Well-being : productivity and happiness at work / Ivan Robertson and Cary Cooper.

Includes bibliographical references (p. 204-213) and indexes.

Part I: Why does well-being matter? -- For individuals -- For organizations -- Well-being and employee engagement -- Part II: What is well-being? -- Psychological well-being -- Measuring well-being and workplace factors -- Part III: What influences well-being? -- The whole person and psychological well-being -- Work and well-being -- Part IV: Getting the benefit -- Improving psychological well-being -- personal development and resilience -- Improving well-being -- building a healthy workplace -- Part V: Case studies -- Improving employee engagement and well-being in an NHS trust -- Building an organizational culture of health -- Engaging in health and well-being -- The development of a comprehensive corporate health management system for well-being -- The journey toward organizational resilience at the university of Leeds -- Improving well-being at London fire brigade -- On the use of Internet-delivered interventions in worksite health promotion -- Mitigating the impact of an economic downturn on mental well-being -- Keeping pressure positive: improving well-being and performance in the NHS through innovative leadership development.

High levels of psychological well-being amongst employees translate into good news for the organization, including lower sickness-absence levels, attraction and retention of talented people, and more satisfied customers, clients, or service users. People with higher levels of psychological well-being work better, live longer and have happier lives. Engagement and well-being can sustain each other and lead to a healthier and more productive organization, a win-win for employees and employers. - jacket flap.