A STUDY ON THE RELATIONSHIP BETWEEN CORPORATE WELLNESS PROGRAMS AND EMPLOYEES STRESS, JOB SATISFACTION AND ABSENTEEISM

Dayang Nailul Munna Abang Abdullah, Azman Ali & Oon Yin Lee Faculty of Cognitive Sciences & Human Development Universiti Malaysia Sarawak 94300 Kota Samarahan, Sarawak, Malaysia Email: aanailul@fcs.unimas.my/munna53@yahoo.com, iazman@fcs.unimas.my ABSTRACT The objective of this study is to identify the relationship between corporate wellness programs and employees stress, job satisfaction and absenteeism. This study was conducted at one of the huge telecommunication companies in Malaysia. 150 respondents were selected as respondents of this study by using simple random sampling. All of them had attended the wellness programs provided by the company. A survey questionnaire was used for data collection. The research hypotheses were tested using Pearson Correlation Analysis. From the findings, it shows that the implementation of wellness programs help in reducing the impact of stress at the workplace. Besides, it could improve overall employee satisfaction, as well as help in reducing absenteeism. As conclusion, corporate wellness program is important in directing employees to concern with their health status, aware of the possible sickness, and tailored treatment for their health. The challenge now is to inculcate this activity as a culture within the employees so that they would have a positive perception towards wellness programs. Keywords: Wellness Programs, Stress, Job Satisfaction and Absenteeism INTRODUCTION The purpose of wellness program in an organizational context is to upgrade the competency of manpower by improving their health. Corporate wellness programs are long-term organizational activities designed to promote the adoption of organizational practices and personal behavior conducive to maintaining or improving employee physiological, mental, and social wellbeing (Wolfe and Parker, 1994, cited in Janice, 1997). Wellness program is beneficial health of manpower and it is applied to achieve health promotion in the workplace. According to Joint Committee on Health Education Terminology, health promotion is defined as the aggregate of all purposeful activities designed to improve personal and public health through a combination of strategies, including the competent implementation of behavior change strategies, health education, health protection measures, risk factor detection, health enhancement and health maintenance (Goliath, 2007). Hence, wellness program can be seen as a pre-program to take action in achieving health promotion among manpower at workplace. The inclination for wellness program in the global economy is verified when billions of dollar have been spent for employees health care purpose. In chartered Institute of Personnel and Development 2006 survey of absence management in UK, it reported that averages of 8 days per year are lost to sickness absence at a cost of 598 per employee

(CIPD, 2005). Minor illnesses are the cause of short-term absence, while stress-related absences are the cause of long-term absence among employees. Therefore, many organizations concern with employees well-being strategy by supporting wellness program in order to improve the physical and mental health of their workforce. A studies conducted by Chenoweth (1998) on employees at Steelcase, Ceridian, Du Pont, General Electric, General Motors, and Chrysler indicated that more than 50% of corporate health care costs are due to potentially modifiable (lifestyle) risk factors. Normally highrisk lifestyles employees have higher health core cost then employees with low-risk lifestyle. Health risks are including smoking, body weight, alcohol use, stress, mental health and physical health. According to Chenoweth (1998) again, health promotion is the best way to build a comprehensive health management framework to create a healthier and more productive workforce. According to Penang Motorola in-house clinic annual report, total visitation from March to December 2005 was 24490 cases (ASP, 2005). Among those cases, three chronic cases were Hypertension (stress), Diabetic Mellitus and also Thyroid (hormone) problems. Psychological burdens will influence physical health. From the analysis, most chronic cases are close related to employees lifestyle. With the existing of wellness program in year 2005, Motorolan absenteeism rate had been reduced 12% within six months (ASP, 2005). Therefore, wellness programs have been carried out actively in Motorola due to the effectiveness of wellness program in previous years results. With the understanding on the importance of wellness program, the most critical question often being asked is the effectiveness of the wellness programs. Several researchers have persistently trying to study and understand the contributions of wellness program that could benefit both employee and employer. Most of their studies focused on different group of individual characteristics, health care cost, wellness program variables, absenteeism rate, stress level, satisfaction and reflection from employees that could lead to effective health promotion at workplace. Bates (2006) stated that some researcher enforce that indirect cost of poor health i.e. absenteeism may be two or three time higher than the direct medical costs (Wellness Proposal, 2006). This means indirect cost due to low productivity is one of the major concerns of most of the employers. Chapman (1999), cited in Wellness Proposal (2006) found that worksite health promotion and wellness program can reduce sick leave by 27.8%, reduce health cost by 28.%, reduce disability costs by 33.5%, reduce workers compensation costs by 33.5% and save $5.50 in cost for every dollar invested. Some researchers have been attempting studies on how wellness program could play its key role. For example, according to Johnson & Johnson studies, he also indicated positive opportunity costs, business-unit-wide of health promotion programs (Fielding, 1994, cited in Janice, 1997). From his study, positive effects on wellness program were found on regular exercise participation, fitness levels, patients medical cost, employee satisfaction, smokers quit rates and on an indirect measure of productivity. Besides that, Connors found that some companies have enjoyed intangible benefits such as improved employee morale, health and productivity, employee attraction and retention, and improved image for corporations (Connors, 1992, cited in Janice, 1997).

