1.5. Line Managers and Workplace Well-Being
The CIPD defined well-being as the process of “creating an environment to promote a state of contentment which allows an employee to flourish and achieve their full potential for the benefit of themselves and their organisation” (CIPD, 2016:4). It is acknowledged that management style and organisational culture have a massive impact on the employees’ health and well-being. Moreover, the relationships between line managers and team members are the most significative in the employees’ working lives. Although improvements in employee well-being at work are good for organisation’s performance, some challenges may raise when profit-focused and sceptical managers are asked to invest in it (Warr, 2009). On the other hand, the CIPD policy report on well-being 2016 discussed that many organisations have still not adopted any health and well-being agenda because they could benefit from greater investments on the well-being of their working population. However, ensuring that the right policies and practices are in place is just one of the basic principles that employers, directors and line managers should follow. Their behaviour have a massive influence on the level of job satisfaction and performance of the team (NICE,2015). Furthermore, it could be argued that despite line managers play a pivotal role in managing and improving employee well-being, they do not always receive an appropriate training in some key areas, such as absence-handling, health and well-being promotion, and stress management (CIPD, 2016). ACAS (2012) argued that many FLMs and line managers are often only trained on specific tasks related to their jobs, and do not receive the right training on other issues, such as absence...
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...5). It has been argued how an adequate training on health and well-being issues would lead line managers and FLMs to identify problem at an early stage, and deal with them in a way perceived as sensitive and fair by the employees (ACAS, 2012). The essential features for a good practice of organisational well-being (Tinline, 2013; Krybill, 2003) have been discussed, together with the steps for the establishment of a well-being culture at the workplace (Green and Wright, 2014). Finally, it has been outlined the role of line managers and FLMs in employees’ stress management, pointing out the stages upon which managers should base their approaches to this issue (IBEC, 2012). Nonetheless, it has been discussed what really makes the difference in staff well-being, and how important is the enhancement of employees’ sense of belonging to the organisation (DWP, 2011).
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