International Labor Organization Case Study 2022

Surname 1
Name
Instructor
Institution
Course
Date
Introduction
According to International Labor Organization (ILO), employee wellbeing refers to the
entire aspects of work-life, ranging from the quality and safety of the physical environment to
how employees feel about their work, the environment in which they work from, the climate at
work and also the work organization. It is a measure of safety, health, satisfaction, and
employees' engagement at work.
Employee wellbeing is essential in any organization's long-term sustainability and
survival. Several studies are done to show a strict correlation between the levels of performance
or productivity and the aspect of employee wellbeing. Taking productivity as (P) and wellbeing
as (W), we can show this in a mathematical equation as P=kW to mention the direct

Surname 2
proportionality between the two parameters. K is the constant of proportionality (Guest, 2014, p.
97).
Most organizations have realized that their most important and critical resource is their
employees, thus the need to take care of their wellbeing and overall health severely. As much as
most entities are moving towards the capital intensive production, it makes no sense without a
happy workforce to even run these machines (Turner, Huemann, & Keegan, 2017, p. 78). A
happy workforce relates to a successful organization.
In the modern world, it is evident that most organizations have realized that most
workplace issues emanate from non-commitment to the wants of their employees. In short, if an
entity gives a deaf ear to employees' wellbeing, then it should be prepared to deal with workplace
nuisances such as stress, bullying, conflict, drugs, and substance abuse and, in the worst cases,
depression (Bakker & Demerouti, 2018, p. 67).
It is worth noting that roughly 90 % of employees hold the opinion that their wellbeing is
a core issue in firms' success and profitability (Brown, Metz, Cregan, & Kulik, 2015, p. 65). This
shows that investment in employee wellbeing can never be taken for granted. A research
conducted by the renowned audit firm, Pricewaterhouse coppers (PWC), shows that for each
dollar spent in promoting employees' wellbeing, a return on investment of 2.3 is yielded. 90% of
workers would actively research a company's investment in employees' wellbeing before taking
up employment with the said company. It is valued that much. A study done by Instinct and
Reason supports this allusion. The same research shows that such an organization that invests in
employees' wellbeing can attract and retain the most talented workforce (Van De Voorde,
Paauwe, & Van Veldhoven, 2016, p. 77).

Surname 3
According to the Standards Council of Canada, on the psychological health and safety of
employees, investment in employees' wellbeing leads to an immense reduction in employees'
absenteeism, reduced conflict risks, and performance or employees' productivity issues.
Talking about stress and depression, approximately one million employees die globally due to
anxiety and depression from the workplace (Kowalski & Loretto, 2017, p. 83).
Failures by firms to pay attention to employees' wellbeing sometimes land them to
problems and are sued for compensation. Employees' welfare is something that companies
should willingly consider without being pushed.
In the year 2017/2018, it was established that a total of 15 million workdays were lost in
Britain due to work-associated stress in the UK. 0.5 Million cases of depression resulting from
workplace issues were recorded.
Any organization would iron its leadership, the betterment of communication, and also
stress on learning and development if at all, it is committed to promoting the wellbeing of its
employees. In doing this, a more decent and satisfying workplace would be created
(Mariappanadar & Kramar, 2014, p. 48).
In most countries worldwide, employees' wellbeing has become a legal matter that is
being enforced on every organization. Any organization which goes against these legislative
measures usually finds themselves on the wrong side of the law and suffers a massive loss due to
compensation done to the aggrieved employees (Cooper, Liu, & Tarba, 2015, p. 59).
The issue of employee wellbeing is not just an organization's issue but an economy's
problem. Where it has been ignored, it has proven very costly to not only an individual firm or
industry but the economy as a whole. Taking an example of Great Britain's economy, the cost of
non-commitment to employees' wellbeing is about 99 billion sterling pounds, out of which the

Surname 4
employers suffer half of it (Bakker & Demerouti, 2018, p. 57). This is according to research
work done by Stevenson in November 2018 and recorded in his Book-Thriving at Work.
The same research work by Stevenson showed that the number of individuals retrenched
due to depression as a result of poor mental wellbeing were twice those who were retrenched due
to physical incapacitation.
Currently, in any given organization, you will establish that at least 10% of workers
exhibit symptoms of depression and stress due to poor mental wellbeing at the workplace
(Nielsen, Nielsen, Ogbonnaya, Saari, & Isaksson, 2017, p. 84).
How Organizations Have Attempted To Ensure the Wellbeing of Their Staff and the
Benefits That These Organizations Hope To Achieve By Doing So
Most organizations have taken several measures to ensure that their employee's wellbeing
is taken care of. The below are just but to mention a few strategies that are being employed;
Most firms have actively resorted to the building of mental health awareness at the workplace by
readily availing both support and information. This is to ensure that every employee knows
where to go to or who to approach and seek assistance from on matters relating to mental health
and general wellbeing. Let me make a biblical allusion on this note and state that 'many perish
due to lack of knowledge or information.' I may be depressed, and if I don't know who or where
to approach for help, then the depression would slowly eat me away (Heffernan & Dundon,
2016, p. 40).
Most firms are now encouraging open and vivid conversations based on mental wellbeing
at the workplace. The conversations are at all levels. Forums are being held on employees'
wellbeing. In most countries, we have labor unions spearheading these conversations and
championing for employees' wellbeing. At the organization levels, employees are very vigilant