One of the reasons employees could not perform well in their work is due to their health problem. Healthiness would directly influence a person physical and psychological ability to perform. Corporate wellness programs are important in directing employees to concern with their health status, aware of the possible sickness, and tailored treatment for their health. The challenge in human resource is to inculcate this ingredient within the employees to have a positive perception on wellness programs. Contributions of wellness programs on employees are seen as a return of labor cost by organization. Objectives of the Study The purpose of this study is to identify the relationship between corporate wellness programs with employees stress, job satisfaction and absenteeism. Significance of the Study This study is important for several reasons. Foremost, understanding the level of wellness programs that had been practiced in organization and the effects on employees are significant for organizations that depend on continuous improvement in wellness programs. In fact, without continuous improvement in upgrading and tailoring the wellness programs, organizations could hardly utilize these programs effectively. This is much more substantial for organizations that have spent a lot of effort in employees sickness treatment but do not savor effectiveness and benefic, unaware that pre-detection and prevention of sickness are major factors in health maintenance. Several factors had influenced effectiveness of wellness programs, this category involves everyone who plays a part in the provision of an influential context i.e. doctors, nurses, bleeders, lab scientists, clinic administrative, officers of Environment Health and Safety department, and also officers of Human Resource department. Secondly, some thoughtful ideas are expected to be presented to human resources professionals in this study. Stress, job satisfaction, and absenteeism among workforces are common issues in developing countries. However, to be competitive in the global market, it is very important to prepare our manpower for global challenges with their strong physical and mental support. Besides that, validation and extension of the previous research can be assisted with the result of this study to show various outcomes of the research. Result integration of previous studies is encouraged by most of the researchers in their summarization and recommendations. Those researchers recommend further research to justify diverse outcomes with various variables of the study. Participation of this study could generate more references for practitioners in corporate wellness program. Limitation of the study Several limitations are found in this research which mainly stems from feasibility constraints. Firstly, this study tested only the selected variables. There may be some other contextual contributions that would be influenced by wellness program such as insurants cost and job attitude. Therefore, the finding of this study might not be applicable to other organization, as the finding of other researchers on similar research topic might not be the

same with this research finding. Moreover, different organizations have organized different type of wellness programs. Thus, the design and implementation of wellness program might influence effects on employees in diverse way accordingly to their organization. Secondly, this study only involved executive employees. Finding of the study might be different due to different employment status. For example, engineers who have better compensation and benefit that are provided by the organization might have better job satisfaction than other employees. On the other hand, engineers might also have higher job stress than other employees due to the different workload. On the other hand, by using the literature review as basis, this study is proposed and established with presumption that the corporate wellness program is robust that the significant effects derived from the research could be a model for other organizations. As a result, the causal inference is limited by the correlative design of this study. Besides, selfreport nature of data collection with single-source biasness may lead to inadequate in analyzing the effects of wellness programs. Finally, respondents determinations may be affected by the recent wellness programs that they have involved which are against the objective of this study. LITERATURE REVIEW The Illness-Wellness Continuum Model, 1972 The relationship between Wellness and Treatment Paradigms is shown in this model. According to Figure 1.0, moving from the center to the left indicates an increasingly worsening state of health, while moving to the right from center shows improvement of health. Wellness is an approach to health that encompasses a process of awareness, education, and growth, where treatment is an approach to recover that encompasses a process of disability, symptoms, and signs. Applying wellness paradigm at any point on the continuum can move an individual to higher levels of health and wellbeing. Meanwhile, by using treatment paradigm can only move an individual until to the neutral point, where the symptoms of disease are alleviated. The wellness paradigm encourages an individual to move as far to the right as possible and work in harmony with treatment paradigm, but not replacing the treatment model on the left side of the continuum (Travis, 1972, cited in Eternity Medicine, 2007). Treatment is important when an individual is ill, but do not stop at the neutral point, continue improve his/her health condition is the aim of Wellness Paradigm.

