Core components of workplace wellness programmes

M.Comm.Considerable confusion exists about what workplace wellness really is and how WWP should be implemented in the workplace. The primary objective of this study was to identify the core components of appropriate WWP. The scope of this study necessitated a literature review, in-depth interviews, as well as a web-based questionnaire. The relevant population for this study is all the financial institutions in the Gauteng Province (n = 257). Convenience sampling was used to select one (n = 1) financial institution in the region. Quota sampling was used to select three (n = 3) managers from a group of eleven (n = 11) managers to collect qualitative data. The aim of the interview was to investigate the first and second research questions viz. to determine what essential components South African employers in financial institutions include in their WWP and to determine what the perceived reasons, drivers and benefits are for the employers to implement WWP. The interviews were recorded on an interview schedule and the open-ended section was later analysed through content analysis to provide an accurate and comprehensive account of the data. The questionnaire was completed by volunteer respondents in a call centre of the financial institution, who either intentionally, or by happenstance, completed the questionnaire. One hundred and fourteen (n = 114) employees from a group of one thousand two hundred (n = 1200) employees completed the questionnaire. Any employee from any level within the company was allowed to complete the questionnaire. The aim of the questionnaire was to investigate the third and fourth research questions viz. to determine what essential components South African employees in financial institutions want in a WWP and to determine how satisfied the employees are with their current situation (in terms of life in general and in terms of work life). Tabulation, frequency tables, frequency distributions, percentages, cumulative percentages, percentage distributions, averages (descriptive statistics) and cross tabulation were used to summarise the quantitative data. Content analysis was utilised for the open-ended section. Work place wellness is the integration of many dimensions, including the emotional-, intellectual-, physical-, spiritual- and social health of the employee which expands the employees’ potential to work and live effectively. Appropriate WWP consists of: 1) prevention strategies, 2) health-promotion initiatives, and 3) intervention programmes. There are two levels of prevention that are of importance to organisations: primary and secondary. Health promotion can be facilitated through awareness-, lifestyle changeand supportive environment initiatives. Nine different intervention programmes were identified including: health assessments, physical activity, worksite nutrition, worksite weight management, tobacco control and cessation, medical self-care, stress management, employee assistance programmes and social health in the workplace. The key to the success of appropriate WWP lies in the identification and implementation of the essential programme components that are of value to both the employer and employee. The core components of appropriate WWP were summarised and presented in table format