This study examines the impact of wellness programs on employee job satisfaction in Colleges and Universities. Utilizing a sample of full time or part time college and university faculty members of for -profit and brick and mortar universities in the United States, the results of this correlational study did not predict job satisfaction among employees who participated in wellness programs. In addition, it was found that interaction analyses indicated a relationship between gender and job satisfaction. Females were more likely than males to have higher levels of job satisfaction, as well as years of experience and job satisfaction. Faculty who had employed between 11 and 15 years were more likely to have higher levels of job satisfaction.
Employees are important organizational assets [
Employee or job satisfaction relates to employees’ feelings and perceptions about different aspects of their jobs, for example, satisfaction with supervisors [
Organizations that create efficacious wellness programs anticipate that for example, a wellness program can increase employee satisfaction and performance [
Job satisfaction is becoming a key factor in improving employees’ working environments [
Wellness programs could improve employees’ degree of satisfaction and affect productivity and other behaviors. The nature of the relationship between the effectiveness of wellness programs and employee satisfaction is unknown. Limited research exist between Wellness program organizations and the relationship between wellness programs and employee satisfaction [
Sponsoring a comprehensive wellness program can prove costly [six]. Many employees do not participate in wellness programs. Wellness programs can increase operational costs for management and lessen the chances for effectiveness within the organization [
The concept of healthy work organization drew the attention of researchers who defined it as an organization with accessible and equitable opportunities for career growth and improvement of work-life [
The healthy work organization became a theoretical model synthesizing core elements that researchers viewed as essential [
The study includes a sample of 1130 employees recruited from nine stores of a large retailer [
The analysis includes compelling evidence that works attributes influenced employees’ psychological work adjustment, which in turn affected their health and well-being [
The results of the model revealed a good fit, with significant links among the array of variables examined. Through the findings, Spreitzer and Porath (2012) highlighted the pivotal role of organizational climate in organizational effective. The organizational climate factors relate to providing employees with social support. Participation and interaction with colleagues and supervisors or others in the work environment constitute direct support [
Dejoy et al. (2010) indicated that some researchers’ social dimension of work is probably the least understood and the most intriguing. The perspective has a significant influence on the effectiveness and efficiency of the organization. The relationship between employees and managers is an important but often overlooked aspect of employee empowerment strategies [
Dejoy et al. (2010) examined the impact of a healthy work organization intervention involving 21 stores from a national retail chain. The study design arose from four major goals. The goal of the study consists of assessing the effects of the intervention over time through a follow-up period of at least one year. The next goal is comparing intervention and control stores in the same retail chain in terms of employee health and well-being. The next goal is using the work site as a unit of analysis and making use of an intervention drawn from relevant organizational and behavioral theory. The participating stores represented four districts; two districts served as the intervention group (10 stores), and two districts served as the control group (11 stores). Longitudinal studies typically have some attrition; the sample consisted of 2207 employees at the pretest assessment, 1723 at the posttest, and 1510 employees at the follow-up survey [
The overall goal of the intervention was to create a healthy work organization, and the intervention includes employee involvement and problem-solving [
The intervention of the study took place at three levels [
Similarly, job satisfaction and commitment declined during this period, but to a greater degree in the control group stores. A notable finding was that stress stayed low for the employees in the action team stores, which is striking because of the stress associated with organizational change and upheaval [
Success for the intervention was less than the team expected from the two factors they designed for capturing empowerment, work self-efficacy, and impact [
The findings from the Action Team intervention may not show generalizable to corporate workplaces, where team problem solving is often an integral part of everyday operations [
The term wellness is more than a program offering physical exercise, smoking cessation, or weight management [
Wellness programs can include several different forms [
Willis North America team leaders’ conduct annual surveys of employee health and productivity. Wellness was a prominent issue for the 2010 and 2011 surveys, which include employee engagement and work-life balance as well [
The number of organizations that either had a wellness program in place or planned to offer one in the future increased from 2010 to 2011 [
In descending order, the ten most common wellness components in 2011 were flu shots (82%), EAPs (82%), and flyers, posters, and newsletters encouraging healthy behaviors sixty three percent [