Source: Travis, M.D. and Ryan, R. 1972, cited in Seek Wellness (2007). Wellness Models. http://www.seekwellness.com/wellness/articles/wellness_models.htm

Figure 1.0: Illness-Wellness Continuum Model The Iceberg Model This model considers a holistic wellness of a person from visible layer to hidden layers. National Wellness Institute stated that wellness as a holistic concept which is looking at the whole person, not just their blood pressure, body fat, exercise behavior or what a person had for lunch; but yet, it involves physical, social, emotional, occupational, spiritual, and intellectual (National Wellness Institute, 2007, cited in Employee Assistance and Wellness, 2007). From the Figure 2.0, the iceberg reveals only about one-tenth of their mass above the water, and remaining nine-tenths submerged. Illness and Health is only the tip of an iceberg. An individual health or illness can be detected, analyzed and treated, but whether the person can improve his/her health or prevent those illnesses from returning again, a holistic wellness of life should be considered. The Iceberg Model consists of four stages as follows: I. Physical health refers to the physical health profile analysis. A person will be judged solely by his/her genetics, physiology and chance exposure to toxins, viruses, and infections in this stage (Travis, 1988, cited in Mind and Body, 1998). This is the easiest stage to be detected compared to other stages. Wellness program like blood screening and body scanning can be used in this stage. Lifestyle level encountered a persons diet, exercise, relax from stress, and safeguard himself/herself from hazards around him/her (Travis, 1988, cited in Mind and Body, 1998). Destructive lifestyles are easier to follow rather than constructive. People feel powerless to change their habits in this case. Therefore, wellness program which can input knowledge and awareness like exercises, dieting management, stress management or occupational safety and health talks can also be used in this stage. Psychological beliefs level consists of a persons thoughts, feelings, attitudes and beliefs (Travis, 1988, cited in Mind and Body, 1998). This layer moves an individual

II.

III.

to lead the lifestyle he/she has chosen. Moreover, by exploring this level, an individual can become conscious of any ongoing psychological payoffs and cost to his/her physical and mental well-being based on early life experiences. Previous evaluation on effectiveness of wellness programs helps an individual to determine suitable ways for increasing physical and mental well-being. IV. Spirituality level which includes inner life, belief in a higher power and degree of acceptance, love of self and everything else in the unconscious mind that has no distinct boundaries ( Travis, 1988, cited in Mind and Body, 1998). This layer also concern on a persons life reasoning and the importance of a persons existence in his/her society circle. Besides, this layer is concerning with whether the previous layers are constructive, and determines whether the tip of the iceberg, representing a persons state of health, is one of disease or wellness.

Source: Travis, M.D. and Ryan, R. (1988), cited in Mind and Body (1998). The Newsletter for Health & Healing. http://www.thebodysoulconnection.com/Newsletter/issue6.html

Figure 2.0: The Iceberg Model Importance of Wellness Program Wellness program is seen as a way to stop the bleeding in health care costs (Long, 2007). Actually, implement employee wellness program create a win-win situation between employer and employees. Employers win with reduced tangible cost in the area of healthcare, disability, absenteeism, and workers compensation. Whereby, employees are benefited by learning how to lead a healthy lifestyle and how to be safe on job (Bates, 2006, cited in Wellness Proposal, 2006). Twenty-five percent of what you spend on health care every year is something we can change through wellness; the tools, the programs, that is whats going to affect your bottom line, said Dr Terry Fouts, senior vice president for Great-West Healthcare (Long, 2007). This means wellness program can assist a company to enjoy lower costs and greater financial savings, by retaining better employees without affecting human resource which has been seen as fundamental to a company. In addition, wellness program results in fewer injuries, less human error and harmonious work environment besides increases employees morale and retains key people,. Moreover, when employees know that their company is concerned about their health and wellness,

this would indirectly increase their loyalty and satisfaction. Additionally, according to Bates (2006), employee wellness program can result in economic saving in the following four areas (Wellness Proposal, 2006): Reduction in demand for medical services. Reduction in employee absenteeism. Reduction in on-the-job injuries and workers compensation costs. Reduction in disability costs.

