Well Being Work

Well-being at work
A review of the literature

New Economics Foundation (NEF) is an
independent think-and-do tank that inspires
and demonstrates real economic well-being.
We aim to improve quality of life by promoting

innovative solutions that challenge mainstream
thinking on economic, environmental and social
issues. We work in partnership and put people
and the planet first.
NEF Consulting is a social enterprise founded

and owned by NEF to help public, private, and
third sector organisations put NEF’s ideas into
practice. NEF Consulting offers a package
of services to improve well-being at work
including the Happiness at Work survey
and masterclasses.
For more information visit

www.nef-consulting.co.uk/well-being-at-work
Contents
Foreword from Nuffield Health 5
Summary 6
1. Introduction: About this report 8
2. An introduction to well-being 9
2.1 Why is well-being receiving so much attention? 9
2.2 How do we understand well-being? 10
3. Our approach to this review 12
4. The benefits of focusing on employee well-being 14
4.1 What the evidence tells us 14
4.2 How is well-being at work different from

employee engagement? 15
5. The drivers of well-being at work 16
5.1 Personal resources 16
5.2 Organisational system 22
5.3 Functioning at work 33
5.4 Experience of work 39
6. Key findings 41
6.1 The key features which contribute to well-being at work 41
Bibliography 46
5 Well-being at work
Foreword from Nuffield Health
There are few enlightened companies who

continually focus on developing a culture of
well-being throughout the organisation, where
the employee is considered as important as its
customers. In these organisations, there is a simple
belief that, if employees are ‘happy’ and buy in to
the brand strategy of the organisation, then they
will in turn put in maximum effort.
Nuffield Health regards itself as a thought leader in this area and so we

warmly welcome the latest research in this report from the Centre for Well-
being at the New Economics Foundation (NEF). The evidence documented
by NEF reinforces what our own work and experience has made clear: that we
need a rounded approach to fostering well-being at work. Such an approach
involves recognising members of staff as individuals whose working lives
are inextricably intertwined with their personal lives. Their experience of work
is significantly influenced by those leaders within their organisation who
acknowledge individuals as essential components and help these individuals
to thrive.
We are always looking to review current thinking and improve on current

practice and the evidence from this report will contribute to how we support
organisations to foster employee well-being. I hope that the report will help
ensure that corporate well-being becomes a critical component of every
organisation’s strategy.
Kevin Thomson
Head of Employee Wellbeing,
Nuffield Health
6 Diversity and
Well-being at Integration
work
Summary
Well-being plays a central role in creating flourishing

societies. Focusing on well-being at work presents a
valuable opportunity to benefit societies by helping
working individuals to feel happy, competent, and
satisfied in their roles. The evidence also shows that
people who achieve good standards of well-being at
work are likely to be more creative, more loyal, more
productive, and provide better customer satisfaction
than individuals with poor standards of well-being at
work.
For decades, organisations have tried to foster these qualities through

employee engagement strategies; however, the evidence in this report
demonstrates that engaging employees is just one part of the story. Improving
well-being at work implies a more rounded approach, which focuses on
helping employees to
yy strengthen their personal resources
yy flourish and take pride in their roles within the organisational system
yy function to the best of their abilities, both as individuals and in collaboration

with their colleagues
yy have a positive overall experience of work
Through a rapid review of the academic literature in this field, NEF’s Centre for
Well-being has summarised the strongest evidence regarding the factors that
influence well-being at work, along with possible implications for employers,
and examples of how some of the organisations leading the way in terms of
fostering well-being at work are addressing these implications.
During the research carried out for this report, the evidence has shown that
different features of individuals’ working lives have varying degrees of influence
over different aspects of well-being – from increasing individuals’ feelings
of having a sense of purpose, to promoting greater experiences of positive
emotions, morale, motivation, overall job satisfaction, and even life satisfaction.
Taking the evidence into account, we have drawn the following conclusions
about how best to foster well-being at work:
yy There is strong evidence of the positive association between good health

(including healthy behaviours) and well-being. Employers should help their
staff to achieve good health by encouraging physical activity, supporting
healthy eating, and trying to ensure that work does not get in the way of
good sleep and vitality.
yy Getting the right work-life balance appears to be an effective way of avoiding

one of the greatest predictors of stress at work.
yy It may be possible to maximise overall organisational well-being using

a fixed salary budget by paying staff fairly.
yy It appears likely that organisations can adopt certain approaches towards

job security in order to help their staff to achieve higher levels of job
satisfaction.
yy Working with employees to ensure that they have a sense that their job is
achievable has also been shown to imply greater job satisfaction, as well as
higher levels of morale.
yy The importance of management behaviour in terms of well-being appears

to be high, and some management styles seem to be more successful at
strengthening well-being at work than others.
yy By creating a safe working environment, as well as a sense of the social

value of the organisation’s work, it may be possible to increase employees’
feelings of job satisfaction.
yy By ensuring good levels of job-fit and skill-use, and by creating opportunities

for staff to develop new skills, employers will be well positioned to create
high levels of employee satisfaction with their jobs and their development
at work.
yy By investing time in helping employees to take greater control over their

work, staff have been shown to perform better and feel greater
job satisfaction.
yy By taking steps to improve relationships at work – with a particular focus

on relationships between staff and managers – and by encouraging positive
feelings, it appears to be possible to improve not only job satisfaction, but
also life satisfaction.
We detail the evidence behind each of these conclusions throughout the

report, and suggest possible implications for organisations seeking to
maximise the well-being of their staff.
1. Introduction: About this report
This report presents the evidence-base of the drivers

of well-being at work as well as its positive impacts.
It also explains how this evidence has been used
to create the Happiness at Work survey, a new
interactive employee survey tool that assesses
the strengths and weaknesses of teams and
organisations in regard to their well-being at work.
The survey was developed by a team of experts from the Centre for Well-being
at NEF, an internationally recognised leader in the field of well-being. To fully
realise the potential of the survey tool, a spin-off from NEF – Happiness Works
– was created and is now run as a separate business.
Box A: The Happiness at Work Survey
Click here to try the Happiness at Work Survey or go to www.nef-consulting.co.uk/

happiness-at-work
The following sections of this report set out the background and evidence-
base that the Happiness at Work survey is founded on, structured as follows:
Section 2 provides an introduction to well-being, describing why well-being

is receiving so much attention, and explaining how we understand well-being
and well-being at work.
Section 3 explains our approach to the research for this report, and gives
definitions for the statistical terminology we have used.
Section 4 describes what the evidence tells us about the benefits of

fostering greater well-being at work, and how this differs from‘employee
engagement’ strategies.
Section 5 details our findings from a rapid review of the published academic
literature concerning well-being at work, suggests possible implications for
employers, and provides examples of how some organisations are addressing
these implications.
Section 6 summarises the key findings of this report and offers

recommendations based on those findings.
2. An introduction to well-being
In many respects, well-being represents an ultimate

and universal goal of human existence. As far back
as Aristotle’s time, achieving well-being has been
a concern of philosophers. Today, most people
would agree that a society in which human lives are
going well and where well-being is promoted is a
desirable goal to strive for.
2.1 Why is well-being receiving so much attention?

If a society with high levels of well-being is what we’re aiming to achieve,
then we need a way of measuring how well we’re doing to help us better
understand what action we should take to achieve our goal. The dominant
indicator used to assess progress today is gross domestic product (GDP),
which counts the value of all final goods and services produced within a
country. Growth in GDP is usually taken as a sign that the country is doing
better than it previously had been in terms of progress, and a decline in GDP
is usually perceived as a sign that the country is doing less well than before.
However, there are several problems with relying on GDP alone as an indicator
of progress.1,2 Although there is some relationship between GDP and the well-
being of societies, new evidence is confirming that GDP should be seen as a
means to an end, rather than an end itself, and that GDP alone is not a good
proxy for well-being.3 Indeed, Blanchflower and Oswald4 argue that over recent
decades, GDP growth in the USA has not been associated with any rise in
subjective well-being.
In addition, the robustness of subjective well-being measures has become

well established in recent years through a wealth of evidence.5 Studies
in which subjective well-being measures have been shown to agree with
other scientifically accepted measures, such as biological indicators of brain
function or behaviours such as reaction time, smiling, and sociability, have
demonstrated the reliability of correctly used subjective well-being measures.6
As a result, there has been growing academic interest from economists, who
have begun to view subjective well-being as a reliable indicator of how well a
society is doing.7,8 In parallel, the Positive Psychology movement represented
a turn among academic psychologists towards exploring the drivers of positive
mental well-being (in contrast to the standard focus of the profession on
mental ill health), which has generated another strong body of evidence
on well-being.9
We are now beginning to see policymakers around the world exploring the
uses of subjective well-being indicators to help inform their decisions about
policy.10 A prominent example of this is the UK government’s prominent
Measuring National Wellbeing Programme, which includes a core focus on
subjective well-being measurement with data being collected for around
150,000 people across the UK each year.
2.2 How do we understand well-being?

A focus on well-being considers how people feel and function, and how they
evaluate their lives. This can be separated into three key aspects, which we
use to discuss well-being throughout this report. These aspects are hedonic,
eudaimonic, and evaluative.
The hedonic aspect of well-being refers to people’s feelings or emotions,

such as happiness or anxiety. The eudaimonic aspect of well-being refers to
leading ‘a life well lived’, interacting with the world around you to meet basic
psychological needs such as experiencing a sense of competence or sense
of meaning and purpose. The evaluative aspect of well-being refers to the
way that people evaluate their lives with regard to their own appraisals of how
life is going, or particular aspects of their lives, such as job satisfaction; this
aspect of well-being is often captured using satisfaction measures.
NEF’s dynamic model of well-being (Figure 1) is based on empirical

evidence about the drivers of well-being. The model depicts the different
features of well-being, and the relationships between them. External conditions
and personal resources both influence good functioning, which represents
positive interactions with the world that an individual experiences. This, in turn,
influences the feelings that an individual experiences and their evaluations
of life overall. The feedback loops between these elements work together to
create a dynamic system.11 The good functioning and good feelings elements
together comprise ‘flourishing’.
We use a tailored version of the dynamic model to understand well-being

with specific reference to work, in the dynamic model of well-being at
work (Figure 2). In this adapted version of the model, developed as part of
the Happiness at Work survey, each element is depicted with the following
adaptations to the categories: personal resources remains unchanged, whilst
external conditions refers to the conditions associated with one’s organisation
or place of work, and is re-labelled as organisational system; good functioning
refers specifically to aspects of functioning at work, and becomes functioning
at work; and the category of good feelings day-to-day and overall focuses
on the feelings experienced by an individual while they are at work, labelled
experience of work. Each of these categories is depicted encircling the score
for the survey-taker’s organisation (ranging from the worst possible score
of zero, to the best possible score of ten) with regard to the organisation’s
performance in that area. Figure 2 shows some example scores for
each domain.
Reading from the top of the dynamic model downwards: people’s experience
of work (how they feel) is influenced by how they are functioning at work
(what they do). This in turn is dependent on both the organisational system
they work in and their personal resources (who they are). Other important
feedback loops in the model are illustrated by the curved arrows, with
experience of work feeding back into personal resources, creating a feedback
loop, just as functioning at work feeds back into organisational system.
Figure 1. The dynamic model of well-being (adapted from Thompson and