Surname 5
when it comes to issues about their welfare. These conversations are also being incorporated into
college syllabuses. Meaning that by the time a student walks out of college or graduates, they are
pretty aware of the importance of companies looking after and protecting employees' wellbeing.
Firms worldwide are ensuring that workers are provided with a good, if not excellent, working
conditions and also making sure that employees are accorded healthy work-life balance
(Mathieu, Fabi, Lacoursière, & Raymond, 2016, p. 111). Work-life balance is essential in having
a happy workforce. Employees must be given time to be with their families and also enjoy their
social lives. This will contribute immensely to their productivity. Leave days are essential in this
and even balanced working hours. Some companies are giving flexible hours where employees
are allowed to work offsite or decide their working routine.
Organizations worldwide are promoting effective management of their workforce,
actively involving line managers in spearheading conversations or discussions around health and
overall employee wellbeing. In this manner, the discussion cascades down from top management
to the lowest level, and in this way, the reception is enhanced (Chughtai, Byrne, & Flood, 2015,
p. 121). This ensures that the employees themselves are the watchdogs of their welfares while
the organization is a mere custodian. Most workers are pretty aware of their rights, and it is no
option for organizations to make sure these rights are protected.
It is worth noting that most employers are monitoring their workforce's mental health and
taking precautionary and necessary measures to ensure that it is in line with labor guidelines on
employee welfare (Huang, Ahlstrom, Lee, & Chen, 2016, p. 127). Some organizations are not
only doing the routine checks to stay in line with labor laws but have made it their responsibility
to raise a happy workforce by offering incentives such as health insurance, loans at lower rates,
and medical covers for their employees and families in extension.

Surname 6
In most organizations, financial education forums have been facilitated to equip
employees with the necessary skills that shall see these employees' financial management at
personal levels to curtail financial worries and stress related to it. Most workers do not
undoubtedly know how to manage their finances, and in most cases, you will find cases whereby
an employee is broke already in the first week of earning their salaries (Pawar, 2016, p. 129).
Some employees go to retirement with nothing to account for their employment years and end up
leading a pathetic life after employment. Such financial emancipation shall help reduce such
cases.
Organizations are offering and conducting mental health first aid training sessions for
their workforce, most notably the supervisors to help them note their issues and also their
colleagues'. This will help them come up with the appropriate remedial actions and also be
proactive in dealing with these problems (Choi, Tran, & Kang, 2017, p. 143).
Some employers have gone a step ahead to establish and give access to helplines and
counseling services, which are conducted through employees' assistance programs.
At the global level, the World Health Organization has come up with a Global Plan of
Action on employees' health and also a mental health action dated periods 2013 to 2030. The
plan spells out the relevant components, objectives, and the required implementation procedures
that will ensure that employees' desirable mental health is promoted (Nie , Chua, Yeung, &
Ryan, 2015, p. 123). The plans included; identifying what entails the mental health of employees
from a social point of view, for example, the employee’s living standards and their overall
working conditions, the activities that need the implementation to achieve employees' wellbeing,
and curb the abuse of employees’ wellbeing. These included what needs to be done to do away

Surname 7
with stigmatization and discrimination in the workplace (Downey, Van der Werff, & Thomas,
2015).
To cement its course, the World Health Organization has come up with a series dubbed
"Protecting Workers Health." This is an outline that spells out the most common issues ranging
from harassment at work to work-related stress that can harm employees' wellbeing if not
checked. The world health governing body is also coming up with and testing technology-
supported self-help tools to not only voice the most prevalent mental disorders but also
dangerous consumption of alcohol and related psychological distress in developing countries
(Choi, Tran, & Kang, 2017, p. 234). This is in line with the World Health Organization
Comprehensive Mental Health Action Plan of 2013 to 2020. The plan was actively adopted by
European Union Compass for Action on mental health and wellbeing on matters to do with
employees' mental health and overall wellbeing.
These wellness programs undertaken by organizations worldwide have several benefits to
an organization such as;
Wellness programs significantly contribute to improvement in employee health
behaviors. When an employee is equipped with the right education and skills, they tend to
change their behaviors for the better gradually. With the right behaviors, health risks are
lowered, and depressions and stress are subsequently reduced (Piening, Baluch, & Ridder, 2015,
p. 255). Rand Report conducted one of such wellness programs research and according to the
report and I quote from the words of Soeren Mattke, the lead author of the story "we find that
workplace wellness programs can help contain the current epidemic of lifestyle-related diseases,
the main driver of premature morbidity and mortality as well as health care cost in the United
States (Bakker & Demerouti, 2018, p. 122)."