In short, wellness program can be considered as an effective method for reducing employee related expenses and strengthening their personal relations within a company. Related Studies on Wellness Program Some studies conducted for several clusters of samples in diversifying areas and locations have verified the importance of wellness program. Each of the study intended to determine wellness program as a factor for some variables to influence employees behavior, employees health care cost, employees health risk, as well as employees outcome etc. In other words, wellness program influences employees contributions. There are several studies that turned out well in corroborating wellness program as an explanatory variable of employees stress, job satisfaction and absenteeism. Gibson and Myers (2006) indicated that exercise can protect individuals by enhancing the state of resistance to any stimulus, so that the individual is less susceptible to the effects of perceived stress The outcome of this research had indicated significant relationship between wellness program and perceived stress. Meanwhile, another research has shown that employees with improved morale are likely to be more productive and improved overall job satisfaction (Shinew and Crossley, 1988, cited in Janice, 1997). The validated importance of wellness program on job satisfaction had led to replication of further studies by other researcher. The Perrier Survey of Fitness found that those employees with a strong commitment to exercise will feel less tired, more relaxed, more self-confident and more productive (Shephard and Roy, 1997, cited in Public Health Agency of Canada, 2004). This survey showed that companies who concerned in fitness could influence employees health and performance. Following then, there was a study on how the problem of absenteeism could be reduced due to healthy and happy work environment. For instance, Johnson and Johnson was managed to reduce their absenteeism rate by 15 % within two years of introducing their wellness program (Human Resources Executive, 1993, cited in Dr Peters Principle Reveal, 2006). Absenteeism problems have been concerned seriously because study of McHugh (2001) proposed that absenteeism from work is representing an enormous cost for organizations and is cited as being indicative of deeply rooted organizational problems which are symptomatic of organizational ill health. The result of these studies supported that an appropriate wellness program has influenced employees stress, job satisfaction and absenteeism. Although significant of a study could

be different via different organizations, however advance studies in related topic are certainly persuasive in the argument in implementing employee wellness program. RESEARCH METHODOLOGY Population and Sample The population consists of all executive employees in the chosen telecommunication company. There are approximately 1000 employees from different units of organization. 150 respondents were selected as a sample of this study using simple random sampling method. Instrumentation In this study, self-administered questionnaire was used as an instrument for data collection. Basically, the items in the questionnaire were derived and adapted from the literature review. These questions were categorized into Section A, B, C and D. Section A was designed to obtain the information regarding the demographic characteristic of the respondents like age, gender, race, marital status, and job position. Meanwhile, Section B consists of statements on employees response to the wellness programs that had been carried out their company. Section C contains statements on the employees stress, job satisfaction and absenteeism. A Five- point rating scale ranged from Strongly Disagree with the value of one to Strongly Agree with the value of five was used in Section B and C. Section D had open-ended questions to ease the respondents opinion without framed choice. Respondents could decide to give opinion or not due to their willingness in these optional questions. This section was used to seek relevant insight that was pragmatic to be recommended. Pilot Test As a prior in conducting the actual data collection, a pilot test using the questionnaire on a few respondents (approximately 30 people) was necessary. This trail allowed testing the reliability and validity of the designed questionnaire to ensure that the survey questions were clearly phrased and would be easily answerable by members of the sample without ambiguous, unclear or misleading questions. Psychometric analysis method was used to determine the reliability and validity of the questionnaire.

