali, Z., 2012). Employee dissatisfaction with work has associations with psychological and physical well-being (Connolly, K.M. and Myers, J.E., 2012). Dissatisfied employees will often seek ways to avoid work and evade their responsibilities (Akmal, F., Zainol, F.A., Mansor, M. and Ghazali, Z., 2012). Organizations that create efficacious wellness programs anticipate that for example, a wellness program can increase employee satisfaction and performance (Kalliath, T., 2012). Employers’ goals are to design a work environment that cultivates a psychosocial climate in the organization characterized by the opportunity for career growth. Considering that employers adopt wellness programs in order to improve work relationships and to encourage employees to live a healthy lifestyle, more research on the topic of employee wellness is necessary (Field, C. 2012). In expansion to physical wellbeing, corporate wellness programs too center on mental and emotional wellbeing. This will incorporate stretch administration workshops, mindfulness preparing, and get to to mental wellbeing assets. By tending to the mental wellbeing needs of employee, organizations can make a steady and comprehensive work environment where people feel esteemed and cared for. This, in turn, can lead to higher job satisfaction, expanded assurance, and progressed employee engagement. Besides, corporate wellness programs can have a positive effect on job satisfaction by cultivating a sense of community and camaraderie among workers. Participating in wellness exercises and challenges can make openings for group building and social interaction, reinforcing connections inside the working environment. By and large, the wellbeing of corporate wellness programs illustrates a commitment to prioritizing the wellbeing of workers, which can have far-reaching benefits for both people and the organization as a entirety. By contributing in employee wellbeing and joy, organizations can make a positive work culture, progress work satisfaction, and eventually drive victory and efficiency within the long run (Field, C. 2012).

1.2 STATEMENT OF THE PROBLEM

Having good health, and achieving a quality and long life is of immeasurable importance for every individual. But it is also important for employers to have mentally and physically healthy employees who are productive; who show a high degree of commitment and motivation and who are not absent from work much, which results in lower health insurance costs. However, the organizational stress that individuals, as employees, experience in their workplace is one of the most frequent forms of stress, because people spend most of their time at work. As long as stress does not exceed the limits of psycho-physical endurance, it can be a good motivator for employees. However, in modern and dynamic business conditions, there are numerous factors that breach this boundary. Constant setting of new goals, tasks and higher standards, increased level of employee responsibility, changes in the content and nature of work, growing demands for permanent acquisition of new skills and knowledge, often too high expectations of employees, longer working hours, work-personal life imbalance (Lukić & Lazarević, 2018), unethical forms of behaviour (discrimination, mobbing) and numerous other pressures are the most common sources of workplace stress. In order to reduce the negative effects of stress, and the consequences of the "burnout" syndrome at work, health insurance costs, absences and fluctuation of employees, organizations systematically approach the process of protecting the health of their employees (Lukić & Lazarević, 2019). One of the most important functions of strategic human resource management is the protection of the health and safety of employees at work. Experts in this field predict and analyse the factors, from the internal and external environment, that cause stress in the work environment, they plan activities and create various methods and techniques for managing these stressors (Ivancevich et al., 1990). Workplace stress negatively affects the organization and employees through their performance, productivity levels (Dailey & Zhu, 2016), degree of engagement, motivation and job satisfaction, absenteeism and fluctuation, but also affects the state through health insurance costs (Robbins & Judge, 2011; Mequilibrium, 2013; Balkan & Serin, 2014; Jetha et al., 2017).

1.3 AIM AND OBJECTIVES OF THE STUDY

The study seeks to evaluate workplace wellbeing prpgrams, their effectiveness and impact on employee satisfaction in NHS. The objectives of the study are:

1. To determine the relationship between workplace wellbeing programs and employees; job satisfaction
2. To determine the types of workplace wellbeing programs in NHS
3.  To ascertain the effectiveness of workplace wellbeing programs in improving the job satisfaction among employees in NHS

1.4 RESEARCH QUESTIONS

1. What is the relationship between workplace wellbeing programs and employees; job satisfaction?
2. What are the types of workplace wellbeing programs in NHS?
3. How effective is the workplace wellbeing programs in improving the job satisfaction among employees in NHS?

1.5 RESEARCH HYPOTHESIS

H0: there is no significant relationship between workplace wellbeing programs and employees; job satisfaction

H1: there is significant relationship between workplace wellbeing programs and employees; job satisfaction

1.6 SIGNIFICANCE OF THE STUDY

The following are the significance of this study:

1.     The outcome of this research will create awareness to both the general public and NHS members of staff about evaluate workplace wellbeing programs, their effectiveness and impact on employee satisfaction in NHS.

2.     This research will be a contribution to the body of literature in the area of workplace wellbeing programs, their effectiveness and impact on employee satisfaction in NHS, thereby constituting the empirical literature for future research in the subject area.

1.7 SCOPE OF THE STUDY

The study covers on workplace wellbeing programs, their effectiveness and impact on employee satisfaction in NHS from the year 2005 to 2024

1.8 DEFINITION OF TERMS

WORKPLACE WELL-BEING: Workplace well-being is a combination of factors that support healthy behaviors in the workplace, and can improve the health of employees, the workplace culture, and the organization's bottom line. It's about how employees feel about themselves and their work, and aims to ensure that they are safe, healthy, satisfied, and engaged

EMPLOYEE SATISFACTION: Employee satisfaction is a measure of how content employees are with their jobs and how well their expectations are met. It's a key indicator of an organization's overall health and can impact productivity, performance, and turnover