Evidence existed in the various wellness program components that the term wellness has different meanings [
The 2010 survey includes issues related to the implementation of a workplace wellness program [
Wellness programs offered by management often fail because they do not reflect the personal preferences of the employees [
Wellness programs date back to the 1970s when business leaders began to analyze employee productivity and devised a strategy to increase employee efficiency [
Throughout the 1980s and 1990s, people in the United States became more interested in health as a lifestyle issue, and this led to increasing awareness of obesity problems and other related chronic illnesses [
While evidence abounds that incentives boost employee participation in wellness programs and promote adherence to certain behaviors (for example, physical exercise or smoking cessation), evidence is scant regarding incentives that create enduring behavior change [
Positive and negative sides exist in the use of incentives, wellness programs, and workplace health. The programs include determinable advantages and disadvantages [
Findings from behavioral economics suggest that rewarding employees for changing behavior or engaging in beneficial activities are more effective than tying rewards to outcomes [
Disadvantages may seem to outweigh the advantages, and employers tend to move away from incentives based on participation and adopting incentive programs based on health outcomes [
Salancik and Pfeffer (1977) [
Sadri and Bowen (2011) described the relationship between motivation and satisfaction, positing that workers require a range of motivators to remain engaged in their work. Employers are in a continuing struggle to satisfy their employees’ evolving needs, through extrinsic and financial means also through intrinsic and psychological means [
A research study on job satisfaction in higher education contained a consideration of institutional, work, and individual determinants of faculty at a university [
The study of presenteeism is a recent phenomenon [
Considering the escalating costs related to health conditions, increasing numbers of organizational leaders are investing in health promotion and wellness programs. The Willis North America Health and Productivity Survey (2011) revealed that more than 60% of the 1598 organizations surveyed had some wellness programs. Exit interviews conducted by Nelnet revealed that employees are leaving organizations because they would mostly miss the wellness program [
Cost is an obstacle to establishing a company wellness program [
Stress management programs fall into categories for example, primary, secondary, and tertiary prevention, and intervention [
Employee Assistance Programs (EAP) are tertiary programs because leaders use them for employees with confidential counseling and therapy [
The hierarchy of needs is part of Taylor’s legacy for at least half of the 20th century; include extrinsic rewards perceived as the way to motivate employees [
Physiological needs, the essential needs for survival, are at the lowest level of the hierarchy [
The eradication of workplace stress cannot occur by organizations, and even if possible, doing so would not prove desirable. Individuals differ tremendously in their perceptions of stress, and conditions that reduce stress for some employees may intensify for others [
The need for social and belongingness occupy the third level of the hierarchy [
The final human need in Maslow’s (1954) hierarchy is the need for self-actualization. Maslow was aware that human beings meet all the lower needs, and they often feel discontented. The need for self-actualization arises from the desire to fulfill one’s potential to the utmost [
Two key qualities or characteristics of thriving employees are vitality and learning [
Some perspectives of technology hold the promise of fulfilling self-actualization needs to an unprecedented degree [
The fulfillment of each of the needs, in particular, self-actualization, varies substantially from one individual to the next [
An Indian Human Resource Management theorist [
Organizational decision-makers cannot entirely eradicate workplace stress, and even if they could, doing so would not prove desirable. Individuals differ tremendously in their perceptions of stress, and conditions that reduce stress for some employees may intensify it for others [
The need for social and belongingness occupy the third level of the hierarchy [
The final, uniquely human need in Maslow’s (1954) hierarchy is the need for self-actualization. Maslow was aware that even when human beings meet all the lower needs, human beings often feel discontented. The need for self-actualization arises from the desire to fulfill one’s potential to the utmost [
Two key qualities characteristic of thriving employees are vitality and learning [
Some perspectives of technology hold the promise of fulfilling self-actualization needs to an unprecedented degree [
The fulfillment of each of the needs, in particular, self-actualization, would vary substantially from one individual to the next [
An Indian HRM theorist created a model combining Maslow’s hierarchy with principles from Hindu philosophy. The highest need levels of his East-West model are aharya (self-esteem) and sahaja (self-actualization) [
Published in 2000, The Maslow Business Reader is a collection of articles on employee motivation in the business and organizational environment by Maslow and several authors in the management field [
The overarching research question was as follows: What, if any, relationships exist between the 1) wellness program full-time or part-time faculty participation status (WP), 2) gender (GEN), 3) years of teaching experience (YoE), 4) age (AGE), 5) job satisfaction.