Marks,12 and the Centre for Well-being13)
Good feelings
day-to-day and overall
e.g. happiness, joy,
contentment,
satisfaction
‘flourishing’
Good functioning
e.g. to be autonomous,
competent, safe and
secure, connected
to others
External conditions Personal resources

e.g. material conditions, e.g. health, resilience,
social context optimism, self-esteem
Figure 2. The dynamic model of well-being at work
Experience
6.0 of work
Functioning
at work
5.7
Personal Organisational
Resources
6.1 5.7 Systems
3. Our approach to this review
The body of research concerning work-related

drivers of well-being is vast, and an exhaustive
exploration of all that has been written is beyond
the scope of this report. Instead, based on a rapid
review of the literature, this report brings together
some of the strongest evidence we’ve seen with
regard to fostering well-being at work.
Throughout the report, we have made reference to a comprehensive review

completed by Peter Warr.14 Warr’s review builds on a sound body of previous
research in the field, and covers most (though not all) of the features dealt with
in this report. As such, we have drawn heavily on Warr’s work, supplementing
it with research from sources that diverge or hold interesting corollaries with
those he discusses.
The majority of the quantitative studies that we have accessed, and those
cited by others in reviews or meta-analyses (Box B), report on cross-sectional
data and as such only deal with point-in-time associations between workplace
features and employee well-being, and not causation. That is, they do not
provide a sufficient basis from which to infer the direction of the relationship.
Where studies are longitudinal and can therefore be used with more certainty
to infer causality, we note this.
Box B: A guide to the statistical language used in this report

Throughout this report, we describe the relationships between variables (such as the
different aspects of work and impacts with regard to well-being) as correlations, meta-
analytic correlations, or associations. The following definitions clarify what we mean by
each of these terms, and the strength of relationships that they imply.
Correlations: When two variables (e.g. x and y) are compared, if there is a pattern
whereby as x increases, y also increases (though not necessarily at the same rate) so that
individuals who experience higher levels of x also tend to experience higher levels of y,
then the variables are said to be correlated, or positively correlated. For example, if we
find that as one aspect of work (such as hours or pay) increases, an aspect of well-being
(such as life satisfaction or happiness) also increases, the two variables are described as
being correlated or positively correlated. If as x increases, y decreases, then the variables
are said to be negatively correlated.
Box B: Continued
When these correlations are plotted on a graph, the more closely the data points fit to a
straight line, the stronger the correlations are said to be. The strength of a correlation is
measured on a scale between -1 and 1, with -1 being the strongest possible negative
correlation, 1 being the strongest possible positive correlation, and 0 representing the
weakest possible relationship between x and y.
Correlations are useful, as they offer insight into how one variable changes in line with
another. However, it is necessary to keep in mind that correlations do not tell us whether
or not a relationship between two variables holds when the influence of other factors is
taken into account.
Throughout the text, we do not provide values for the correlations discussed, but describe
them according to the following matrix:
Strength of correlation
Description
(positive or negative)
<0.35 Weak
0.35–0.65 Moderate
>0.65 Strong
Meta-analytic correlations: In meta-analyses, research from numerous statistical

studies is combined. To produce the statistic known as a ‘meta-analytic correlation’,
correlations from independent studies are weighted according to the features of each
study, combined with the weighted correlations from other studies, and an average of the
weighted correlations is then calculated. This technique offers the benefit that anomalies
contained within single studies are averaged out across a wide range of studies. For this
reason, meta-analytic correlations are judged to be stronger at lower correlation levels
than standard correlations.
There is, however, some risk of over-generalisation in meta-analyses, because the

combined studies do not all use the same methodologies (although the sources of
information used are always explicitly defined, and can therefore be referred to in the
event of any uncertainty). Our descriptions of the strength of meta-analytic correlations
throughout this text are as follows:
Strength of meta-analytic correlation

Description
(positive or negative)
<0.3 Weak
0.3–0.5 Moderate
>0. 5 Strong
Associations: We use the term associations to refer to other sorts of relationships

between variables. Often, these derive from statistical modelling techniques such as
regression analyses, where other factors have been controlled for, therefore giving a truer
view of the relationship between two variables, and holding constant the influence of any
other factors. This text will state if an association comes from a model which controls for
other factors.
4. The benefits of focusing on

employee well-being
The evidence described throughout this report

makes a compelling case for taking action to nurture
individuals’ well-being at work. Doing so not only
benefits individuals and makes organisations better
places to work in, the evidence also shows that
people who achieve good standards of well-being
at work are more likely to display a range of skills
that will also benefit their employers. In workplaces
that are set up to foster well-being, people tend to
be more creative, more loyal, more productive, and
perform better in terms of customer satisfaction. In
this section, we briefly review the evidence on the
benefits of employee well-being to employers.
4.1 What the evidence tells us

In an extensive piece of research by Donald et al.,15 16,000 employees across
15 different organisations in the UK were studied, covering workplaces in the
public and private sectors, including manufacturing plants, a local education
authority, a county council, three police forces, three universities, a prison
service, and other service providers, spanning a range of occupations, from
professional to administrative and manual roles. They found that ‘higher
employee productivity was associated with… better… psychological
wellbeing’, and they argue that the ‘large sample size and mix of occupations
included in the research means the results can be viewed as generalizable to
other employee groups’ (p. 422). Similarly, Robertson and Cooper16 refer to
research that establishes the relationship between psychological well-being
on the one hand, and job performance and productivity on the other, and
note that they have ‘obtained similar results [to those of Donald et al.] from
organisations in many different settings’.
In a meta-analysis of well-being at work and its relationship to business

outcomes, Harter et al.17 examined Gallup data from 21 different public and
private industries (covering just under 8,000 business units and 200,000
respondents). The analysis also shows a moderate meta-analytic correlation
between employee engagement and performance, while a study by Ford et
al.,18 which examines 111 independent samples (87,634 respondents) from a
range of countries, finds a moderate meta-analytic correlation between overall

psychological well-being and general employee performance. Analysis by
Pruyne19 on the benefits that well-being strategies can offer employers led her to
conclude that investing in employee well-being may be a particularly beneficial
venture, as it can initiate a self-reinforcing loop as ‘health and wellbeing
outcomes lead to higher levels of employee engagement and productivity,
which in turn lead to better health and a greater sense of wellbeing’ (p.30).
Experts have begun to send a clear message to public and private

organisations about the benefits of focusing on well-being: Lee Newman,
Professor of Behavioural Science at Instituto de Empresa Business School
(Madrid) was recently quoted in the Wall Street Journal as saying ‘Employee
well-being needs to become part of what CEOs are [incentivised] to do.’20
As Flint-Taylor and Cooper21 point out, the issue of well-being at work is
particularly worthy of attention today, as the financial crisis has produced a
less secure and more stressful environment for many individuals at work.
4.2 How is well-being at work different from employee engagement?

The concept of increasing employee productivity isn’t a new one.
Organisations have been trying to benefit from higher levels of ‘employee
engagement’ for decades. However, the evidence in this report demonstrates
that engaging employees is just one part of the story. Improving well-being at
work implies a more rounded approach which focuses on enabling employees
to maximise their personal resources (in particular, with reference to creating
a good work-life balance); creating an organisational structure that enables
employees to flourish and take pride in what they do; supporting people to
function to the best of their abilities, both as individuals and in collaboration
with their colleagues; and producing a positive overall experience of work.
Some organisations have already begun to seriously consider the well-being
of their employees. One such organisation is the US-based online shoe
retailer, Zappos. Zappos was formed by entrepreneur, Tony Hsieh, who later
sold the company to Amazon for over a billion dollars. Following his success
with Zappos, Tony wrote the best-selling book, Delivering Happiness, about his
experiences as an entrepreneur and the happiness-centred approaches he
has adopted.22 Some examples of the methods that Zappos has used to foster
well-being are cited throughout this report.
Improving well-being at work isn’t just a venture for private sector

organisations. The UK government has made a start on the agenda through
its Health, Work, and Well-being initiative, to ‘protect and improve the health
and well-being of working age people’, with a particular focus on the physical
and mental health of employees. Although the emphasis of the initiative
appears to be on reducing absenteeism rather than improving well-being more
generally, it represents a start in terms of improving work people’s working
lives. In our view, however, it requires further development in order to represent
the rounded approach to well-being at work recommended in this report.
Meanwhile, Higher Education Funding Councils in England and Wales, and
the Scottish Funding Council are all collecting and analysing data in order to
improve staff performance through well-being and engagement strategies.
Numerous private and voluntary sector organisations across many industries
are also beginning to engage with well-being at work, of which a small
selection is highlighted throughout this report.
5. The drivers of well-being at work
This section of the report is organised according

to the four domains detailed in the dynamic
model of well-being at work: personal resources,
organisational system, functioning at work, and
experience of work. Within each of these domains,
we describe the main features that impact upon
well-being, detail the supporting evidence from
the literature, then outline possible implications for
employers based on the evidence.
Where possible, we have included real-world examples of good practice by

organisations attempting to foster well-being at work. Most of these examples
were identified by exploring the work of organisations in the Sunday Times
‘Best companies to work for’23 – which includes a lists of the best small
companies, big companies, not for profit companies, as well as an overall
‘Top 100’ – and Fortune’s ‘Best Companies to Work For’24 lists. Although the
lists have been a useful pointer towards organisations that are performing
well in this area, it should be noted that the criteria used by Fortune and the
Sunday Times to select organisations are based on a range of factors that do
not necessarily align with the attributes of well-being at work identified in
this report.
In addition to the features discussed in this report, we acknowledge that

there are likely to be other aspects of individuals’ working-lives that affect
well-being at work, which have not been captured by research in this field
due to methodological difficulties. For example, survey data collected during
the creation of the Happiness at Work survey has suggested that individuals
within smaller organisations tend to experience higher levels of well-being at
work than those working for larger organisations. The implication of this is that
‘thinking small’ within big organisations may help to foster higher levels of well-
being for staff. However, as the majority of research in this field has focused
on surveying medium to large sized organisations, this finding is difficult to
statistically verify.
5.1 Personal resources

Personal resources are the components that determine how employees’ overall
lives are going. The health and vitality, resilience, general happiness, and self-
confidence that individuals bring to work, and the work-life balance that they
experience are the first components that we will examine.
Many of the personal resources that employees bring to work, whilst having
a major contribution to their well-being at work, are shaped and experienced
within the personal domain rather than through the organisation. There are two
elements in particular, however, where the work place can play an important
role in supporting individuals. First, health and vitality can be supported by
workplace culture, for example by providing opportunities for individuals to
carry out physical activity. Secondly, organisations play a key role in helping
staff achieve a healthy work-life balance, which in turn ensures that individuals
are better placed to strengthen the personal resources that they hold outside
of work, in order to flourish both at home and in their working environment. We
therefore discuss these two elements of personal resources in some detail.
5.1.1 Health and vitality