Surname 8
Wellness programs lead to significantly reduced health care costs to an organization.
Several studies have been conducted to authenticate the financial impact of these wellness
programs. Whether a wellness program shall reduce the cost of health care is dependent on the
effectiveness of that wellness program. There is a direct proportionality between the two. Studies
have revealed and cleared showed that there is an average return on investment of 3.27 on each
dollar invested in the wellbeing of employees (Downey, Van der Werff, & Thomas, 2015, p.
122). This means that the same figure has reduced health costs as a result of paying keen
attention and promoting wellness programs. The statistics are based on research done by Harvard
recently.
Owing to all the above and reasons as mentioned above, every organization shall always
strive to promote wellness programs that shall see it reap the best from its employees and
discourage negative behaviors that would have otherwise cropped up due to lack of attention to
employees general wellbeing (Brown, Metz, Cregan, & Kulik, 2015, p. 352). A happy workforce
translates to high productivity and innovative and creative workforce.
Limits That Are There To Employer Interference in Individual Employee Lifestyle
The issue to do with employees' private lives is intensely burning in every organization,
for instance, dating at the workplace. Most firms are very concerned about sexual harassment at
the workplace and thus prohibit dating a fellow worker. Some firms will require you to make the
management aware before dating a coworker. This might also require you to a relationship
contract that spells out that the relationship is consensual and out of the free will.
The other issue is about moonlighting (Brown, Metz, Cregan, & Kulik, 2015, p. 222).
Some companies restrict their employees from moonlighting, and this is done either via the

Surname 9
company's policy or by requiring an employee to sign what is referred to as 'non-compete
agreement that puts a restriction on any income yielding duty that you can perform at another
firm besides your employer's.
Some companies have come up with anti-smokers policy whereby contracts of those who
smoke are terminated, and also, they do not hire those who smoke. For most companies, this
policy is just a no-smoking policy that merely prohibits employees from smoking within the
work premises. Outside working hours, an employee can smoke (Brown, Metz, Cregan, & Kulik,
2015, p. 312). For some, it is even strict, as I mentioned earlier, that they prohibit smoking,
whether on or off work.
Most companies put a lot of emphasis on proper behaviors and conduct by its employees
both on and off the workplace. This is because the employees are considered as the windows to
an organization and its ambassadors. A company's reputation is highly dependent on how its
employees carry themselves both on and off the premises (Downey, Van der Werff, & Thomas,
2015, p. 255). For this reason, you will find most companies putting a hawk-eye on its
employees to ensure they do not embarrass the organization and give it negative publicity, which
could drive away potential investors and customers (Chughtai, Byrne, & Flood, 2015, p. 267).
Most companies also prohibit employees from publishing damaging blogs concerning the
company. Be it right or not, some policies prohibit publications by company workers.
To this extent, we find that employers have a lot of say on employees' lifestyles (Chughtai,
Byrne, & Flood, 2015, p. 287).

Surname 10
Companies That Have Invested Heavily On Employees’ Wellbeing
Google
Google is well known for the use of a non-traditional outlook on the work environment
that promotes employees’ wellbeing. They do this by offering on-site healthcare services that
encompass anytime access to physicians, physical therapists, and also chiropractors.
In this way, the workers can stay fit by taking part in exercise classes, making use of the
available community bikes as well as making use of the non-chargeable fitness centers catered
for by the company (Brown, Metz, Cregan, & Kulik, 2015, p. 289).
Google offers its employees with nutritious meals and snacks provided in small plates for
portion control. These are available at their stocked campus cafes and micro kitchens. This
sounds good, right?
Taking a look at the Google offices in Tel Aviv from photos available online, it looks
more of a residential area than a workplace or office (Bakker & Demerouti, 2018, p. 278).
Google has heavily invested in its employee's wellbeing, and that is why every individual
seeking employment would have the company in mind.
The Motley Fool
Motley Fool is an investment publication company. Working here comes with varieties of
perks ranging from free spinning classes, fitness boot camps to in-house massages. The
management noted that investment in employees' wellbeing had contributed significantly to
collaboration in their offices. Employees from different departments can interact during these
fitness classes, and this enhances their collaboration (Downey, Van der Werff, & Thomas, 2015,
p. 345).