The following sub research questions (SRQs) are also relevant for addressing the study’s purpose:
SRQ 1. What, if any relationship exist between employer-sponsored wellness program participation and job satisfaction?
SRQ 2. What, if any relationship exist among employer-sponsored wellness program participation, gender, and job satisfaction?
SRQ 3. What, if any relationship exist among employer-sponsored wellness program participation, age, and job satisfaction?
SRQ 4. What, if any relationship exist among employer-sponsored wellness program participation, years of job experience, and job satisfaction?
Hypotheses
H10: There is no relationship between employer-sponsored wellness program participation and job satisfaction.
H1a: There is a relationship between the wellness program participation and job satisfaction.
H20: There is no relationship between wellness program participation, gender, and job satisfaction.
H2a: There is a relationship between wellness program participation, gender, and job satisfaction.
H30: There is no relationship between the wellness program participation, years of experience at the job, and job satisfaction.
H3a: There is a relationship between the wellness program participation, years of experience at the job, and job satisfaction.
H40: There is no relationship between wellness program participation, age, and job satisfaction.
H4a: There is a relationship between wellness program participation, age, and job satisfaction.
Measuring Job Satisfaction
The instrument for the study included the Job Satisfaction Survey (JSS) instrument. I chose the JSS instrument because of its appropriateness in assessing overall job satisfaction of employees [
Concepts measured by the instrument. The Job Satisfaction Survey is an instrument for measuring job satisfaction in public and private organizations [
Adiele and Abraham (2013) indicated that the concept of job satisfaction with the establishment of different measures indicating employees’ satisfaction. Job satisfaction includes people’s perceptions about the workplace environment and psychological as well as physical needs that satisfy employees [
Adiele and Abraham (2013) developed tools that can help to evaluate the degree of happiness or dissatisfaction among employees in different workplaces. Certain tools of measuring job satisfaction are preferable over others, although job satisfaction measurement may extend as far as employers’ resources, knowledge, and imagination warrant [
The JDI is one of the most used job satisfaction questionnaires [
The JIG is another popular instrument for measuring job satisfaction [
The MSQ instrument also measures content as well as context components of job contentment [
The MJS is a multidimensional instrument for measuring job satisfaction. MJS includes 38 items and stem queries, that is, How content are you with this feature of your profession? In the instrument, participants indicate their level of job contentment based on a five-point Likert scale. The scale usually ranges from extremely satisfied to extremely dissatisfied and includes a nonaligned response choice [
RESEARCH METHOD
The quantitative research methodology was appropriate for the study. The design of the study was correlational. Diverse types of quantitative designs are available and the choice of design rests on how a researcher interacts with participants [
Using surveys in quantitative research studies include a meaningful description of attitudes, trends, and opinions by evaluating the factors related to a relevant sample of the target population [
FINDINGS OF THIS STUDY
Using frequency distributions, the authors summarized the participants’ responses regarding their participation in their college and university wellness programs.