Health outcomes
The presence of specific illnesses has a lower impact on well-being than one
might expect, partly due to people’s ability to adapt to them.25,26 Nevertheless
there is a significant negative impact on experienced well-being associated
with a range of illnesses, including many which are associated strongly with
lifestyle factors that can be influenced by the work place. For example:
yy Experience of heart attacks and strokes has been shown to reduce well-
being.27
yy Osteoarthritis leads to lower scores on the Cantrill’s ‘ladder-of-life’ which

asks people to rate their life on a scale of 1 to 1028 (as well as greater levels
of depression and diminished quality of life.29
yy Diabetes has a negative impact on quality of life, though not as bad as

many other chronic diseases.30
Aside from all this evidence related to the presence of particular illnesses or
conditions, there is a very strong relationship between subjective well-being
and self-assessed health.31 For example, in analysis of the European Quality of
Life Survey, self-assessed health was the strongest predictor of hedonic well-
being and the WHO-5 well-being index, and the second strongest predictor
of life satisfaction and overall well-being.32 Meanwhile, the Office for National
Statistics found self-assessed health to be the strongest predictor of personal
well-being in the UK Annual Population Survey.33
Healthy behaviour
Healthy behaviour such as physical activity and healthy eating obviously has
an impact on physical health outcomes such as those mentioned above.
However, there are also clear associations with mental health indicators
associated with subjective well-being, as has been recognised by the
Department of Health,34 and highlighted in the Mental Health Foundation’s
2005 report Up and Running.35
In 2005, a review by Biddle and Ekkekakis summarised the evidence to date

on the relationship between physical activity and well-being.36 The evidence
on the positive impact of bouts of physical activity on mood is described as
‘remarkably robust’. Several theories have been put forward for explaining this
impact, including the ideas that exercise increases a sense of self-efficacy, that
it provides a distraction from daily life, and that it often provides opportunities
for social interaction. Physiologically, physical activity has been found to lead
to the release of neurotransmitters such as serotonin and endorphins that are
associated with positive mood.
The review also brought together evidence that regular physical activity
reduces anxiety,37,38,39,40 and depression,41,42,43,44 as well as improving mood
(Arent et al., 2000; Biddle, 2000).45,46
More recently, evidence related to evaluative measures of subjective well-

being has also begun to grow. For example, the moderate physical activity
associated with gardening has been found to be associated with higher life
satisfaction, particularly amongst those over 60.47,48 Cross-sectional data from
the European Quality of Life Survey showed that respondents who carried
out physical activity every day or almost every day had, on average, a level of
life satisfaction of 0.4 points more than those who never carried out physical
activity, on a scale of 1 to 10, even after other variables were controlled for.49
The evaluation of the Big Lottery Fund Well-Being Programme,50 which

included many projects focused on physical activity, found significant and
lasting positive impacts on life satisfaction, eudaimonic well-being or good
functioning (as measured using the Warwick Edinburgh Mental Well-Being
Scale51) and positive affect. The evaluation found strong correlations between
changes in physical activity and changes in subjective well-being, such
that project beneficiaries who increased their physical activity also enjoyed
increases in subjective well-being. Furthermore, the increases were sustained
at least three to six months after a beneficiary ended their engagement with
a project.
Similar results were found amongst projects in the programme that increased
healthy eating, with an associated improvement in subjective well-being.
Whilst this relationship is less well studied, a cross-sectional study in the UK
found an association between fruit and vegetable consumption and a range
of subjective well-being measures, including life satisfaction and the Warwick
Edinburgh Mental Well-Being Scale, even once other variables are
controlled for.52
Vitality and sleep

It is lastly worth mentioning the importance of sleep to subjective well-being,
and the role that vitality plays in the understanding of well-being. According
to the dynamic model of well-being presented in Section 2.2, vitality straddles
good functioning and good feelings day-to-day. Having energy and feeling
rested are important outcomes, whilst getting a good sleep is an important
element of functioning well that impacts these outcomes.
Vitality and sleep are a particular issue in the UK. According to data from the
European Quality of Life Survey, UK residents have the lowest levels of vitality
in Europe, being the least likely to report feeling active and vigorous, or waking
up rested in the morning.53 These findings were echoed in the European Social
Survey, where UK residents were amongst the most likely to report feeling
tired, that everything they did was an effort, and that their sleep was restless.54
Sleep problems have been found to be associated with lower life satisfaction,55
lower levels of positive emotion and higher levels of negative emotion,56 and
even sense of purpose.57
Health and vitality: Possible implications for management practices

The evidence reviewed highlights the fact that employee health is something
that employers should care about. This of course includes the basics of health
and safety in terms of protecting employees from risks from accidents or poor
working conditions. But it goes far beyond that. We suggest that employers
should not just help employees avoid ill-health, but should support their
achievement of good-health, by increasing physical activity, supporting healthy
eating, and ensuring that work does not impinge on good sleep and vitality.
There are several interventions that employers can take to encourage an ethos
of taking regular physical activity at work. This might include sponsoring teams
of staff to take part in organised walks, runs or cycles; facilitating in-house
group exercise sessions, such as lunchtime yoga; participation in schemes
that grant employees tax relief on buying a bike, or the opportunity to have
an employer pay the upfront cost of a bike, which the member of staff pays
back through regular salary deductions; or simply encouraging staff to take
breaks during the day, during which they can engage in physical activity. The
evidence connecting greater physical activity to improved well-being is robust
enough that it seems to merit investment from organisations in infrastructure,
such as making secure bike parking available, or paying for employees to take
road safety courses so that they acquire the confidence to commute to work
by bike.
The evidence showing the benefits of healthy eating in terms of well-being

makes a case for employers to encourage healthy eating amongst their staff.
The most obvious opportunity to influence employee’s eating habits is by
providing adopting a policy of ensuring that healthy options are available in
staff canteens or at catered meetings. Making fruit and vegetables readily
available to staff at cost price would also seem to be a good strategy in order
to encourage healthy snacking.
In order to take advantage of the well-being benefits associated with having

a well-rested workforce, employers should avoid a culture of long hours and
overwork from emerging, and allow staff flexibility around working from home or
working hours to accommodate for difficult or lengthy commutes. These aspects
are discussed in greater detail in the following section on work-life balance.
Case study: Health and vitality
Nuffield Health encourages healthy behaviour amongst its employees to help staff maximise
their physical and mental health. Initiatives include free gym memberships and access to
web-based software that enables employees to track and analyse their nutrition, physical
activity, sleep patterns and stress on a daily basis. They also offer staff the chance to attend
health awareness events in fitness centres or hospitals throughout the country.
5.1.2 Work-life balance

Work-life balance is the point at which personal and work lives meet, and
sometimes clash. It is a common cause of conflict, as people sometimes
find it hard to negotiate the tensions between work and home demands.
Essentially, work-life balance entails getting an appropriate mix of hours
worked (defined as ‘any period of time spent on activities which contribute
to the production of goods and services’,58 and hours spent engaging in
other activities.
Getting the right work-life balance is certainly worthy of some attention.

Eurofound’s statistical analysis of their European Quality of Life Survey,59 for
which 35,500 citizens from across Europe were interviewed between 2012 and
2013, shows that, of the many aspects of quality of life assessed, poor ratings of
one’s work-life balance are deemed to be the strongest predictor of stress.
Research concerning the relationship between hours worked and levels of

well-being generally suggests that well-being increases as the number of hours
worked rises, but beyond a certain threshold, additional hours worked have a
negative impact upon well-being.60 In an analysis of the UK’s Annual Population
Survey data, Abdallah and Shah61 also report this trend, citing the threshold at
which life satisfaction peaks as 55 hours of work per week (p.24), while research
by Harter and Arora62 finds that amongst respondents reporting high perceived
job-fit, people’s positive evaluations of their lives peak between 35 and 44 hours
of work per week. However, in their analysis of the first wave of the Gallup World
Poll data (which covers many countries from seven regions of the world), Harter
and Arora63 find a positive meta-analytic correlation between hours worked
and lower well-being in general, but data from Africa shows that working more
hours is associated with higher life evaluation, with no change of direction in the
relationship. Meanwhile, data from South Asia shows no correlation between
hours worked and life evaluation. Despite this, the trend of well-being increasing
with hours worked up to a point seems to hold in Europe and other regions of
the developed world.
A separate study by Booth and van Ours64 reports a difference in the optimal
level of working hours between genders. In their study which looks at the
relationships between part-time work, satisfaction with hours worked, job
satisfaction and life satisfaction (which entailed an examination of waves 6–13
of the British Household Panel Survey) Booth and van Ours find that men gain
the highest level of satisfaction with their working hours whilst working full-time
with no overtime, and that women are most satisfied with their working hours
– and achieve the highest level of overall job satisfaction – when working part
time, even when controlling for parental status, income, education, age and
health status amongst both groups. Schoon et al.’s 65 research also finds that
‘men in full-time employment have higher life satisfaction than men in part
time employment’.
However, Stoll et al. also note research by Blanchflower and Oswald66, 67 and
Bardasi and Francesconi,68 which finds that there is no difference in well-
being between those working full-time and those working part time hours. This
finding could be explained by McKee-Ryan and Harvey’s69 study into under-
employment, which suggests that working fewer hours than one is willing and
able to is negatively associated with job satisfaction. This is also supported by
Abdallah and Shah’s70 finding that ‘Those working part-time because they don’t
want a full-time job have higher levels of well-being… But those working part-
time because they are unable to find a full-time job have considerably lower
levels of happiness and life satisfaction than those who work full-time’ (p.23).
Similarly, working fewer hours than desired (including being unemployed) is
also cited as a significant source of lower well-being: ‘Not having a job when
you want one reduces well-being more than any other single factor, including
important negative ones such as divorce and separation.’71
These findings suggest that the fit between hours worked and an individual’s
preferences with regard to hours worked, rather than the objective number of
hours worked, is responsible for much of the relationship between work-life
balance and well-being.
Work-life balance: Possible implications for management practices

The evidence described above demonstrates that having an appropriate work-
life balance is extremely important when attempting to foster well-being at
work. Employees who feel that they have achieved a good balance between
work and home life are shown to feel less stressed, and are likely to feel more
satisfied at work, which implies that getting work-life balance right is likely to
reduce stress-induced absenteeism and increase positive attributes, such as
loyalty, creativity and productivity.
We can see from this research that there is no ‘standard’ number of working
hours per week that will enable employees to achieve a good work-life
balance, though a good starting point appears to be around what we view
as conventional full-time hours without overtime, alongside flexible part-time
arrangements.
Based on this, we suggest that helping employees to achieve a good work-life

balance will depend upon individuals having regular opportunities to discuss
their preferences with regard to working hours with their managers. As home
lives adapt – when children are born, or commute times shrink or grow – the
desired number of working hours will change for the individual. Therefore,
flexibility and regular evaluation of how working hours fit with individuals’ home
lives would seem to present a sensible measure by which to help employees
to achieve and maintain a sense of having a good work-life balance.
Case study: Work-life balance
An example of an organisation that has focused specifically on the work-life balance of

their employees as a vehicle to promote well-being is North Tyneside Council. Working
with Nuffield Health, the Council developed a well-being strategy that allows staff to
choose a pattern of working hours that best suits their lifestyle and responsibilities outside
of work. This includes having 3.5 core hours per day between 0900 and 1700, with
flexibility over when to work their remaining contracted hours.72 Staff can also opt to work
more intensively for a period in order to have free time to suit their needs, such as working
nine-day fortnights in order to take school holidays off.73
5.2 Organisational system
The domain of organisational system concerns how employees experience

their workplace, including the way jobs are designed, how the organisation is
managed, the quality of the work environment, and how employees assess the
social value of their work.
5.2.1 Job design

