Abstract
In this chapter, we examine three major processes in which programmes of health and wellbeing activities are reconciled with other organisational procedures, practices and structures, and hence the competing logics associated with those other organisational procedures, practices and structures. We label these three processes: Grafting, which is making health and wellbeing practices compatible with aspects of the organisation; fracturing, which is making other aspects of the organisation compatible with health and wellbeing practices; Gestalting, which is bringing health and wellbeing practices and other aspects of the organisation together. The three processes are not mutually exclusive and can co-occur in some instances.
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Notes
- 1.
Exceptions here might be organisations that are set up to promote employee health and wellbeing as a social good, as might be the case in some lifestyle businesses or organisations set up to create employment for disadvantaged groups. By way of analogy, Salaman and Storey (2016) discuss the evolution of the John Lewis partnership and concluded that the industrial democracy embodied in employee ownership of John Lewis was the reason for the organisation (dominant logic) rather than employee ownership being a way to achieve superior productivity or profit.
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Daniels, K., Tregaskis, O., Nayani, R., Watson, D. (2022). Putting the Workplace Back into Workplace Wellbeing. In: Achieving Sustainable Workplace Wellbeing. Aligning Perspectives on Health, Safety and Well-Being. Springer, Cham. https://doi.org/10.1007/978-3-031-00665-4_7
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