The majority of the respondents (N = 57, 66.0%) were not participating in their college and university wellness programs. The remaining 35 (34%) faculty members indicated that they were participating in these programs. The gender and age of the participants receive cross-tabulation by their participation in their college and university’s wellness programs. The results of the analyses are in
Of the five (4.9%) participants who were between 21 and 29 years of age, 3 (8.6%)
Participation in Wellness Program | Number | Percent |
---|---|---|
Yes | 46 | 46.0 |
No | 57 | 66.0 |
Total | 103 | 100.0 |
Age and Gender | Participation in Wellness Programs | Total | ||||
---|---|---|---|---|---|---|
Yes | No | |||||
N | % | N | % | N | % | |
Age 21 to 29 30 to 39 40 to 49 50 to 59 60 and over Total | 3 10 5 12 5 35 | 8.6 28.5 14.3 34.3 14.3 100.0 | 2 9 23 20 14 68 | 2.9 13.2 33.9 29.4 20.6 100.0 | 5 19 28 32 19 103 | 4.9 18.4 27.2 31.1 18.4 100.0 |
Gender Male Female Total | 17 18 35 | 48.6 51.4 100.0 | 25 43 68 | 36.8 63.2 100.0 | 42 61 103 | 40.8 59.2 100.0 |
were participating in wellness programs, and 2 (2.9%) were not participating in these programs. Nineteen (18.4%) of the participants were between 30 and 39 years of age, with 10 (28.5%) participants in this age group indicating they were participating in their college/university wellness programs and 9 (13.2%) were not participating in these programs. Five (14.3%) of participants who were between 40 and 49 years of age were participating in wellness programs and 23 (33.9%) of participants in this age group were not participating. Thirty-two (31.1%) of the participants were between 50 and 59 years of age. From the number, 12 (34.3%) were participating in their college and university’s wellness programs and 20 (29.4%) were not participating. Among the participants who were 60 years of age or older (N = 19, 18.4%), 5 (14.3%) were participating in their college and university’s wellness programs and 14 (20.6%) were not participating in these programs.
The majority of the participants (n = 61, 59.2%) were female. The number included 18 (51.4%) females who were participating in the wellness programs at their colleges and universities’ and 25 (36.8%) were not participating in these programs. Seventeen (48.6%) participants in wellness programs were male. Twenty-five (36.8%) of the male faculty members were not participating in these programs.
The participants provided their professional characteristics in the survey. The responses of the participants receive cross-tabulation by participation in their college and university’s wellness programs.
Of the 36 (35.0%) participants who had worked from 0 to 5 years as a faculty
Professional Characteristics | Participation in Wellness Programs | Total | ||||
---|---|---|---|---|---|---|
Yes | No | |||||
N | % | N | % | N | % | |
Years as a faculty member 0 to 5 years 6 to 10 years 11 to 15 years 15 years or longer Total | 13 7 4 11 35 | 37.2 20.0 11.4 31.4 100.0 | 23 20 10 15 68 | 33.8 29.4 14.7 22.1 100.0 | 36 27 14 26 103 | 35.0 26.2 13.6 25.2 100.0 |
Years in a wellness program NA 1 to 2 years 3 to 5 years Five years of more Total Missing | 4 9 12 9 34 1 | 11.8 26.5 35.2 26.5 100.0 | 38 0 0 0 38 30 | 100.0 0.0 0.0 0.0 100.0 | 42 9 12 9 72 | 58.3 12.5 16.7 12.5 100.0 |
member, 13 (37.2%) were participating in the wellness program at their college/university, and 23 (33.8%) were not participating in these programs. Twenty-seven (26.2%) of the participants had from 5 to 10 years as a faculty member. Of this number, 7 (20.0%) were participating in wellness programs and 20 (29.4%) were not participating in these programs. Four (11.4%) of faculty members who had from 11 - 15 years’ experience were participating in their college/universities’ wellness programs, with 10 (14.7%) participants with this length of experience were not participating in these programs. Of the 26 (25.2%) faculty members who had 15 years or more experience, 11 (31.4%) were participating in the wellness programs at their college/universities and 15 (22.1%) were not participating in these programs.