Designing jobs so that roles are fairly paid and secure, and so that the tasks
and requirements of the role are achievable, plays an important role in
promoting well-being at work.
Fair pay
Creating jobs that are fairly paid is an important part of job design. The
relationship between well-being and income is affected by the level of
absolute income that an individual receives, as well as the individual’s relative
level of income within society, and the age and gender of the employee.
Much of the analysis of the relationship between income and well-being is

carried out in terms of the logarithm of income (log income) rather than raw
income. Putting income onto a logarithmic scale means that between each
point on the scale, income is multiplied by a certain amount. By comparison,
on a standard scale, the same amount of income would be added between
each point. Using log-income means that as income increases beyond a
certain level, the size of the related increase in well-being becomes smaller.
Much of the available evidence on the effects of absolute income levels on

well-being, gathered over a number of decades, suggests that at any given
time there is a positive relationship between the two; however, research also
suggests that well-being does not increase with income at a steady rate.
Once a certain level of income has been reached, further increases in income
translate into much more modest benefits in terms of well-being.74 Stoll et
al. cite several studies which point to a positive association between the log
of individual or household income and reported well-being, but note that, as
the use of log-income suggests, this relationship is not linear, as ‘additional
income affects the happiness of the poor more than the happiness of
the rich.’75
There is also some debate on the extent to which the relationship between
log-income and well-being can be accurately plotted as a straight line.
This debate is unresolved as yet; however, the fundamental nature of the
diminishing returns relationship between increasing income and well-being is
not disputed.76
Eurofound77 cites several authors who posit that this relationship can be
explained by the diminishing marginal utility of money theory, according to
which, as one’s desire for income becomes more (though not completely)
satiated, greater and greater increases in income are necessary in order to
achieve a consistent increase in terms of well-being.
Individuals’ relative levels of income (i.e. whether they are a high, moderate
or low earner with respect to any other individuals within a group, such as
peers or society as a whole) also has a substantial impact upon

well-being. Numerous authors have found that having low relative earning
power compared to others (irrespective of absolute income levels beyond
a certain threshold) is associated with lower well-being than high relative
earning power.78,79
The relationship between income levels and well-being has also been shown
to vary according to the age and gender of an individual. Stoll et al.80 cite
several studies which show that the relationship between income and well-
being is stronger for middle-aged employees than for those at earlier and later
stages of their lives. Clark’s81 international study of various work characteristics
associated with job satisfaction finds that the percentage of men rating high
income as ‘very important’ across three separate years of International Social
Survey Programme data is consistently higher than the percentage of women
doing so.
Explanations for the importance of adequate income for employee well-being

refer to the instrumental value of money in allowing people to purchase certain
goods and lifestyles and in serving as an indicator of public recognition.82
These explanations may be underpinned by evolutionary (basic survival)
theory and by psychological theories around social status, although an agreed
standpoint is not apparent in the literature.
Fair pay: Possible implications for management practices

In terms of absolute income levels, the evidence shows that increases in
income raise well-being more steeply at lower income levels, and become
more gradual as income levels become higher. We therefore suggest that
employers set a fair minimum income for staff, which is regularly reviewed
with respect to the cost of living, and enables staff to satisfy at least their
fundamental needs. Because pay increases appear to have a greater impact
on the well-being of the lowest earners within the company, for higher earners,
pay increases which are magnitudes greater than those of lower earners may
be required in order to achieve the same well-being increase. With this in
mind, weighting pay increases in favour of lower earners is likely to produce
the greatest benefits in terms of overall organisational well-being using a fixed
salary budget. It may also be worth exploring the viability of offering alternative
forms of reward for the highest earners, for whom some non-monetary
measure – such as a recognition-based reward – may represent a more cost-
effective means of increasing their well-being at work.
With regard to relative income levels, internally, it makes sense to implement

a fair, visible pay-scale, with acceptable salary ratios83 between the top
and bottom income brackets. Externally, it is advisable to have pay-scales
that are at least in-line with those advertised by other organisations within
the same industry, with any deviations from this clearly justified (e.g. if top
earners’ salaries tend to be lower than the industry average in order for the
organisation to achieve acceptable salary ratios). This could help to avoid staff
experiencing lower well-being if they feel that they are not being paid as well
as their colleagues or counterparts in similar organisations – irrespective of the
individual’s level of absolute earned income and its ability to satisfy
their needs.
Case study: Fair pay
According to Simms and Boyle84 the American supermarket chain Whole Foods, with
annual sales of $8 billion, has an income ratio limit in place of 1:19. This means that
the top earner in the company can never earn more than 19 times that of the lowest
paid member of staff. When Whole Foods’ CEO John Mackey was asked ‘Is this cash
compensation too low to retain top executives?’, He replied ‘Apparently not, because
Whole Foods has never lost to a competitor a top executive that we wanted to keep since
the company began more than thirty years ago.’
Job security
Evidence shows that job security is also an important variable in employee
well-being in terms of job design. In a 2010 study, Clark shows that between
53 per cent and 62 per cent of employees rank job security as ‘very important’
over three separate years of International Social Survey Programme data.85
Employee well-being specialists, Robertson and Cooper86 also attest to the
importance of job security by including it as one of the six ‘key workplace
factors’ in their ASSET model, which they developed to help employers to
measure well-being and employee engagement levels.
Studies completed throughout the 1980s, 1990s, and 2000s have shown
that job insecurity – specifically the prospect of job loss – is associated with
reduced overall and job-related well-being, even after controlling for job-related
and personal factors. A study by Sverke et al.87 entailing analysis across 50
research samples states that job insecurity in terms of the prospect of job
loss is negatively associated with job satisfaction and general well-being, and
Warr88 cites numerous further studies which find a similar association, even
when controlling for other relevant factors. Podsakoff et al.89 report a strong
meta-analytic correlation between job insecurity and job satisfaction and
Blanchflower and Oswald’s (2011) examination of various international social
surveys finds that employees who do not think that they are likely to lose their
jobs report higher levels of satisfaction than employees who think that the
opposite is true.90
Eurofound shows that general job insecurity has a stronger negative impact
on average well-being than holding a temporary contract (as opposed to a
permanent contract) – particularly for women.91 However, ‘for both genders
the fear of losing a job is associated with a remarkable drop in average well-
being.’92 Although holding a temporary contract rather than a permanent one
appears to have a smaller impact on well-being than the prospect of job loss
in general, Abdallah and Shah93 have identified that ‘individuals who have
permanent employment contracts experience higher well-being than those
who don’t, even after individual circumstances are controlled for’ (p.17).
The literature explains the negative impact of job insecurity on well-being with
respect to anticipation of harm in the form of unemployment,94 which in itself
‘is strongly negatively correlated with various measures of subjective well-
being... over a range of national and international datasets’.95 This hints at the
importance for employees of having a sense of awareness of their position, so
that they are able to plan for the future.
Job security: Possible implications for management practices

The evidence on the importance of job security in terms of employee well-
being is unambiguous: the evidence from this section suggests that first,
minimising job insecurity wherever possible, and secondly, offering permanent
rather than temporary contracts would seem to improve the satisfaction and
well-being of employees. As a result of these findings, we suggest that the
importance of properly managing potential redundancies – in particular,
via transparent communication with staff – cannot be emphasised strongly
enough. Doing so will enable employees whose jobs are at risk to plan for the
future. Offering temporary contracts to new staff in times of uncertainty, rather
than over-staffing in ‘times of plenty’ and being forced to make redundancies
later may also be preferable in terms of overall well-being, given the finding
that job loss has a greater negative impact on well-being than working on a
temporary contract. In addition, in light of the evidence regarding job security,
the 2013 media revelations concerning the extent of ‘zero-hours contracts’ has
obvious negative implications in terms of security and employee well-being,
and we would advise against employing such a strategy wherever possible.
Environmental clarity
Fully understanding one’s position and responsibilities within the workplace
is another key element of job design in terms of promoting well-being. This
aspect of job design, sometimes described as environmental clarity, refers
to the degree to which people can anticipate what might happen within the
structure of their organisation, and clearly understand their role within
the workplace.96
Warr cites studies by numerous authors which show positive associations

between aspects of environmental clarity and well-being. Two key components
of creating environmental clarity are sharing information and communication,
which have both been shown to correlate positively with eudaimonic and
evaluative well-being at work.97,98
The importance of environmental clarity can be explained, at least in part, by

experimental research which documents the discomfort that people feel (in
particular decision-makers) in situations of uncertainty.99
Environmental clarity: Possible implications for management practices

The implications of the desirability of environmental clarity (or the undesirability
of uncertainty) are that job roles and expectations should be clearly defined,
discussed, and formalised as roles are assigned and adapted over time; for
example, by incorporating an evaluation and an update of employees’ job
roles into regular appraisals. In addition, having clearly defined progression
pathways that all staff members are able to see, with clear benchmarks,
measurable requirements, and timelines for career progression plainly
outlined could help to foster greater satisfaction, dedication and motivation
from employees.
Case study: Environmental clarity
Frozen food retailer, Iceland (ranked first and second in The Sunday Times ‘25 Best
Big Companies to Work For’ in 2012 and 2013, respectively), presents an example of
particularly good practice in this respect.100 It has created an ‘Iceland Family Tree’, clearly
outlining the pathways and development programmes available to staff, from induction
level through to board director, with various paths that staff can choose to take. Having
this clearly outlined from the outset provides a high degree of environmental clarity that
enables employees to plan their careers, understand their position within the company
and what they need to do in order to progress.
Achievable jobs
In addition to having a clearly defined job role, feeling that one has an
achievable job with well formulated goals has been shown to increase job
satisfaction and reduce stress.
Robertson and Cooper101 identify the importance of goal setting for employee
well-being, noting how it can be used to assess the eudaimonic aspect of
workplace well-being. In particular, they refer to the five principles of goal
setting – clarity, challenge, commitment, feedback, and task complexity
– and explain that these are related to individual satisfaction and morale.
In a study of American workers, Roberson102 finds that being committed
to goals set by managers or colleagues, and perceiving the goals to be
positive, achievable, and clearly defined with set deadlines, is associated with
increased job satisfaction. Interestingly, Roberson also finds that the addition
of self-determined goals brings a ‘substantial incremental gain’ in terms of
job satisfaction.103 Podsakoff et al.104 support the notion of the need for clarity
of goals, showing that unclear goals cause ‘hindrance pressure’, or pressure
which has an adverse impact on performance, which in turn is strongly
negatively correlates with job satisfaction.
Hackman and Oldham105 show that goals that offer individuals a sense of
having completed a ‘“whole” and identifiable piece of work, that is, doing a job
from beginning to end with a visible outcome’ are associated with general job
satisfaction, and satisfaction with the degree of personal growth or progression
within an organisation, as well as with experienced meaningfulness of work.
Warr106 also cites several studies reporting weak meta-analytic correlations
and weak to moderate correlations between this type of goal setting and
satisfaction at work.
Conversely, having goals that are either not demanding enough or too
demanding has been shown to negatively affect well-being. Studies
throughout the past century reveal a relationship between low demands on
employees and dissatisfaction, although few details concerning the strength
of correlations are available.107 In addition, Warr also argues that ‘there is no
doubt that greater job demands… are associated with greater unhappiness of
several kinds’,108 and cites several studies which show negative associations
between high job demands and job satisfaction, despite controlling for other
variables. There seems, therefore, to be an optimal level of job demand
between these extremes.
Explanations for the importance of having goals for employee well-being can
be understood with reference to Self Determination Theory (Box C), which
holds that a sense of competence is a key, universal psychological need. As
the developers of the theory, Ryan and Deci109 note: ‘The relations of goals
and goal progress to well-being … fits with many theories in psychology
that feelings of competence or efficacy with regard to life goals should be
associated with greater positive affect and well-being’. Ryan and Deci also
refer to the ‘large body of research (which) points clearly to the fact that feeling
competent and confident with respect to valued goals is associated with
enhanced well-being’.110
Box C: Self Determination Theory*
Self Determination Theory offers a promising psychological theory of human well-being.111

