Halliday, B.; van der Laan, L.; Raineri, A. Prioritizing Work Health, Safety, and Wellbeing in Corporate Strategies: An Indicative Framework. Safety2024, 10, 18.
Halliday, B.; van der Laan, L.; Raineri, A. Prioritizing Work Health, Safety, and Wellbeing in Corporate Strategies: An Indicative Framework. Safety 2024, 10, 18.
Halliday, B.; van der Laan, L.; Raineri, A. Prioritizing Work Health, Safety, and Wellbeing in Corporate Strategies: An Indicative Framework. Safety2024, 10, 18.
Halliday, B.; van der Laan, L.; Raineri, A. Prioritizing Work Health, Safety, and Wellbeing in Corporate Strategies: An Indicative Framework. Safety 2024, 10, 18.
Abstract
As a prominent organizational issue there was limited evidence in the literature about the relationship between organizational strategy, workplace health, safety, and wellbeing, and performance measurement that demonstrate a measurable impact on organizational performance. Whilst the literature reports numerous studies into the relationship between employee engagement and performance, they hardly incorporate workplace health, safety, and well-being within this relationship. This mixed-methods study investigated the relationship between organizational strategy, workplace health, safety, and wellbeing strategy, employee engagement, and strategy efficacy from a corporate perspective. Findings from Phase two, the online survey, revealed a seven-factor HSW Strategy framework. The workplace health, safety, and wellbeing strategy framework provide empirical evidence towards a suitable and valuable framework for high-risk businesses to improve individual and organizational performance.
Keywords
health and safety; wellbeing; strategy; sustainability; resilience
Subject
Business, Economics and Management, Human Resources and Organizations
Copyright:
This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