The participants, when asked the number of years in which they had participated in the wellness programs, 4 (11.8%) in the group that indicated they had participated responded not applicable (na). Twenty-three (33.8%) in the group who indicated they had not participated indicated na. Nine (26.5%) of the participants who had participated in the wellness programs reported they participated for 1 to 2 years, with 9 (26.5%) reporting they had participated for 3 to 5 years, and 9 (26.5%) indicating they had participated for five years or more. One person in the group that had participated in the wellness programs did not provide a response to this question and 30 who were in the group that had not participated did not answer this question.
After recoding the values on the selected items on the survey, the authors obtained descriptive statistics to provide baseline information regarding the levels of job satisfaction between the faculty members who were participating in the wellness programs at their colleges and universities and those who were not participating in these programs.
The mean score for job satisfaction for faculty members who participated in the wellness programs was 3.80 (SD = 0.52), with a median of 3.69. The range of scores was from 3.11 to 5.42. Among the faculty members who did not participate in the wellness programs, the mean score was 3.62 (SD = 0.32), with a median of 3.62. The actual scores on this subscale could range from 2.78 to 4.64. Possible scores on this scale could range from 1.00 to 6.00, with higher scores indicating greater job satisfaction.
The authors used a linear regression analysis to determine if a statistically significant relationship existed between participation in a wellness program and job satisfaction. The results of this analysis are in
Group | Number | Mean | SD | Median | Range | |
---|---|---|---|---|---|---|
Minimum | Maximum | |||||
Participated in wellness program | 35 | 3.80 | .52 | 3.69 | 3.11 | 5.42 |
Did not participate in wellness programs | 68 | 3.62 | .32 | 3.62 | 2.78 | 4.64 |
Participation in the wellness program was accounting for 5% of the variance in job satisfaction, F (1, 101) = 5.01, p = 0.027. The negative relationship between job satisfaction and participation in the employer-sponsored wellness program (β = −0.22, t = −2.24, p = 0.027) indicated that faculty who were not participating in the wellness program tended to have higher levels of job satisfaction. This finding provided support to reject the null hypothesis that job satisfaction related to participation in employer-sponsored wellness programs.
SRQ 2. What relationship, if any, is there between the employer-sponsored wellness program participation status, gender, and job satisfaction?
H20: There is no relationship between the employer-sponsored wellness program participation status, gender, and job satisfaction (JS).
H2a: There is a relationship between the employer-sponsored wellness program participation status, gender, and job satisfaction (JS).
Multiple linear regression analysis used to determine if participation in an employer-sponsored wellness program and gender could lead to the prediction of job satisfaction. The results of this analysis presented in
Together, participation in an employer-sponsored wellness program and gender of the faculty member were accounting for 11% of the variance in job satisfaction, F (2, 100) = 6.29, p = 0.003. The negative relationship between participation in the wellness program and job satisfaction (β = −0.19, t = −1.98, p = 0.050) provided support that faculty who did not participate in the wellness program were more likely to have higher levels of job satisfaction. The relationship
Predictor | Constant | b-Weight | β-Weight | R2 | t | Sig | |
---|---|---|---|---|---|---|---|
Participate in wellness program | 3.99 | −.19 | −.22 | 0.05 | −2.24 | 0.027 | |
Multiple R Multiple R2 F Ratio DF Sig | 0.227 0.057 5.017 1101.027 | ||||||
Predictor | Constant | b-Weight | β-Weight | R2 | t | Sig | |
---|---|---|---|---|---|---|---|
Participate in wellness program Gender | 4.29 | −0.16 −0.21 | −0.19 −0.26 | 0.11 | −1.98 −2.70 | 0.050 0.008 | |
Multiple R Multiple R2 F Ratio DF Sig | 0.337 0.117 6.297 2.1007 0.003 | ||||||
between gender and job satisfaction (β = −0.26, t = −2.70, p = 0.008) was in a negative direction, indicating that females were more likely than males to have higher levels of job satisfaction. The results of this analysis provided evidence to reject the null hypothesis of no relationship between job satisfaction and participation in employer-sponsored wellness programs and gender.