The theory emerged from empirical research into people’s motivations and aspirations
some 30 years ago.112 People have many personal goals, but their achievement does not
always lead to higher well-being. The research revealed that pursuing aspirations that lead
to the satisfaction of three basic psychological needs would subsequently lead to high
reported well-being, over the short-term and the long-term.113 The needs are as follows:
Autonomy – a feeling of choice and authenticity about our thoughts and behaviours.
Competence – a sense of efficacy and self-esteem, and a sense that we can have a
meaningful impact on the world around us.
Relatedness – feeling that people care about us, and feeling close to others.
More recent work has also floated a fourth psychological need – that for security.114 Whilst
we endorse further exploration of this need, it has yet to be integrated into the theory in a
coherent fashion.
According to Self Determination Theory, well-being is achieved by ‘behaving in ways that

satisfy psychological needs’.115”
*Excerpt from Centre for Well-being116
Achievable jobs: Possible implications for management practices

The evidence shows that creating jobs that are achievable and goal-oriented
is also important in terms of well-being at work. Having clear and achievable
goals can help employees to feel greater satisfaction, whilst goals that offer
a sense of completing a whole task seem to be particularly satisfying in
terms of achievement and progression. Because of the importance of clarity
and viability in goal-setting, and the benefits of self-determined, as well as
manager-generated goals, we recommend that goal-setting is an exercise that
employees and managers complete together. We suggest that this should
involve discussing and agreeing clear, achievable goals, and fostering a
feeling of commitment to them. Because formulating goals that are either too
challenging, or not challenging enough has also been shown to be detrimental
to employee well-being, we recommend regularly monitoring and evaluating
progress towards goals, and re-evaluating them where necessary.
Case study: Achievable jobs
Zappos has taken a formal approach to this, establishing its own ‘Goal Development
Department’, which is designed to help employees to set professional or personal 30-day
goals. Personal goals are included within the remit because Zappos believes that having
and achieving goals is beneficial to employees, irrespective of whether or not the content
of the goal is directly beneficial to the organisation. A goals coach helps employees
to formulate appropriate goals and monitor progress towards them, and, importantly, a
recognition lunch is held to celebrate the success of the individuals who achieve their goals.
5.2.2 Management system

Getting the management system right is critical to the success of any
organisation. In order to thrive, people need to receive regular and constructive
feedback so that they learn and develop in their roles. The evidence shows
that employees, who feel trusted within a well-managed organisation where
managers also receive feedback, are likely to experience higher levels
of well-being.
Feedback
Receiving direct and clear information relating to one’s performance is
positively related to well-being at work. In a small-scale study of the predictors
of job satisfaction amongst nurses in Australia, Chaboyer et al. find that, of all
workplace features examined, receiving this type of feedback is the strongest
predictor of job satisfaction.117 Hackman and Oldham analysed data from 658
individuals in 62 different job roles across 7 organisations and found that good
quality feedback has a moderate meta-analytic correlation with well-being,
motivation, job satisfaction, and satisfaction with progress at work.118 Warr cites
several reviews and meta-analyses which show moderate to strong meta-
analytic correlations between feedback and well-being at work.119 Spreitzer
and Porath, in a 2012 article for the Harvard Business Review, also point to
the importance of feedback for employee well-being (in their case referring
specifically to ‘thriving’, a way of describing eudaimonic well-being).120
It is necessary to monitor the amount of feedback that is given. Warr warns

that there are negative correlations between levels of feedback and job-related
emotional exhaustion; for example, if an inadequate amount of feedback is
given, an employee may enter a state of uncertainty about their performance,
which can result in excessive stress, and emotional strain.121 This finding is
particularly relevant for more senior employees who are in control of arranging
to receive their own feedback. Warr also notes work by Ilgen et al. which points
to the possible harmful effects of very high levels of feedback, in light of the
associations between this and loss of personal control.122 Spreitzer and Porath
also suggest that there may be a negative effect on well-being where too
much feedback is received.123
Explanations for the importance of feedback for employee well-being point to

the way in which feedback is necessary in order to maintain personal control
in a situation, and to inform people of the progress that they are making in-
line with expectations upon them.124 In turn, the importance of control (or
autonomy) can be understood with reference to Self Determination Theory –
which posits that there is a universal psychological need for autonomy.
Feedback: Possible implications for management practices

The evidence suggests that making regular feedback available to all members
of staff is conducive to job satisfaction, perhaps because it enables people
to evaluate their own performance, and take control of their progress at work.
Because of the evidence showing that too little or too much feedback can be
detrimental in terms of well-being, we recommend monitoring the frequency
with which feedback is given. It is likely to be useful to intersperse formal
appraisals with more casual ‘check-ins’ with staff members, in order to give
employees a sense of personal control, but with an opportunity to catch any
issues as they arise. One way to gauge whether an appropriate amount of
feedback is being given would be to encourage a two-way process of feedback,
where employees have an opportunity to review their managers’ style. This
would appear to be a sensible measure, since employees with different
personalities and different levels of experience are likely to benefit from different
approaches to giving feedback. Depending on the dynamic of the organisation,
it might be necessary to formalise this in a process where staff comments are
officially recorded and seriously considered for action by managers in order to
encourage employees to be open and candid, but also fair.
Anonymous ‘360 evaluations’ submitted by a selected number of staff who

interact professionally with the employee could offer another opportunity
for employees to gain more rounded feedback about their impact on the
organisation as a whole. This type of multi-directional feedback also presents
a good opportunity for employees to provide feedback on their managers
more candidly.
Managers’ behaviour
Managers’ behaviour represents another element of management systems
which has a clear impact on individuals’ well-being at work. Numerous studies
cited by Warr demonstrate moderate to strong correlations and meta-analytic
correlations between positive manager behaviour and various measures of
employee well-being.125 Positive manager behaviour is defined by Warr as
including willingness to listen to staff, showing support, respect and concern
for staff welfare, and a tendency to express appreciation for employees
work well done. In these studies, the strongest correlations are between
measures of positive manager behaviour and aspects of well-being which are
closely conceptually linked (such as satisfaction with supervision), and the
weaker correlations are between measures of positive manager behaviour
and aspects of well-being that are relatively conceptually distant (such
as satisfaction with pay), while moderate correlations tend to be between
measures of positive manager behaviour and overall job satisfaction.126 Warr
also cites several studies which show a negative association between poor
manager behaviour and overall job satisfaction. He defines poor manager
behaviour as including favouritism, belittling subordinates, forcing conflicts to a
resolution, discouraging initiative and unfair punishment.127
In the 1980s, many researchers turned their attention away from ‘considerate’
manager behaviour (i.e. taking employees’ feelings into account), and focused
instead on ‘transformational’ manager behaviour (i.e. behaviour that is deemed
inspirational, motivating, stimulating, or charismatic) and ‘transactional’
manager behaviour (i.e. making rewards contingent on performance and
taking corrective action in anticipation of likely performance). These studies
show transformational management styles hold stronger correlations with

employee satisfaction with leadership and overall job satisfaction than
transactional management styles do.128
Managers’ behaviour: Possible implications for management practices

The evidence described above also demonstrates that the impact of
managers’ behaviour with regard to staff well-being can be significant.
Because individuals sometimes reach management positions based not on
their experience or skill as managers, but rather, based on their knowledge
or expertise in a certain role, managers may benefit from training in how best
to manage people, which may in turn improve the well-being of the staff
they manage. The evidence suggests that managers who aim to inspire and
motivate their staff, rather than reward staff based on their performance are
more likely to encourage employee satisfaction; therefore, we recommend
investing in training towards transformational-based, rather than transactional-
based styles for managers.
Case study: Managers’ behaviour
Google (voted first in Fortune’s ‘Best Companies to Work For, 2012’), has applied a data-
driven approach to understanding how best to train its managers. Google gathered data
from managers’ performance reviews, feedback surveys, and award nominations, and
then performed analysis of keywords and phrases from the data in order to assess what
makes a good manager. Google then used the data to produce a document entitled
‘Eight Habits of Highly Effective Google Managers’, which is now used in its management
training programme. Although keyword analysis is one of Google’s areas of expertise and
may not be feasible for all organisations, any rigorous approach to understanding how
those being managed view the performance of their managers is likely to be a useful tool
to improve managers’ behaviour, and help employees to feel greater satisfaction at work.
Organisational management
Several authors have also commented on the importance of the quality
of organisational management with respect to enabling well-being-
enhancing features to be implemented in the workplace.129,130 Organisational
management is the management of the organisation as a whole, rather
than the impact of individual managers, entailing the organisation of human,
physical, and financial resources in order to achieve organisational goals.
Studies by Bloom and van Reenen131 and Bloom et al.132 support this, showing
that the association between work-life balance and productivity disappears
after controlling for organisational management quality, which points to the
importance played by organisational management quality in this relationship.
Warr cites several studies which demonstrate some contradiction in the

evidence regarding the impact of specific management approaches in terms
of employee well-being.133 For example, Yue et al. argue that Total Quality
Management practices, which involve all employees being empowered to
contribute to the management of the organisation in order to encourage
dedication to organisational outcomes, is associated with job satisfaction –
though the evidence cited lacks detail.134 A study by Mohr and Zoghi finds
that High Involvement Work Practices – which encourage active participation
of employees via self-managed teams, problem-solving groups and organised
employee-manager information sharing – are positively associated with

job satisfaction; however, their sample is subject to self-selection bias.135 A
study by Kivimaki et al. finds that job satisfaction is actually lower in the Total
Quality Management workplaces than in the non-Total Quality Management
workplaces.136. Warr notes that some of this conflict may arise as a result of
different interpretations of elements of organisational management, such
as ‘flexible working hours’, which may refer to overtime (and the associated
‘negative effects on the stress, sleep, and the social and mental well-being of
the workers137) rather than genuine flexibility for employees.
An explanation for the importance of positive management at a personal and

organisational level may derive from Self Determination Theory and its central
tenet that there is a universal psychological need for (positive) relatedness and
in particular, the need for good relationships with other people.
Organisational management: Possible implications for management practices

The evidence shows that organisational management plays an important
role in well-being at work; however, a lack of rigorous research in this area
and possible contradiction over the terminology used to refer to different
approaches to organisational management means that we are unable to draw
any concrete conclusions regarding best practice in this area.
5.2.3 Work environment