Table 1.0: Pilot Test Result

Measure Wellness Program Stress Job Satisfaction Absenteeism

Loading 5 0.631 to 0.897 0.646 to 0.868 0.461 to 0.943 0.850 to 0.954 0.799

Test of Sphericity 45.279, p=.000 43.845, p=.000 11.796, p=.008 77.450, p=.000 3.758

Explained 75.166

Alpha 0.895

4 3 3

0.744 0.624 0.769

2.631 1.768 2.704

65.781 58.919 90.129

0.816 0.648 0.945

Table 1.0 presents the results of pilot test using psychometric test. The KMO score for each variable was more than 0.6. These variables were significant in Bartletts test of sphericity. All variables had Eigenvalues larger than 1. The items for each variable had factor loadings of 0.4 and above, indicating that it met the acceptable standard of validity analysis (Coakes and Steed, 2002). According to Nunally and Bernstein (1994), the result of reliability analysis showed that the value of Cronbach alpha met the acceptable standard of reliability analysis (between 0.648 and 0.945). Data Analysis The data collected through the questionnaires were analyzed using the Statistical Package for Social Sciences (SPSS) version 14.0. Two major approaches of data analyses being used were descriptive statistic and inferential statistic. FINDINGS AND DISCUSSION Respondents Age Group This study comprised of 150 respondents. Majority of them are between 22 to 27 years old (56%). The smallest representative age group is between 40 to 45 years old which constituted 3.2% (4). The company has more male respondents (62.4%) compared to female (37.6%) and majority of them are Chinese (81.6%). 71.8% of the respondents are not yet married.

Correlation Between Wellness Program and Stress, Job Satisfaction and Absenteeism Table 2.0: Means, standard deviations, and correlation between independent and dependent variables 9

Variables 1. 2. Stress Job Satisfaction

Mean 2.1984 3.7672

Std. Deviation .36797 .42601

Significant, p p= 0.03 p= 0.008

Pearson Correlation, r .252(*) .304(**)

Results

Ho1 Rejected Ho1 Rejected Ho1 Rejected

3.

Absenteeism

2.1249

.33057

p= 0.021

.232(*)

Note: ** Correlation is significant at the 0.01 level (1-tailed); * Correlation is significant at the 0.05 level (1-tailed).

Ho1: There is no significant relationship between wellness programs and employees stress. According to the Table 2.0, there was a significant relationship between wellness program and employees stress. Result from the finding showed that r = 0.252 and the level of significant, p = 0.03, where p< 0.05). The value shows that null hypothesis one (Ho1) was rejected. Therefore, wellness program and employees stress was significantly correlated. Anxious people might be more stressed at work, or frustrated and dissatisfied when things do not occur as expected (Spector, 1986, cited in Cunninghum et al, 2002). One of the characteristics in explaining the stress a person experiences could be the impact of stress on psychological well-being and health. Moreover, previous research had indicated that coronary heart disease and other health-related could be the outcomes affected by stress (Eliot, 1989, cited in Cunninghum et al, 2002). Employees cope with long-term stress by engaging in unhealthy behavior and lifestyle, may alleviate symptoms of stress in short term, but creating significant health problems in the long run. Mind and body health might be affected by stress. Employees experienced stress are more likely to have similar symptoms like feeling nervous or sad, symptoms of fatigue, inability to sleep or sleeping too much, lack of interest or motivation or energy, headaches, losing or gaining weight, frequent upset stomach or indigestion, tightness in chest, muscular tension, and feeling faint. In addition, physiological problems including high blood pressure or ulcers, and poor mental health may be affected by some stressors specific to the working environment (Kahn and Bysiere, cited in Davy, 2007). Thus, wellness program implemented for instance like stress management might at least overcome or manage stress problems. Besides, with health maintenance in wellness programs like detection of health status, early treatment or immunization could help in reducing the impact of stress at the workplace. This will enable companies to increase overall productivity and employee's positive attitude, and at the same time lowering insurance costs (Corporate Wellness, 2006).

