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- W3022278987 abstract "This chapter reviews the historical development and HRM and well-being at work research. Historically, the treatment of employees can be traced back to the Industrial Revolution in England in the eighteenth century with welfare paternalist employers viewing the health and welfare of their employees as their responsibility. Taylor’s Scientific Management viewed team working and work consultation as unnecessary and undesirable, with managers being responsible for task performance. However, the ‘Human Relations Movement’ was associated with a ‘people-focused’ side of management viewing psychosocial factors as important in understanding and influencing well-being at work and workplace performance. HRM replaced a welfare-based Personnel Management and is distinctive with a strategic focus. Well-being is a complex construct that concerns optimal experience and psychological functioning (Ryan and Deci 2001). The growth in the field of well-being in the UK is evidenced by the expansion of interest academically within organisations and government-commissioned research on well-being to provide empirical evidence on the promotion of health and well-being of Britain’s working-age population. Multidimensional well-being domains that consider the individual, group, and organisation dimensions within the employment relationship are developed from the literature. These well-being paradigms have implications for the quality of working life, mental health, fairness perceptions, sickness absence, stress reduction, positive well-being and performance. This chapter and the research and discussion presented in this book seek to contribute to the debate in these areas." @default.
- W3022278987 created "2020-05-13" @default.
- W3022278987 creator A5090097467 @default.
- W3022278987 date "2020-01-01" @default.
- W3022278987 modified "2023-10-02" @default.
- W3022278987 title "Workplace Well-Being: Understanding Psychologically ‘WELL’ Employees and the Sustainable Healthy Workplace" @default.
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