SRQ 3. What relationship, if any, is there between the employer-sponsored wellness program participation status, years of experience at the job, and job satisfaction (JS)?
H30: There is no relationship between the employer-sponsored wellness program participation status, years of experience at the job, and job satisfaction (JS).
H3a: There is a relationship between the employer-sponsored wellness program participation status, years of experience at the job, and job satisfaction (JS).
Multiple linear regression analyses used to determine if job satisfaction (dependent variable) could predicate by participation in the employer-sponsored wellness program and years of experience on the job. As years of experience was an ordinal variable, the categories were dummy coded for the analysis.
Eleven percent of the variance in job satisfaction was explained by participation in employer-sponsored wellness programs and years of experience at their institutions, F (4, 98) = 3.02, p = 0.021). The negative relationship between participation in employer-sponsored wellness programs and job satisfaction (β = −0.23, t = −2.42, p = 0.018) provided evidence that faculty who did not participate in the wellness programs tended to have higher levels of job satisfaction. A positive relationship was found between being a faculty member for 11 to 15 years and job satisfaction (β = 0.32, t = 2.58, p = 0.012), indicating that faculty who had been employed between 11 and 15 years were more likely to have higher levels of job satisfaction. The other two variables were measuring 6 to 10 years of experience, and more than 15 years of experience not significantly related to job satisfaction.
Based on this finding, the null hypothesis that job satisfaction related to
Predictor | Constant | b-Weight | β-Weight | R2 | t | Sig | |
---|---|---|---|---|---|---|---|
Participate in wellness program Faculty member 6 to 10 years Faculty member 11 to 15 years Faculty member more than 15 years | 3.90 | −0.20 0.15 0.32 0.12 | −0.23 0.16 0.27 0.13 | 0.11 | −2.42 1.47 2.58 1.19 | 0.018 0.145 0.012 0.237 | |
Multiple R Multiple R2 F Ratio DF Sig | 0.337 0.117 3.027 4.987 0.021 | ||||||
participation in the employer-sponsored wellness program and years of experience rejected.
SRQ 4. What statistically significant relationship, if any, is there between the employer-sponsored wellness program participation status, years of experience at the job, and job satisfaction (JS)?
H40: There is no relationship between the employer-sponsored wellness program participation status, age, and job satisfaction (JS).
H4a: There is a relationship between the employer-sponsored wellness program participation status, age, and job satisfaction (JS).
Multiple linear regression analysis used to determine if participation in an employer-sponsored wellness program and the age of the faculty member could be used to predict job satisfaction. As age was an ordinal variable, the four categories were dummy coded to allow their inclusion in the multiple linear regression analysis.
Six percent of the variance in job satisfaction was accounted for by participation in employer-sponsored wellness programs and years of experience, although this result was not statistically significant, F (5, 97) = 1.21, p = 0.308. One independent variable, participation in employer-sponsored wellness programs, was a statistically significant predictor of job satisfaction (β = −0.22, t = −2.13, p = 0.036), indicating that faculty members who did not participate in the employer-sponsored wellness programs tended to have higher levels of job satisfaction. None of the age categories was statistically significant predictors of job satisfaction. Based on this finding, the null hypothesis that job satisfaction not related to participation in employer-sponsored wellness programs and the age of the faculty member retained. Based on this finding, the null hypothesis that job satisfaction not related to participation in employer-sponsored wellness programs and the age of the faculty member retained.