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Ho2: There is no significant relationship between wellness programs and employees job satisfaction. The finding in Table 2.0 revealed that wellness program and employees job satisfaction were statistically correlated. Result from the finding showed significant relationship when r = 0.304 and the level of significant, p = 0.008, where p< 0.01. Therefore, null hypothesis two (Ho2) was rejected. According to Healthy Workforce 2010 (2001), a survey of employees at Northern State University with an established worksite health promotion program found that employees who exercised regularly had significant higher job satisfaction. Moreover, most of the fit employees will normally miss fewer days of work, have fewer accidents, are less prone to the harmful effects of stress and have significant higher job satisfaction than non-fit ones (Gallaiford, 1984, cited in Public Health Agency of Canada, 2004). Another study conducted by Healthy Workforce 2010 (2001) found that organizations had participated in wellness program had significant attitudes change toward organizational commitment, supervision, working conditions, job competence, job security, pay and fringe benefits. In addition, healthy employees experience higher levels of job satisfaction, which is a large part of psychological health on the job. Furthermore, improving performance on the job is an important goal for most companies, and satisfied employees perform at a higher level than unsatisfied employees. In the US, people satisfaction is increasingly seen as a valuable indicator of quality of care, with employees reporting higher satisfaction levels when health care services meet or exceed their expectations (Wright, 1995, cited in Helda, 2004). In this study, the existence of wellness program has increase employees job satisfaction. Most of the employees feedbacks revealed that wellness program should be held continuously in order to increase their health status. At the same time, employees also mentioned that wellness program is an indicator to increase employees health status and awareness. In addition, healthy employees are company important asset and could help in making a company productive. Lastly, wellness program could makes healthier and happier employees which are the power for long journey.

Ho3: There is no significant relationship between wellness programs and employees absenteeism. As shown in Table 2.0, null hypothesis three (Ho3) was rejected (r= 0.232, p= 0.021, where p< 0.05). The findings showed a significant relationship between wellness program and employees absenteeism. Implementation of wellness program indicated significant reduction in absenteeism and health care cost. According to Laura Schopp, the Director of Healthy for Life, most employers that sponsor wellness programs have a significant return on the investment, ranging from three to as much as seven dollars for every dollar invested. Providing a

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wellness program will lower health care costs, reduces absenteeism, and improves employees morale (News Bureau, 2007). Several findings had shown that fit and healthy employees cost less in health care and less absent for work. Employees who lack physical fitness are more likely to be ill often and recover more slowly, compared to those who are fit. Yet, efficiency and productivity are also affected, and chronic fatigue and lethargy increase the risk of on-the-job accidents (Employee Fitness, 1980, cited in Public Health Agency of Canada, 2004). Additionally, Bonner (1990) in his study found that there was a significant relationship between wellness program and absenteeism. Bonner claimed that wellness program results in slight reduction in employee absenteeism. Besides that, another survey had indicated that absenteeism was 3.7% higher for those who exercised less than three times per week compared with those who exercised more often (Bertera, 1991, cited in Public Health Agency of Canada, 2004). Employers should support any wellness programs in order to reduce absenteeism costs. Undoubtedly, wellness programs serve to change harmful habits and to promote good health, which in return increase productivity, lower absenteeism, decrease turnover, and also help in reducing the costs of health insurance. Response from Respondents for Open Ended Questions in Section D: Advantages of Wellness Program 77 respondents stated that wellness program could increase health awareness. Meanwhile, 70 respondents mentioned that health habit like lifestyle and dieting can be improved by attending wellness program. Other than that, wellness program could reduce healthcare cost as mentioned by 33 respondents. Lastly, 32 respondents stated that information and services provided by wellness program are useful and help them a lot. Should wellness program be continuously organized in the company? All respondents (150) agreed that wellness program should be continuously organized in their company. Most of them believed that wellness programs could increase health awareness, health habit, reduce healthcare cost, monitor health status, increase productivity, promote healthy work environment and provide knowledge on health maintenance. Suggestion to improve current wellness program Majority respondents (57) emphasized that wellness program should be organized according to employees needs. This could enhance the effectiveness of wellness program since employees are the participants of wellness program. Following that, 56 respondents claimed that the services provided should be improved and adequate information must be given to the employees. Quality services and sufficient information might increase employees job satisfaction on wellness program, and indicate their interest to participate in the wellness program.