Another aspect of the organisational system – the atmosphere and design
of workplaces – not only steers employees to behave in certain ways, it also
affects how employees feel. The location and physical surroundings, as well as
the organisational culture and values, can all support, or undermine well-being
at work.
Here, we use physical conditions of work as an umbrella term to encompass

the materials and resources available to employees while doing their jobs,
as well as the physical security afforded to them. In turn, the concept of
physical security in a job setting refers to the absence of workplace danger,
ergonomically adequate equipment, safe levels of e.g. temperature and noise,
and adequate lighting and air quality.138
The evidence that physical conditions at work are significantly, positively

associated with employee well-being is clear. International research by Huang
and van de Vliert finds an association between working conditions (including
ventilation, temperature, etc.) and overall job satisfaction, controlling for many
other variables.139 A longitudinal (5-year) study by Kirjonen and Hanninen140
finds that improvements to working conditions are associated with increases in
well-being at work and beyond, also controlling for a range of other variables.
Other research by several authors cited by Warr demonstrates negative
correlations between poor physical conditions at work and well-being (using
hedonic, eudaimonic and evaluative definitions). A study by Sundstrom et
al.,141 and a review by McCoy and Evans142 also shows a weak to moderate
negative meta-analytic correlation between physical deficiencies at work and
employee satisfaction.143 Robertson and Cooper’s work also supports this,
including ‘resources’ (the physical objects required to do ones job) within the six
‘key workplace factors’ in their ASSET model associated with well-being.144
Work environment: Possible implications for management practices

The evidence concerning the importance of physical conditions at work for
employee well-being suggests that organisational management systems
and practices should be geared towards ensuring that, as a minimum, the
workplace is physically safe and furnished with the physical resources and
materials necessary for employees to do their jobs effectively.
Case study: Work environment
Nuffield Health paid a great deal of attention to work environment during the relocation
of its support centre. It employed a workplace consultancy in order to help reflect its
culture of well-being in the work environment. The new support centre includes an onsite
fitness and well-being centre, dedicated clinical and relaxation rooms, a bespoke learning
and development academy, and a modern well-being café with a series of breakout
points encouraging employees to share initiatives and ideas on a regular basis. A sense
of heritage within the organisation has also been encouraged through a ‘living wall’ of
images that portray the history and some of the characters of the organisation.
5.2.4 Social value

Increasingly, employees want to work for an organisation that creates social,
as well as financial, value. An organisation’s corporate and social responsibility
can become an internal asset, as well as an external one, in terms of staff
retention and motivation.
The social value of work refers to the value attached to particular job roles
within societies. Social values are – perhaps more than other characteristics
– open to subjective interpretation, i.e. whilst one person may believe a
particular job has high social value, another may consider the same job to
be of relatively low social value. It is also acknowledged that for employees
doing jobs that are widely interpreted as being of low social value, it may be
important to find worth in what they are doing and psychologically ‘transform
the meaning of stigmatised work’ from negative to positive.145
Longitudinal, cross-sectional and review studies carried out from the 1960s
until the current decade have found positive correlations between the
perceived social value of a job and level of job satisfaction. Several authors
have found weak meta-analytic correlations between the extent to which jobs
have a substantial impact on the lives or work of other people, and overall
job satisfaction.146
Social value: Possible implications for management practices

The evidence shows that people experience higher job satisfaction when
they feel that they work for an organisation that has a positive social impact.
As such, we recommend that organisations emphasise the social benefits
that they provide, whether through company newsletters, at team-building
events, or at annual meetings. Where organisations produce only weak social
benefits, or where the activities of the organisation are perceived to be socially
detrimental, arranging programmes that create social benefits may help to
improve employees’ levels of job satisfaction. Because employees’ subjective
views of the social value created by their organisation are partly shaped by
their perception of how outsiders view the organisation, doing charitable work
that is highly visible, such as community work, appears to be an important part

of creating a sense of social value.
Case study: Social value
The restaurant chain, TGI Friday’s (voted third in The Sunday Times ‘Best 100 Companies
to Work For 2013’) seems to understand the importance of its employees’ perception of
the social values of the organisation.147 In response to this need, it has developed a social
responsibility charter, which includes holding VIP family days and fund-raising events with its
staff in order to raise money for charities, as well as donating 15 per cent of the profits from
sales of its Children’s Menu to a children’s charity. It also donates redundant cutlery and
glasses to Oxfam, and gives unsold food to community food networks.
5.3 Functioning at work

Functioning at work is about whether the things that employees do in their
day-to-day work create positive interactions with their surroundings and helps
them to meet their basic psychological needs. It includes whether they feel
they can express themselves, use their strengths, and have a sense of control
over their work.
5.3.1 Use of strengths and feeling a sense of progress

When employees feel that their position at work is suited to their capabilities
and desires and that they can make use of their strengths, the evidence shows
that they are happier and less likely to suffer from stress; while opportunities to
learn new skills not only help employees to feel a sense of achievement, but
also stimulate innovation.
A study by Harter and Arora that analyses Gallup World Poll data from seven
regions of the globe shows that when employees perceive that their job
matches their skills and desires, a ‘ remarkably consistent’ relationship with
well-being exists.148 Harter and Arora conclude that this perceived match ‘is
associated with higher life evaluation, more positive daily experiences, and
less negative daily experiences, in every region [of the world]’, even when
controlling for the number of hours worked.149 Xie and Johns150 find that
individuals who perceive their jobs to match their skills tend to report lower
levels of stress. Similarly, the effect of skill-use with regard to well-being is
found to be more substantial than any other job characteristic,151 and self-
reported skill-underutilisation is found to be associated with low overall job
satisfaction, even after controlling for a wide range of job and demographic
characteristics.152 McKee-Ryan and Harvey also note the negative impacts of
skill-underutilisation on overall job satisfaction.153
With respect to opportunities to develop new skills, there is some evidence of

a strong, positive relationship between this job feature and various wellbeing
measures. For example, research reported by Wilson et al. finds a strong
positive correlation between perceptions of opportunities to update skills
and job satisfaction.154 In Patterson et al.’s study of 42 companies, a strong
correlation between perceptions of the extent to which a company focuses on
staff development and job satisfaction is shown.155 It should be noted that this
feature is closely related to goals and career outlook and progression, and may
be partly dependent on these factors when explaining well-being effects.156
The benefit of having the opportunity to do what you do best every day may
be understood with reference to the strengths theory from within positive
psychology, which holds that people will increase their positive subjective
experiences through identifying and building on their strengths rather than
identifying and trying to correct their weaknesses.157,158 The importance of skill-
use is explained in the literature by the intrinsic, personal value of using one’s
skills, as well as laboratory research into problem solving, which concludes
that given the chance, ‘people like to undertake moderately difficult tasks,
where they can apply their skills in the search for goal attainment’.159 Self
Determination Theory can also be brought to bear here; as well as stressing
the need for autonomy, it points to the universal psychological need for
competence, which could be understood as a precursor to skill-use.
Use of strengths and feeling a sense of progress: Possible implications for

management practices
The evidence cited above shows a strong positive association between
perceiving oneself as possessing skills that are relevant to one’s job, and
having an opportunity to use those skills on the one hand, and experiencing
greater job satisfaction and lower levels of stress on the other. This suggests
implications in terms of organisations’ hiring and training processes. It would
appear to be advantageous, in terms of well-being, to hire candidates
who will have the opportunity to make the best use of the skills that they
already possess, as well as meeting the requirements of the role, rather
than employing over-skilled staff who may experience dissatisfaction, or
under-skilled staff who may experience high levels of stress. Since finding
an applicant who perfectly fits the requirements of a job description can be
difficult, organisations may be more successful at hiring, and retaining, happy,
healthy staff by tailoring job roles based on the attributes of the applicants.
This process is also likely to entail providing support and appropriate training
where an applicant lacks a certain skill.
On an ongoing basis, the feedback process – discussed earlier in this report

– presents an opportunity to enhance and maintain feelings of job satisfaction
and resilience to stress. Feedback that recognises and praises the strengths
of employees, and provides opportunities for training staff or adapting their
roles so that perceived skill match and skill use are maintained, may present
another opportunity to maintain well-being at work. This process might also
include discussing any latent skills that individuals possess.
Giving employees opportunities to develop their skills and encouraging them

to progress their careers within an organisation also appears to be important
in terms of fostering happiness and satisfaction at work. By making a range
of progression pathways available, organisations will be better positioned
to offer their staff progression opportunities that fit well with different
individuals’ strengths.
Case study: Use of strengths and feeling a sense of progress
Online white goods retailer, DRL (fifth and fourth in The Sunday Times ‘Best Companies to
Work For’ in 2012 and 2013, respectively), recognises the value in nurturing the skills held
by its staff and helping them to develop.160 It has adopted the statement, ‘To be the best
at what we do, we need people who are the best at what they do’, which it applies to its
careers programme, through which DRL pledges to coach and train people in their areas
of specialisation – cultivating the talent that already lies within the business, and thereby
offering employees an opportunity to progress and develop.
5.3.2 Sense of control

When employees are able to organise their own work, apply their own
ideas and influence decisions around them, they are better able to show
how capable they are. Having control at work is closely related to the concept
of autonomy at work, defined by Hackman and Oldham as ‘the degree to
which the job provides substantial freedom, independence and discretion to
the individual in scheduling the work and in determining the procedures to
be used in carrying it out.’161 Control can be measured in various ways,
but one of the most common is subjective measurement of, for example,
employees’ potential to control the tasks they do and their conduct during
the working day.162
The evidence base supports the view that a degree of control or autonomy
in one’s job is positively associated with well-being with respect to job
satisfaction. For example, Loher et al., in their meta-analysis of 28 studies
covering over 15,000 respondents, found a moderate meta-analytic correlation
between job autonomy and overall job satisfaction. 163 De Jonge et al.’s
study of job satisfaction and employee-reported control finds a significant
association between these factors,164 and Spector et al., in their research into
job satisfaction and control report a moderate correlation between them.165
These associations remain strong after controlling for other relevant factors,
such as employees’ educational qualifications.166 In a summary of research
into the drivers of well-being at work, Spreitzer and Porath167 describe the
positive effect that decision-making discretion has on thriving at work, though
few specific details concerning the studies that form their evidence base are
cited in their study.
Robertson and Cooper describe how important control is with respect to well-
being at work.168 Indeed, control is one of their six ‘essentials’ for workplace
well-being. They also cite a study by Podsakoff et al., which includes a meta-
analysis of 150 independent research samples and an understanding of lack
of control as a hindrance pressure at work – i.e. a form of pressure that has a
detrimental impact on an individual’s ability to do their job.169 In their analysis
of the link between hindrance pressures and job satisfaction, Podsakoff et al.
find a strong negative meta-analytic correlation between hindrance pressures
– of which lack of control is a part – and job satisfaction.
Hackman and Oldham’s Job Characteristics Model of 1976 demonstrates how

autonomy (one of the five characteristics in their model, which also includes
skill variety, task identity, task significance, and feedback) has an impact on
psychological states, motivation, satisfaction, and performance.170 In their study
of 658 employees doing 62 different jobs in 7 organisations (including a mix
of blue collar workers, white collar workers and professionals, and urban and
rural dwellers), Hackman and Oldham find moderate to strong meta-analytic
correlations between autonomy and general satisfaction.171
It is difficult to judge the impact of having too much control on well-being at

work, possibly because testing this would require a relatively large number
of people exercising high levels of control, and such numbers are unlikely to
be found in typical research samples.172 However, there is some evidence of
an asymmetric curvilinear relationship, which suggests that low job control
is associated with the greatest unhappiness, that there is a levelling off of
well-being benefits at moderately high levels of control and a downturn in
well-being levels at the highest levels. For example, van Dijkhuizen finds that
whilst low participation in job decisions is related to job dissatisfaction, and
an increase in participation in job decisions up to a certain point is related
to increased satisfaction, the highest level of participation in job decisions is
related to an increase in job dissatisfaction.173 Robertson and Cooper also
point to the detrimental effects on well-being of having either not enough or
too much control.174 Warr argues that whether job control is related to well-
being in a linear or non-linear manner depends on which aspect of well-being
is measured, and whether the measures are of job satisfaction or overall life
satisfaction.175 In short, research results are mixed in terms of whether there
is an ‘additional decrement’ effect associated with high levels of control,
partly because different measures are used and partly because sample
sizes are small.
Explanations for the importance of control with respect to well-being at work

refer to psychological research and evolutionary theory. In psychology, research
within a number of different areas has re-iterated the significance of having
some degree of personal control over aspects of one’s environment – in
particular in negative situations. It has also been noted that in evolutionary
terms, not having the ability to ‘control aversive situations reduces the
probability of survival for oneself and one’s offspring, as well as being
experienced as unwanted and unpleasant’.176 The importance of control
in terms of well-being at work can be understood with reference to Self
Determination Theory (Box C), which holds that autonomy is a key, universal
psychological need.
Sense of control: Possible implications for management practices

