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Emotional Wellness and Stress Resilience
Published in Gia Merlo, Kathy Berra, Lifestyle Nursing, 2023
Elizabeth R. Click, Alyssa Vela
The hospital environment may be quite stressful for patients given the sounds, activities, and people present. Lifestyle behaviors, such as diet, sleep, activity, and socialization are all impacted by hospitalization. Dealing with those situations may be moderately to significantly stressful. Strategies to alleviate hospital-associated stressors might include listening to the patient describe their current experiences; coaching patients through relaxation exercises to dissipate stress; facilitating communication between patients and family members so that the emotional well-being of all can be encouraged; and identifying additional stress management strategies that the patient finds beneficial. Increasing numbers of hospitals now offer workplace wellness programs. Programs address physical activity, nutrition, and tobacco cessation among employees (Mulder et al., 2020). Stress management should also be a critical focus as research has identified beneficial effects of resiliency techniques for nurses (Grabbe et al., 2020).
Why, How, and What in Leveraging the Value of Health
Published in James M. Rippe, Lifestyle Medicine, 2019
There has been an ongoing debate by some in the industry about whether workplace wellness works. As with most scientific questions, the answer is, “It depends.” If the workplace wellness programs are merely “random acts of wellness,” then that does not typically yield any significant positive clinical and financial outcomes. However, it has been shown that workplace wellness works and prevention pays—if they are implemented using evidence based approaches.28,29
Strategies in community health education and wellness programmes
Published in Ben Y.F. Fong, Martin C.S. Wong, The Routledge Handbook of Public Health and the Community, 2021
Leon Wai Li, C.C. Ma, Percy W.T. Ho
In community discipline of the United States of America, a series of workplace wellness programmes had been initiated to help saving health costs for each employee. Baicker et al. (2010) reported that the workplace wellness programmes will involve components or strategies such as: (i) health risk assessment – a self-reported health data by employees in a survey by to provide a set of baseline data, which allows a programme coordinator to create pertinent interventions; (ii) seminars and group activities – activities that disseminating health knowledge and encouraging lifestyle change; (iii) counselling – for consulting health professionals to identify risk factors and seek advice to adopt a lifestyle change; (iv) additional incentives for participation – financial incentives, such as lotteries (Volpp et al., 2008), direct subsidies, e.g. tax deduction, offered by governmental authority to the employers (Mello & Rosenthal, 2008). Some scaled projects had already been initiated based on the strategies. For instance, The Citibank Health Management Programme had demonstrated a significant reduction in health risk factors among the participating Citibank employees (Mattke et al., 2013; Ozminkowski et al., 2000).
Using the theory of planned behavior and the technology acceptance model to analyze a university employee fitness tracker program with financial incentive
Published in Journal of Communication in Healthcare, 2021
Brooke Hildebrand Clubbs, Natallia Gray, Paul Madlock
Prior research has shown sedentary behavior negatively impacting productivity and increasing economic cost for employers: $158 in decreased productivity, $324 in absenteeism, and $250 in healthcare costs per employee annually [4,5]. The introduction of workplace wellness programs stems from the desire to reduce medical spending and increase productivity [6]. In their study documenting the development of a workplace health savings calculator to measure the economic impact from reduced absenteeism and staff turnover in workplace health promotion, Baxter et al. [7] estimated that a successful workplace health and wellbeing program can decrease staff absenteeism by 30-40% and decrease staff turnover by 10-25%. However, while over half of all employers with at least 50 employees now offer a wellness program [8], prior research found that employees’ participation levels in workplace health promotion programs are typically below 50% [9].
Exploring asthma in the workplace: A triangulation of perspectives from management, employees and people with asthma
Published in Journal of Asthma, 2018
Denise H. Zhao, Janet M.Y. Cheung, Lorraine Smith, Bandana Saini
Previous studies [36–40] have investigated the socioeconomic costs of asthma in association with productivity loss as well as the impact of medication adherence on work productivity [41]. In this study, concerns regarding worker productivity were also reported by HR personnel, yet workplace wellness programmes afford an opportunity to improve the health and productivity of staff [42]. Furthermore, appropriate self-management strategies could also be facilitated with social support [30]. As mentioned, studies have already shown the benefits of asthma self-management education programmes in the workplaces in Canada and the United States [20,21]. Workplaces that are conducive for enabling the use of written asthma action plans and appropriate drug therapy are likely to have an impact on reducing morbidity and mortality rates in adults with asthma [15].
Staff well-being in high-risk operating room environment: Definition, facilitators, stressors, leadership, and team-working—A case-study from a large teaching hospital
Published in International Journal of Healthcare Management, 2019
Participants were clear in laying-out what their organisation need to do to improve OR nurses well-being; simple measures like availability of healthy food, free parking, and on-site crèche are considered by participants as basic amenities which their organisation must provide to their staff. Healthcare organisations are severely criticised for selling unhealthy and junk food89 and restricted restaurant opening times.90 It is recommended that workplace wellness programmes must incorporate promoting of healthier life-style (cycle to work, subsidised access to fitness activities and gymnasium, etc.), availability of healthy food – 24/7, supporting social activities and continued health surveillance.91 Participants acknowledged that making nurses’ well-being a central business will not come cheap. Most importantly, it will require investment in leadership development; ensuring nurse well-being becomes integral part of management training and is incorporated into annual performance assessment and personal development planning processes.1 A ‘culture of health’ needs to be created within healthcare organisation; comprising a ‘mixture of wellness programmes, workplace policies, and environment consideration’,92 which will holistically encourage positive health behaviours.93 It could be argued that healthcare organisations need to reflect and develop workplace policies and practices that discourage culture of ‘long working hours’ and ‘gruelling’ shift systems83 and promote easy reporting of ‘bullying & harassment’ and concerns by staff.40 Failure to do so and continuing with the practice of ‘quantitative overload’ and stressful working environment will lead to poor job satisfaction and higher staff turnover.55 It was not surprising that participants in the case-study felt the same way.