The finding from this study mostly aligns with the need-satisfaction model of job characteristics, needs, attitudes, and behaviors to explain the relationship
Predictor | Constant | b-Weight | β-Weight | R2 | t | Sig | |
---|---|---|---|---|---|---|---|
Participate in wellness program Age 21 to 29 years Age 30 to 39 years Age 40 to 49 years Age 60 and over | 3.93 | −0.19 0.06 0.11 0.08 0.10 | −0.22 0.03 0.10 0.08 0.10 | 0.06 | −2.13 0.31 0.92 0.72 0.85 | 0.036 0.761 0.360 0.476 0.398 | |
Multiple R Multiple R2 F Ratio DF Sig | 0.247 0.067 1.217 5.977 0.308 | ||||||
between job satisfaction and job motivation [
This research is valuable to the federal government, state university systems, board of trustees, university administrations, and university faculty. The study results in present university decision-makers with information on the importance of university-sponsored wellness program. The results of this study may add to the body of knowledge concerning the relationship between employer-sponsored, wellness-program participation and job satisfaction for-profit college and university leaders.
University decision makers that create good wellness programs anticipate the results may correlate to job satisfaction and performance [
Decision-makers of companies and organizations consider good employee health as an important goal. Good employee health increases job satisfaction, which in turn motivates employees to perform effetely and remain employed, accomplishing tasks enjoyable to them [
The results study showed that employees satisfied with their workplaces have an extensive social life because wellness programs sponsored by an organization at its worksite also help to create cohesiveness among employees as they interact on a personal level with their colleagues through participation in the programs. The result provided more opportunities for increased employee job satisfaction. The result of this study includes statistical data and numerous recommendations to university decision-makers on the positive relationship between employer-sponsored.
Implications for Social Change
The implications for positive social change include providing university decision-makers with information on the impact of organization-sponsored employee wellness programs on employee job satisfaction. University decision-makers can address issues for example absenteeism, productivity, and presentism, which affect an organization’s revenue and profitability. More important, state-sponsored nonprofit higher education institutional management personnel can focus on spending their budgets, the funds for some of which provided by taxes, in ways that are accountable to the public. As an implication for social change, the results of the study could provide the organizational management from a non-profit higher education organization with information to support the inclusion of wellness programs into the culture, and consequently into the tax-dollar budgets of their institutions.
RECOMMENDATIONS FOR FURTHER RESEARCH
University management may use the data from this study as a tool whether or not organization-sponsored wellness programs are most appropriate for the development and well-being of their human asset. University management should pay close to the result of this study, as well as evaluate which type of wellness program is best for their organization. University leaders should work closely with employees in designing various wellness programs. Employee’s involvement strategies encourage active participation in the program, and include a sense of ownership to their employees, which is inherently empowering.
The results of this study also prove beneficial to administrators, supervisors, executives, and human resource managers in small or large for-profit colleges and universities. Scholars and practitioners who study job satisfaction and employee wellness practices may find the results interesting.
RECOMMENDATIONS FOR BUSINESS PROFESSIONALS
The results of the study could expand the option for future scholars to examine the effects of employee wellness programs on employee productivity, and by extension, profitability. In addition, a future scholar may wish to use a qualitative model to code what type of incentives boost employee participation in wellness programs and promote adherence to certain behaviors. Organizational wellness programs are designed to promote workers' well-being and, hence, their satisfaction. The same result could realize in other organization types, for example, the higher education workplace; however, limited evidence to support the notion. The results of the research may address gaps in the knowledge base regarding the effects of employee wellness programs on employee productivity and profitability.
Job satisfaction is becoming a fundamental concern for employees’ working environment. Studies have shown that job satisfaction affects absenteeism and organizational productivity, and as a result, it exerts a great impact on an organization [
The results of other literature show that employees who participate in wellness programs are psychologically and physically fit compared to their counterparts. In addition, employees taking part in wellness packages are more contented in their jobs and have decreased absenteeism rates as compared to their fellow employees. Previous studies have shown that a positive correlation between organizations’ sponsored wellness programs and workers’ satisfaction exists. Organizational decision-makers depend on wellness programs in organizational life. A gap exists in knowledge regarding participation in organization-sponsored wellness programs and their effect on job satisfaction in higher educational facilities. Consequently, more research is necessary to ascertain whether if there is a relationship between organizations’ sponsored wellness programs and employee satisfaction within the work environment of colleges and universities.
