It is very easy for organizations to remain ignorant of the impact of social and commercial change; of increased pressure to deliver profit (above all else) and of transformation in the ways in which we are now working; on the mental health and, consequently, the performance of their employees. And yet there is plenty of evidence that in many workplaces, performance is down, stress is up and professional employees are struggling to balance their home and work lives.- About half the occupants of managerial and professional jobs are falling short in their performance (Hogan & Hogan, 2001);- A growing number of surveys of mangers and professionals have found that their levels of work stress has increased, and this has elevated levels of psychological distress and diminished physical health (Barling, Kelloway & Frone, 2005);- More managers and professionals have reported working more hours in more intense jobs and taking less than their full allotment of vacation time (Hewlett & Luce, 2006).- Although the standard of living has increased over the past two decades in the developed countries, indicators of job satisfaction and happiness have remained flat. Materialism has not increased levels of individual well-being, Something seems to be missing in people's lives (Whybrow, 2005 Diener & Seligman, 2004; Kasser, 2002)Initiatives have been developed for individuals to address many of these concerns. Solutions have been proposed including integrating one's life roles, stepping back and renewing oneself, getting past the fear of letting go, and being satisfied with "enough". Individuals who successfully integrate their important life roles (e.g., work, family, community, self) perform better on their jobs and are in better psychological and physical health. But success in these efforts requires change on the part of workplaces.This collection, while looking at individuals, places the spotlight on initiatives that organizations can undertake to support the development of attitudes, values, character and behaviors in employees that will lessen the incidence and consequences of these human frailties, and particular risky work place experiences and events. These events also impact on the performance of men and women holding jobs at all levels, particularly managerial and professional jobs where employee discretion and commitment are critical to peak performance. They also impact on organizational effectiveness and success.In earlier books in the Series, Cary Cooper and Ron Burke have identified the role played by human frailties and organizational toxicity in influencing individual and family functioning, and satisfaction and performance, and both unit and organizational effectiveness and success. These factors included psychological, social and organizational risks to individuals and workplaces.The Fulfilling Workplace extends their work deeper into organizations, and the organization's role in coming to grips both with human frailties that end up causing damage, and toxic workplaces, again destructive to individual and organizational health.
Industry Reviews
'This book addresses individual well-being through coverage of issues such as engagement, flow, social connectivity, and personal resources. It links this to the organizational implications to do with resourcing, meaningful work, values, corporate wellness and a lack of discrimination. In so doing it brings together the views and insights of leading scholars from around the world.' Paul R. Sparrow, Lancaster University Management School, UK 'We all want it, but how do we get it? In The Fulfilling Workplace a top-notch pair of authors addresses this question for individuals and organizations. This timely international volume not only documents major barriers to fulfilling work, but also points the way toward hopeful paths for progress. It's essential reading for organizational scholars and business leaders alike.' Debra Major, Old Dominion University, USA 'This volume of essays deals with vital issues in today's workplaces - health and well-being. Each chapter critically reflects on how these can be enhanced in organisations. The authors' accumulated knowledge and experience are clearly displayed. For researchers and practitioners, this will be a very valuable resource, as it deals with both individual-level issues (such as employee psychological well-being) and organisational practices (for instance, corporate culture and ethics) that are crucial to the enhancement of both personal and organisational health. Highly recommended!' Michael P. O'Driscoll, University of Waikato, New Zealand '...The fulfilling workplace is a very necessary antidote to the prevailing mood of the times in our workplaces. It holds out the hope of a future where people are no simply left to sink or swim when their health and well-being is negatively impacted by their work, but are support by the whole ethos of the organisations in which they serve...' RoSPA Occupational Safety & Health Journal
