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Well-Being Improvement in a Midsize Employer

Changes in Well-Being, Productivity, Health Risk, and Perceived Employer Support After Implementation of a Well-Being Improvement Strategy

Hamar, Brent DDS, MPH; Coberley, Carter PhD; Pope, James E. MD; Rula, Elizabeth Y. PhD

Journal of Occupational and Environmental Medicine: April 2015 - Volume 57 - Issue 4 - p 367–373
doi: 10.1097/JOM.0000000000000433
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Objective: To evaluate employee well-being change and associated change in productivity, health risk including biometrics, and workplace support over 2 years after implementation of a well-being improvement strategy.

Methods: This was an employer case study evaluation of well-being, productivity (presenteeism, absenteeism, and job performance), health risk, and employer support across three employee assessment spanning 2 years. Employee well-being was compared with an independent sample of workers in the community.

Results: Well-being and job performance increased and presenteeism and health risk decreased significantly over the 2 years. Employee well-being started lower and increased to exceed community worker averages, approaching significance. Well-being improvement was associated with higher productivity across all measures. Increases in employer support for well-being were associated with improved well-being and productivity.

Conclusions: This employer's well-being strategy, including a culture supporting well-being, was associated with improved health and productivity.

From the Center for Health Research, Healthways, Inc, Franklin, Tenn.

Address correspondence to: Elizabeth Y. Rula, PhD, Center for Health Research, Healthways, Inc, 701 Cool Springs Boulevard, Franklin, TN 37067 (elizabeth.rula@healthways.com).

This study was funded by Healthways and all authors are employees and shareholders of this company.

The authors declare no conflicts of interest.

Copyright © 2015 by the American College of Occupational and Environmental Medicine