Why should I care? HWB, culture and behaviours Dr Wilson Wong CREATING AND DEVELOPING A HEALTH AND WELLBEING CULTURE Chester University 1 st May

Today’s talk... Main determinants of worker well-being Changing behaviour – nudge? Well-being culture? Thoughts for the day 2

Main psychological determinants of worker well-being Psychological ContractEmployment prospects ChoiceJob characteristi cs SupportTenure PartiesEmployer obligations Employee obligations Element s a.Content of PC b.Fulfilment of PC c.Violation of PC d.Fairness & trust a.Content of PC b.Fulfilment of PC a.Job insecurity b.Employabil ity a.Contract of choice b.Job of choice c.Professio n of choice a.whether character istics (e.g. Variety, standardi sation, repetitive ness) b.B. Individual differenc e a.Organisat ional support b.Superviso ry support a.Duration of contract b.Time left c.History of temp working d.Expectati ons of further work e.Motives for temporar y working 3 adapted from Guest, Isaksson & de Witte, 2010

Nudges towards health 4

6 Michie. Van stralen & West’s Behaviour Change Wheel

HWB culture? We can think of culture as the accumulated shared learning of a given group, covering behavioral, emotional, and cognitive elements of the group members’ total psychological functioning. For such shared learning to occur, there must be a history of shared experience that, in turn, implies some stability of membership in the group. Given such stability and a shared history, the various shared elements to form into patterns that eventually can be called a culture. Edgar Schein

Culture formation Culture Needs: Stability, consistency & meaning Stability of membershipShared learningHistory of shared experience 8 Group

Major concepts (associated with culture) Observed behavioral regularities in interactions (language, rituals) Group norms Espoused values Formal philosophy Rules of the game Climate Embedded skills Habits of thinking, mental models and/or linguistic paradigms Shared meanings “Root metaphors” or integrating symbols Culture implies structural stability and patterning or integration

Thoughts for the day There are areas that are outside your control Externalities matter (e.g. Income disparities only matter if you are poorer Oishi, Kesebir & Diener 2011) Treat employees as adults When you make promises, Keep them Have discipline of Job design, workload planning Designer culture – caution, but if you must identify and engage opinion leaders (Rogers, 2003) 10

Thank you Dr Wilson 11

References Butterworth, P. Leach LS, Strazdins L, et al. (2011). The psychosocial quality of work determines whether employment has benefits for mental health: Results from a longitudinal national household panel survey. Occup Environ Med. doi: /oem Department of HealthGuest, D. E., Isakson, K. & De Witte, H. (2010) (Eds.). Employment contracts, psychological contracts, and employee well-being: An international study. Oxford: Oxford University Press. Michie, S., van Stralen, M. M. & West, R. (2011). The behaviour change wheel: A new method for characterising and designing behaviour change interventions. Downloaded on from Oishi, Shigehiro, Kesebir, Selin, & Diener, Ed. (2011). Income inequality and happiness. Psychological Science, 22(9), Rogers, E. M. (2003). Diffusion of innovations (5 th ed.) New York: Free Press. Schein, E. (2004). Organizational culture and leadership. 3rd Edition. San Francisco, CA: Jossey-Bass. 12