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Moreover, various types of wellness program could fulfill the of employees. This statement agreed by 53 respondents. 42 respondents suggested that conveniences of each wellness program venue, date and time should be reviewed. Meanwhile, 3 respondents proposed that a gym room should be set up in the company. RECOMMENDATION Organization Since employees who have attended wellness program have higher job satisfaction, lower stress and absenteeism, organization should motivate or encourage their employees to attend wellness program. According to Malcolmson (1973), and Clarke and Critcher (1992), employee-centered provision has been seen by Marxist analysis as elements of social control designed to alleviate workers from their popular culture roots to ensure greater productivity through reduced absenteeism and increase physical fitness. Therefore, wellness program can be seen as predominantly an instrumental organizational tool. For example, this instrument role use wellness program as a tool of recruitment and retention by offering such opportunities. Contributions of wellness program should be recognized by organization by getting support and leadership from the top management. Wellness programs are already proven to be beneficial as the health of key or senior personnel need to be protected, increase staff contact and communication across all levels, encourage greater employee commitment to the organization, and enhance organizations external image (Griffiths, 1996, cited in McGillivray, 2002). Since wellness program is contributing toward an organization, encouragement of promoting wellness program in the workplace should be done by the organization. Additionally, acknowledgement for existing wellness program may encourage new ideas for further improvement of the program. Human Resource Practitioners The responsibility to practice and implement a wellness program is delegated and empowered to the human resource practitioners. No matter wellness program is organized by wellness committee, safety and health officer, or wellness professional, human resource practitioners play an important role to enhance the effectiveness of wellness program. Moreover, human resource practitioners can motivate their employees to participate in wellness program, and at the same time monitoring and evaluating the whole wellness program to ensure the quality of programs and services provided. They could identify the key needs and expectations of the workplace. Employees needs, attitudes and preferences can be determined by using in depth survey, one-to-one interview, or suggestion boxes method. Besides, by conducting surveys such as hosting a round table meeting, sending out an informal email questionnaire or conducting a survey on organization intranet site are also some ways to collect employees expectation in designing the coming wellness program. Following that, they could promote the program by allowing program advertisement around the organization. For example, posters, flyers, notice through bulletin boards and

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intranet, and talks by introducing the importance of workplace health program. Meanwhile, they could monitor the progress of the program and make changes or improvement once error occurs. Finally, the program should be reviewed and evaluated by gathering information and feedback from employees to see whether the results meet the objectives of the program. This evaluation could enhance the design and implementation for the coming programs. CONCLUSION In this study, wellness program was found to be influential to employees stress, job satisfaction and absenteeism. Wellness programs have positive impact not only toward employees wellbeing but organization wellbeing as well. Most of the literatures being referred are conducted in the context of foreign developed countries. Furthermore, those researches are conducted in a longer timeframe and complicatedly combined various aspects under one study. Somehow, this research has been localized and simplified into a main objective as mentioned earlier. Hopefully, the finding of this study would very much contribute to the existing literature reviews for future researchers. BIBLIOGRAPHY Active Health. 2005. Wellness Program Lower Health Risks. Retrieved September 25, 2007 from mhtml:file://F:\3rd%20year%201sem\PTA\online%chapter%202\ActivHealth %20%20We%20put%20the%20E%20in%20education.mht! http://www.activhealth.com/lower_health_risk.asp ASP Annual Medical Report. 2005. Motorola Wellness Program 2005. Retrieved September 3, 2007 from ASP Officer. Bonner, D. J. 1990. Effects of Corporate Wellness Programs on Absenteeism and Health Care Costs: A Meta-Analysis. Applied H.R.M. Research, 1 (2), 32-37. Retrieved August 1, 2007 from Emerald database. Borg, W. R. & Gall, M. D. 1983. Educational Research and Introduction. Reading, New York: Longman. Chenoweth, D. H. 1998. Worksite Health Promotion. Human Kinetics: United States of America. CIPD. 2007. Absence Management 2005: A Survey of Policy and Practice. Retrieved August 12, 2007 from http://www.cipd.co.uk/subjects/hrpract/absence/_absmngt05.htm Clarke, J. & Critcher, C. 1992. The New Corporate Health Ethic: Lifestyle and the Social Control of Work, International Journal of Health Services, 22 (1), 89-111. Club Fit Corp. 2007. Corporate Wellness Plans. Retrieved September 25, 2007 from http://www.clubfit.ca/corporate/ Coakes, S.J. & Steed, L. G. 2002. SPSS Analysis Without Anguish Version 11.0 for Window. Australia: John Wiley & Sons, Ltd. Corporate Wellness. 2006. Health and Wellness in the Workplace. Retrieved September 25, 2007 from

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