Surname 11
They have a monthly publication on fitness. The publication is called Flex, and it comes up with
new proposals or ideas that get the employees moving. These include, amazingly, pushups
during official meetings or just some walks around the office premises. Employees enjoy this as
it helps them to mix their daily routine work with some off duty activities.
The workers are given free training at personal levels and wellness consultations too. During
these sessions, they discuss company goals and what they aspire to achieve (Guest, 2014, p.
290).
Conclusion
From the above discussions, we can conclude that all the mentioned areas of wellbeing,
that is, career, social, financial, physical, and community, are all connected. This is because an
employee affects their physical, career, and social wellbeing.
Taking care of employee wellbeing and taking severe engagement on the same is not a
walk in the park. It requires a serious commitment by the management and the organization at
large to make it thrive and bear fruits. It is worth noting that most future-oriented organizations
have seen the need and direct link between productivity and employee wellbeing and are actively
working on it. You must have noticed that most organizations refer to their workers as team
members, partners, etc. just to make them feel appreciated and essential. A happy and healthy
workforce translates to a successful and profitable entity. The future of any organization lies in
the fusion between the company and its employees. None can exist without the other. None can
thrive without the other.

Surname 12
References
Bakker, A. B., & Demerouti, E. (2018). Multiple levels in job demands-resources theory:
Implications for employee well-being and performance. Handbook of well-being, 17(6), 189-254.
Brown, M., Metz, I., Cregan, C., & Kulik, C. (2015). Irreconcilable differences? Strategic human
resource management and employee well‐being. Asia pacific Journal of human resources, 47(3),
270-294.
Choi, S. B., Tran, T. B., & Kang, S. W. (2017). Inclusive leadership and employee well-being:
The mediating role of person-job fit. Journal of Happiness Studies, 18(6), 1877-1901.
Chughtai, A., Byrne, M., & Flood, N. (2015). Linking ethical leadership to employee well-being:
The role of trust in supervisor. Journal of Business Ethics, 128(3), 653-663.
Cooper, C. L., Liu, Y., & Tarba, S. Y. (2015). Resilience, HRM practices and impact on
organizational performance and employee well-being. International Journal of Human Resource
Management 2015 Special Issue, 34(7), 132-178.
Downey, S. N., Van der Werff, L., & Thomas, K. M. (2015). The role of diversity practices and
inclusion in promoting trust and employee engagement. Journal of Applied Social Psychology,
45(1), 35-44.
Guest, D. (2014). Human resource management, corporate performance and employee
wellbeing: Building the worker into HRM. The journal of industrial relations, 44(3), 335-358.
Heffernan, M., & Dundon, T. (2016). Cross‐level effects of high‐performance work systems
(HPWS) and employee well‐being: the mediating effect of organisational justice. Human
Resource Management Journal, 26(2), 211-231.

Surname 13
Huang, L. C., Ahlstrom, D., Lee, A. Y., & Chen, S. (2016). High performance work systems,
employee well-being, and job involvement: An empirical study. Journal of Personnel Review,
24(4), 243-265.
Kowalski, T. H., & Loretto, W. (2017). Well-being and HRM in the changing workplace.
London: Routledge.
Mariappanadar, S., & Kramar, R. (2014). Sustainable HRM. Asia-Pacific Journal of Business
Administration, 113(23), 354-465.
Mathieu, C., Fabi, B., Lacoursière, R., & Raymond, T. (2016). The role of supervisory behavior,
job satisfaction and organizational commitment on employee turnover. Journal of Management
& Organization, 22(1), 113-129.
Nie , Y., Chua, B. L., Yeung, A. S., & Ryan, R. M. (2015). The importance of autonomy support
and the mediating role of work motivation for well‐being: Testing self‐determination theory in a
Chinese work organisation. International Journal of Psychology, 50(4), 245-255.
Nielsen, K., Nielsen, M. B., Ogbonnaya, C., Saari, E., & Isaksson, K. (2017). Workplace
resources to improve both employee well-being and performance: A systematic review and meta-
analysis. Work & Stress, 31(2), 101-120.
Pawar, B. (2016). Workplace spirituality and employee well-being: An empirical examination.
Employee Relations, 42(7), 231-276.
Piening, E. P., Baluch, A. M., & Ridder, H. G. (2015). Mind the intended‐implemented gap:
Understanding employees’ perceptions of HRM. Human Resource Management, 53(4), 545-567.
Turner, R., Huemann, M., & Keegan, A. (2017). Human resource management in the project-
oriented organization: employee well-being and ethical treatment. International Journal of
Project Management, 26(5), 577-585.

Surname 14
Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2016). Employee well‐being and the
HRM–organizational performance relationship. International Journal of Management Reviews,
14(4), 391-407.