The evidence of the link between control at work and job satisfaction suggests
that it is important to afford and encourage individuals to exercise control in
carrying out their roles. Implementing this is likely to require additional effort
and trust from managers and supervisors – who may need to take the time to
explain employees’ responsibilities to their staff, as well as the reasons for the
importance of the decisions that the employees are required to make, and to
be available to offer support and guidance in their staff members’ decision-
making. But the potential benefits in terms of job satisfaction appear to be
significant, and if implemented well, this could ultimately free up some time
for managers. It may be beneficial to work at building trust between managers
and staff in order to successfully distribute control amongst individuals. This
might take the form of setting up daily, weekly, or monthly meetings between
supervisors and staff to discuss tasks and arrange times to catch up on
progress. As well as being given responsibility for their own roles, giving
employees a say in wider matters involving how the organisation is run, by

requesting and seriously considering feedback, might also help to foster
feelings of autonomy and control amongst staff, and thereby increase well-
being at work.
Case study: Sense of control
Internet consultancy, Cloudreach (voted first place in The Sunday Times ‘100 Best Small
Companies’ 2013), has helped its staff to achieve a sense of control and autonomy in part
by asking the staff to produce their own set of company values.177 The values produced
by the staff differed considerably from the set originally drafted by the management team,
but the company values formulated by the staff were viewed to more accurately reflect
the needs of the organisation and have been adopted as the set of company values that
Cloudreach ‘wholeheartedly endorses and… lives and dies by’.
5.3.3 Work relationships

Good working relationships support cooperation, collaboration, and higher
performance, and help to create a good working environment. Measures of the
quality of social relationships at work focus on perceptions of various aspects
of social interaction including ‘contact with others’, ‘trust’, ‘social support’ and
‘social interaction’.178
A study by Clark shows that work relationships are important to the majority of
people.179 Using data from 1989, 1997, and 2005 from the International Social
Survey Programme, he finds that the percentage of people ranking good
relations at work as ‘very important’ in terms of what they value in a job ranges
from 65 per cent to 69 per cent. Work relationships are also one of the six
‘key workplace factors’ in Robertson and Cooper’s ASSET model of workplace
well-being and are associated with a sense of purpose and positive emotions,
which in turn generate employee satisfaction, morale and motivation.180
The evidence on the association between positive social interaction at work

and well-being shows a strong connection, consistent with evidence in the
broader well-being literature, of the importance of good social relationships
to well-being.181 (Stoll et al., 2012). Numerous studies, including reviews and
meta-analyses cited in Warr, show associations between various measures
of social relationships and hedonic, eudaimonic, and evaluative measures of
well-being at work – even after controlling for other variables.182 In a small-
scale study of the predictors of job satisfaction amongst nurses in Australia,
Chaboyer et al. find that cohesion amongst nurses and collaboration with
medical staff is positively associated with job satisfaction.183
Research in this area also explores the negative effects on well-being of poor
social relationships at work, for example, looking at low levels of social support,
conflict, hostility and abuse. Various studies cited by Warr find that various
aspects of poor social relationships are negatively associated with hedonic,
eudaimonic and evaluative well-being.184 Penney and Spector cite significant
negative associations between low-quality relationships at work and
job satisfaction.
A particularly compelling finding in this area comes from studies completed

by Helliwell and Huang in 2009 and 2011, which (using data from the USA
and Canada) find that the impact of having a manager that one perceives
to be trustworthy, has a greater impact in terms of both job and overall life
satisfaction than increasing income.185,186
There is limited research into the possibility that very high levels of social
interaction at work can have negative effects on well-being; however, studies
by Rice et al.187 and de Jonge et al.188 have explored this and find that well-
being with respect to social relationships at work is lowest at very high and
very low levels of social interaction.189
Explanations into the importance of social relationships at work with reference

to employee well-being point again to Self Determination Theory and its
observation that there is a universal psychological need for relatedness.
Work relationships: Possible implications for management practices

The evidence in this section shows that having good work relationships is
very important in terms of job satisfaction. Trust in management can have a
greater positive impact on job satisfaction, and indeed life satisfaction, than
that of income. Therefore, we recommend that employers take this aspect of
functioning at work seriously, and view it as a formidable opportunity to foster
positive emotions, such as satisfaction, morale, and motivation.
Prioritising time and opportunities to enhance colleagues’ relationships is

likely to be strongly beneficial in terms of job satisfaction. This might involve
encouraging staff to work together on projects, discuss ideas or share skills.
In addition, taking part in social activities at company away days, parties, and
other informal socialising can provide opportunities for staff to get to know one
another in a more relaxed environment.
Case study: Work relationships
Online white goods retailer, DRL (fifth and fourth in The Sunday Times ‘Best Companies
to Work For’ 2012 and 2013,190 respectively) recognises the importance of having good
work relationships, encouraging social relationships amongst its staff by offering to pay
50 per cent of the cost for activities ranging from scuba diving to cookery classes for its
employees, as long as five members of staff take part in the activity together.
Employees’ trust in their managers is a particularly powerful aspect of

enhancing (or damaging) job and even life satisfaction. Finding opportunities
to promote such trust therefore warrants close attention.
Case study: Work relationships
Car retailer, The Sytner Group (third and fifth in The Sunday Times ‘25 Best Big
Companies’ in 2012 and 2013,191 respectively) adopts an ethos of developing good
working relationships between managers and staff, which includes encouraging managers
to operate an ‘open door policy’, whereby they listen to team members, welcoming
individuals’ contributions and suggestions. In feedback collected from Sytner employees
by an independent agency, Sytner staff emphasised their appreciation of this policy.
5.4 Experience of work

Experience of work is about how employees feel in their day-to-day working
lives. This concept explores the stresses and frustrations of work, how happy and
engaged individuals feel in their jobs, as well how worthwhile they find them.
5.4.1 Positive and negative feelings

Experiencing positive feelings at work contributes to one of the positive
feedback loops identified in the dynamic model of well-being at work, where a
positive experience of work feeds into the quality of one’s personal resources,
which then feeds into the rest of the model.
Positive feelings in general appear to present a range of advantages to

employees. The ‘broaden and build’ theory posited by Fredrickson argues
that positive emotions help individuals to broaden their thoughts, which
can induce more creativity, flexibility, and paying more attention, resulting in
greater psychological resources including resilience, coping, physical abilities,
emotional intelligence, social skills, and self-mastery.192 In their study of
business teams, Fredrickson and Losada coded the language used in team
meetings, noting occurrences of positive (i.e. showing support, encouragement,
appreciation) and negative ‘utterances’ (i.e. showing disapproval, sarcasm
or cynicism).193 They found that the greater the ratio of positive to negative
utterances, the better that team performed in terms of profitability, customer
satisfaction, and evaluations by superiors, peers, and subordinates.
Stresses and frustrations are, however, an inevitable part of our working lives.
Of course, at times employees are faced with deadlines or are required to
do uninteresting tasks, but when negative feelings are more frequently and
persistently experienced than positive feelings, they can prevent people from
performing at their best.
The negative impact of stressful and frustrating, unachievable work in terms of

well-being has been shown to have a negative impact on well-being in the job
design section of this report’s discussion on organisational systems.
A further aspect of negative feelings at work – boring work, as a result of lack

of variety or over-simplified tasks – also plays a key role in shaping well-being.
Variety can be understood as ‘variation in the conditions to which a person is

exposed and in the activities he or she is required to perform’.194 The evidence
for the relationship between variety and well-being at work is extensive. Warr
cites several studies which point to an association between low variety at
work and unhappiness or low levels of job satisfaction, as well as a number of
studies which cite positive correlations between variety and job satisfaction.195
Chaboyer et al., in their small-scale study of the predictors of job satisfaction
within the nursing profession in Australia, also find a positive association
between variety and job satisfaction after controlling for other factors.196
Helliwell & Huang, in their two-country, three-survey study of well-being and
trust in the workplace, find that jobs which entail variety are associated with
significantly higher life satisfaction.197
In addition to having variety in the tasks that one completes, the complexity
of the tasks themselves also plays a role in terms of experiences at work.
Hackman and Oldham find a moderate meta-analytic correlation between
the skill variety required for different tasks at work and general satisfaction.198
Meanwhile, a qualitative and quantitative review by Judge et al.199 states that
research ‘indicates that the satisfaction-performance correlation is substantially
stronger in high-complexity jobs than in low complexity jobs (p388).
According to Warr, it is not possible to make evidence-based claims

concerning the effects that too much variety and complexity within a job have
on well-being, because there is such a small body of evidence regarding
extensive variety at work.200
Explanations for the importance of variety refer to the way that low variety is
experienced as both unpleasant in itself and associated with other negative
environmental characteristics such as low levels of control and skill-use,
discussed earlier in this report.201
Positive and negative feelings: Possible implications for management practices

Because the impact of experiencing positive feelings at work feeds into a
reinforcing loop within the dynamic model of well-being at work, the benefit of
encouraging positive feelings is potentially strong. We recommend attempting
to foster positive feelings by placing emphasis on the positive aspects of
an organisation. This might be achieved by recognising and celebrating
achievements, praising effort as well as results, and adopting an optimistic
and positive tone within the organisation that encourages positive interactions
between staff.
In addition, the benefit of having roles which entail variety in the tasks
performed has implications in terms of preventing staff from experiencing
negative feelings of boredom, and increasing job satisfaction. This facet of
well-being at work can be considered to be an element of job design, which
should be considered when creating roles, and discussed with employees
during feedback sessions regarding their experience of work.
6. Key findings
During the research carried out for this report,

the evidence has shown that different features of
individuals’ working lives have varying degrees of
influence over different aspects of well-being – from
increasing individuals’ feelings of having a sense
of purpose, to promoting greater experiences of
positive emotions, morale, motivation, overall job
satisfaction, and even life satisfaction. This section
of the report summarises the key findings from our
research regarding the strongest evidence behind
well-being at work.
6.1 The key features which contribute to well-being at work