This study had four limitations: 1) The sampling process of the current study. 2) Some faculty members do not actively participate in worksite wellness activities. 3) No possibility exists for determining which faculty member is more appropriate than others to participate in worksite wellness activities. 4) Some faculty members who participate in worksite wellness activities could present the benefits of the program with less enthusiasm than the program deserves. Other faculty members might exaggerate the benefits. The results of the study would demonstrate the cause and effect relationships between variables.
The results of this correlational study did not predict job satisfaction among employees who participated in wellness programs. Faculty who were not participating in the wellness program tended to have higher levels of job satisfaction. The relationship between gender and job satisfaction was in a negative direction, indicating that females were more likely than males to have higher levels of job satisfaction. A positive relationship was found between being a faculty member for 11 to 15 years and job satisfaction, indicating that faculty who had been employed between 11 and 15 years were more likely to have higher levels of job satisfaction which was the purpose of this correlational study. University leaders should use the findings of the current study to further question the impact of organization-sponsored employee wellness programs on employee job satisfaction. Job satisfaction is becoming a fundamental concern for employees’ working environment. An employee satisfied with his or her vocation is likely to motivate and dedicate to his or her work. However, dissatisfied employees will always seek ideas to stay away from work and to shirk their responsibilities [
Employees participating in wellness packages are more contented in their jobs with a decrease in the absenteeism rate compared to other employees. Previous studies have shown that a positive correlation between organizations’ sponsored wellness programs and workers’ satisfaction exists. Organizational decision-makers are depending on wellness programs into organizational life [
The authors declare no conflicts of interest regarding the publication of this paper.
Richemond, D.J. and Needham, C. (2020) The Impact of Wellness Programs on Employee Job Satisfaction in Colleges and Universities. Open Journal of Business and Management, 8, 569-599. https://doi.org/10.4236/ojbm.2020.82035
Opening Questions: Eligibility Criteria
Instructions: If you agree to participate in this research study, please answer the following eligibility criteria questions by clicking on the mark next to the response that best describes you, or is most applicable to your current employment.
1. Informed consent to participate: I have read and understood the informed consent document and hence agree to participate in this research study voluntarily.
· Yes
· No (If no, end of the survey.)
2. Are you 18 years of age or older?
· Yes
· No (If a person indicated no, end of the survey.)
3. Are you a faculty member at college or university in the United State?
· Yes
· No (If a person indicated no, end of the survey.)
4. Does your college or university have an organization-sponsored employee wellness program?
· Yes
· No (If no, end of the survey.)
Demographic Variables
Instructions: The collection of your demographic is necessary for testing the hypotheses of this research study. Please answer the following questions by clicking on the mark next to the response that best describes you or type your answer.
1. What is your gender?
__ Male
__ Female
2. What is your age?
Type in the answer____
3. How many years have you been a faculty member?
Type in the answer____
4. Do you participate in the university’s wellness program?
Type in the answer_____
5. How long have you been participating in the university’s wellness program?
Duration______
Not Applicable__________
Job Satisfaction Survey by Spector 1994
You have my permission to use the JSS in your research. You can find copies of the scale in the original English and several other languages, as well as details about the scale’s development and norms in the Scales section of my website http://shell.cas.usf.edu/~spector. I allow free use for noncommercial research and teaching purposes in return for sharing of results. This includes student theses and dissertations, as well as other student research projects. Copies of the scale can be reproduced in a thesis or dissertation as long as the copyright notice is included, “Copyright Paul E. Spector 1994, All rights reserved.” Results can be shared by providing an e-copy of a published or unpublished research report (e.g., a dissertation). You also have permission to translate the JSS into another language under the same conditions in addition to sharing a copy of the translation with me. Be sure to include the copyright statement, as well as credit the person who did the translation with the year. Thank you for your interest in the JSS, and good luck with your research. Best, Paul Spector, Distinguished Professor Department of Psychology PCD 4118 University of South Florida Tampa, FL 33620 813-974-0357 pspector@usf.edu http://shell.cas.usf.edu/~spector