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Be well: A systems-based wellness intervention using mindfulness in the workplace – A case study

Published online by Cambridge University Press:  15 August 2017

Kate M Levett ,
Sharyn Coughlan ,
Sharon Longridge ,
Violet Roumeliotis  and
Jon Adams
Kate M Levett*
Affiliation:
School of Medicine, The University of Notre Dame, Sydney, NSWAustralia
Sharyn Coughlan
Affiliation:
Worklife Wellness, Sydney, NSWAustralia
Sharon Longridge
Affiliation:
Worklife Wellness, Sydney, NSWAustralia
Violet Roumeliotis
Affiliation:
Settlement Services International, Sydney, NSWAustralia
Jon Adams
Affiliation:
Faculty of Health, University of Technology Sydney, NSWAustralia
*
Corresponding author: [email protected]
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Abstract

Introduction: Healthy work environments are essential in determining improved well-being of Australians. Job stress has been identified as a significant factor in psychological distress. This study evaluated the effect of introducing a systems-based workplace wellness programme using mindfulness in the workplace. Methods: The programme ‘Be Well’ was introduced as part of a systems-based approach to workplace health promotion, and evaluated using sick leave as a proxy for workplace stress, and the stress satisfaction offset score to determine the degree of change in stress and satisfaction. Results: There was significant reduction in sick leave (2014 vs. 2012) (p<.001), and significant improvement in stress satisfaction offset score (p<.05). Logistic regression analysis identified the programme components most predictive of reduced stress and higher job satisfaction. Conclusion: The impacts of a systems-based mindfulness workplace wellness intervention, show significant improvements in workers’ sick leave and changes to stress and satisfaction scores. This study has implications for sector-wide policy change in the workplace.

Keywords

mindfulnessworkplace wellnesssystems basedproductivityabsenteeism
Type
Research Article
Information
Journal of Management & Organization , Volume 25 , Issue 5 , September 2019 , pp. 613 - 634
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017 

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Footnotes

This manuscript is an original work and has not been submitted to nor published anywhere else. All the authors have read and approved the paper and have met the criteria for authorship.

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