The main aspects of individuals’ working lives and their implications in terms
of best practise to foster well-being at work are summarised below, structured
according to the dynamic model of well-being. The sub-section included in
brackets after each sub-heading indicates where in the report the findings are
discussed in more detail.
6.1.1 Personal resources

Health and vitality (5.1.1)
There is evidence that self-assessed health, presence of illnesses, and mental
health all affect subjective well-being, sometimes very strongly. Numerous
studies demonstrate a strong positive association between physical activity,
particularly regular physical activity, and well-being outcomes, including mood,
mental well-being, life satisfaction and subjective well-being. What’s more,
some of those studies have shown that such benefits are sustained over time.
The evidence also shows that healthy eating is associated with improved
subjective well-being, while the role of sleep and vitality has a particularly
important role in the dynamic model of well-being, with sleeping problems
associated with a range of negative impacts, including lower life satisfaction,
lower levels of positive emotion, and higher levels of negative emotion.
Recommendations in terms of best practice

yy Encourage an ethos of taking regular physical activity at work, and provide
infrastructure and opportunities that make it easy for staff to incorporate
physical activity and healthy eating into their work lives.
yy Avoid a culture of overwork emerging and offer staff the flexibility necessary
to achieve a good work-life balance in order to promote vitality at work.
Work-life balance (5.1.2)

Having a poor work-life balance has been shown to be one of the greatest
predictors of stress at work. The evidence largely supports the view that well-
being increases with hours worked up to an upper-threshold of 35–55 hours
per week throughout the developed world. Meanwhile, the lower threshold of
desirable hours of work appears to be determined by individuals’ view of the
minimum number of hours that they would like to work, and how that is met in
practice.

yy Use conventional full-time hours without overtime as a framework
to start from when deciding working hours, as well as flexible
part-time arrangements.
yy Regularly discuss and re-evaluate working hours with employees to try

to match their actual to their desired working hours.
6.1.2 Organisational system

Job design
Fair pay (5.2.1)
Having jobs that are fairly paid is important, as income serves the dual
purpose of enabling individuals to meet material needs, and acts as a form
of recognition or status. Well-being appears to increase with absolute levels
of income; however, as income increases beyond a certain point, the size of
the related rise in well-being associated with increasing income becomes
smaller. As such, the greatest gains in terms of well-being tend to result from
increasing the incomes of the lowest-paid workers.
In terms of relative income levels, being a top earner in relation to others is

associated with having higher well-being, and being a lower earner in relation
to others is associated with having lower well-being; this effect persists
regardless of absolute levels of income, as long as the income is high enough
to satisfy fundamental needs.

yy Weight pay increases in favour of lower earners.
yy Implement a fair, visible pay-scale, with acceptable salary ratios.
yy Have pay-scales that are at least in-line with those advertised by other
organisations within the same industry, with any deviations from this
clearly justified.
Job security (5.2.1)

Job security is unambiguously shown to be important to employees and
associated with job satisfaction. Job insecurity in general appears to have a
greater negative impact on well-being than holding a temporary contract, but
holding a temporary contract is also associated with lower well-being.

yy Prioritise minimising job insecurity first, and then offer permanent, rather than
temporary, contracts wherever possible.
yy Any potential redundancies should be dealt with sensitively and very

carefully managed to enable employees to plan for the future.
yy Zero-hours contracts should be avoided.
Environmental clarity (5.2.1)

In terms of environmental clarity, sharing information and communicating well,
is shown to be positively associated with well-being. The evidence shows that
having an achievable job with clear goals is also related to job satisfaction
and morale, while having unclear goals is shown to be strongly negatively
correlated with job satisfaction. Goals that are based around a complete piece
of work seem to be particularly beneficial in terms of achieving a sense of
satisfaction and a sense of progression at work. However, having goals that
are too demanding or not demanding enough are shown to have a negative
effect on well-being.

yy Integrate evaluating and updating employees’ job roles into
regular appraisals.
yy Have clearly defined career progression pathways.
yy Employees and managers should discuss and agree upon clear, achievable
goals together, and regularly evaluate progress towards those goals.
Management system (5.2.2)

The evidence shows that receiving feedback is a strong predictor of job
satisfaction, and good quality feedback is positively correlated with several
aspects of well-being. Positive manager behaviour towards staff (including
willingness to listen to staff, show support, respect and concern for staff
welfare, a tendency to express appreciation for employees’ work well done)
is strongly correlated to various aspects of well-being – with transformational
approaches to leadership holding stronger correlations than transactional
ones. Having good quality organisational management is also important in
terms of well-being at work, though ambiguity over defining many of the
aspects involved in this has produced some inconclusive findings.

yy Regularly collect two-way feedback from staff, whereby employees are
evaluated by their managers, and employees review their managers.
yy Intersperse formal appraisals with more casual ‘check-ins’ to avoid feelings

of loss of personal control.
yy Provide training for managers, with inspirational and motivational

management styles favoured over transactional styles.
Work environment (5.2.3)

Having safe, danger-free, and comfortable physical conditions at work is
positively associated with well-being, whilst having poor physical conditions is
negatively correlated with job satisfaction.

yy Ensure that, as a minimum, the workplace is physically safe and furnished
with the physical resources and materials necessary for employees to do
their jobs effectively.
Social value (5.2.4)

There are positive correlations between perceived social value of a job and
level of job satisfaction.

yy Emphasise the social benefits that the organisation creates.
yy Where social benefits are weak, arrange programmes to create them.

Creating social benefits that are visible to outsiders, such as the local
community, is likely to be particularly beneficial.
6.1.3 Functioning at work

Use of strengths and feeling a sense of progress (5.3.1)
The evidence shows positive relationships between employees perceiving their
jobs as matching their skills and desires is associated with higher well-being,
as well as with lower stress. Skill-use is shown to have a substantial impact on
well-being, while skill-underutilisation is associated with low job satisfaction,
and opportunities to develop new skills are strongly associated with
job satisfaction.

yy Tailor job specifications to match the skills of new employees.
yy Provide support and training for any skill deficit a successful candidate
may have.
yy Recognise and praise the strengths of employees.
yy Provide opportunities for training, or to adapt roles so that perceived skill

match and skill use is maintained.
yy Offer opportunities to develop skills, and create career progression pathways

based on those qualities.
Sense of control (5.3.2)

The evidence shows that having a degree of control or autonomy at work
is positively associated with job satisfaction. Lack of personal control at
work can be detrimental to performance, which in turn negatively impacts
job satisfaction. Some findings suggest that too little or too much control
negatively affects well-being, though the evidence on this is mixed and in
some cases, inconclusive.

yy Managers should work to foster trusting relationships between themselves
and their employees, and support staff to exercise control over their
own roles.
yy Encourage employees to have a say in how the wider organisation is run by

requesting and seriously considering their feedback.
Work relationships (5.3.3)

The majority of people rank good relations at work as being very important
in terms of what they value in a job. Having good working relationships are
shown to be beneficial in terms of well-being, while poor social relationships
are shown to be negatively associated with well-being. Some compelling
findings show that for employees, having a manager who they perceive to
be trustworthy can have a greater impact on job and life satisfaction than
income does.

yy Prioritise time and opportunities to enhance co-workers’ relationships.
yy Encourage staff to work together on projects, discuss ideas, or share skills,

and to take part in social activities together.
6.1.4 Experience of work

Positive and negative feelings (5.4.1)
Experiencing positive (as opposed to negative) feelings at work has been
shown to have a positive, self-reinforcing impact on well-being at work, which
improves the performance of staff. Meanwhile, avoiding the negative feelings
associated with boring work by ensuring that staff experience variety with
regard to tasks performed – is positively associated with job satisfaction,
performance, and even life satisfaction.

yy Place emphasis on the positive aspects of an organisation by recognising
and celebrating achievements, and praising effort as well as results.
yy Adopt an optimistic and positive tone within the organisation that

encourages positive interactions between staff.
yy Create roles which entail variety.

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201. Ibid, p. 184.
This research was made possible by the generous support of
Written by: Karen Jeffrey, Sorcha Mahony,

Juliet Michaelson and Saamah Abdallah
Edited by: Mary Murphy
Designed by: www.danfarleydesign.co.uk
Cover image by: Ronny-André Bendiksen via flickr
New Economics Foundation

www.neweconomics.org
info@neweconomics.org Registered charity number 1055254
+44 (0)20 7820 6300 © February 2014 New Economics Foundation
@nef ISBN 978-1-908506-57-3

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What are the main benefits of focusing on employee well-being according to the report?

What are the main benefits of focusing on employee well-being according to the report?

What are the four main drivers of well-being at work discussed in the report?

What are the four main drivers of well-being at work discussed in the report?

Well-being at work

A review of the literature

We aim to improve quality of life by promoting

NEF Consulting is a social enterprise founded

For more information visit

Foreword from Nuffield Health 5

1. Introduction: About this report 8

2.1 Why is well-being receiving so much attention? 9

2.2 How do we understand well-being? 10

3. Our approach to this review 12

4. The benefits of focusing on employee well-being 14

4.1 What the evidence tells us 14

4.2 How is well-being at work different from

5. The drivers of well-being at work 16

5.1 Personal resources 16

5.2 Organisational system 22

5.3 Functioning at work 33

5.4 Experience of work 39

6.1 The key features which contribute to well-being at work 41

Foreword from Nuffield Health

There are few enlightened companies who

Nuffield Health regards itself as a thought leader in this area and so we

We are always looking to review current thinking and improve on current

Well-being plays a central role in creating flourishing

For decades, organisations have tried to foster these qualities through

yy strengthen their personal resources

yy function to the best of their abilities, both as individuals and in collaboration

yy have a positive overall experience of work

yy There is strong evidence of the positive association between good health

yy Getting the right work-life balance appears to be an effective way of avoiding

yy It may be possible to maximise overall organisational well-being using

yy It appears likely that organisations can adopt certain approaches towards

yy The importance of management behaviour in terms of well-being appears

yy By creating a safe working environment, as well as a sense of the social

yy By ensuring good levels of job-fit and skill-use, and by creating opportunities

yy By investing time in helping employees to take greater control over their

yy By taking steps to improve relationships at work – with a particular focus

We detail the evidence behind each of these conclusions throughout the

1. Introduction: About this report

This report presents the evidence-base of the drivers

Box A: The Happiness at Work Survey

Click here to try the Happiness at Work Survey or go to www.nef-consulting.co.uk/

Section 2 provides an introduction to well-being, describing why well-being

Section 4 describes what the evidence tells us about the benefits of

Section 6 summarises the key findings of this report and offers

In many respects, well-being represents an ultimate

2.1 Why is well-being receiving so much attention?

In addition, the robustness of subjective well-being measures has become

2.2 How do we understand well-being?

The hedonic aspect of well-being refers to people’s feelings or emotions,

NEF’s dynamic model of well-being (Figure 1) is based on empirical

We use a tailored version of the dynamic model to understand well-being

Figure 1. The dynamic model of well-being (adapted from Thompson and

External conditions Personal resources

Figure 2. The dynamic model of well-being at work