How does organisational culture affect employee well-being?
I remember seeing my friends losing passion for the job they once loved. They were chronically tired from the overwhelming workload and felt dreadful about going to work each day. They became shells of their former selves before submitting their resignation to take a long-deserved break.
The stories of my friends are not unique to Singaporeans. In a 2024 survey conducted by Telus Health, a health technology provider, 47% of respondents from various industries experienced some form of exhaustion, a symptom of burnout, from their work. Burnout, which is a “result of prolonged, unrelenting stress that hasn’t been effectively managed”, can manifest differently in various individuals. Besides exhaustion, cynicism and inefficacy are two other main symptoms of burnout. The same survey by Telus Health revealed that two-thirds of the respondents experienced at least one sign of burnout, with “having too much work” as an often-cited reason for burnout.
Burnout phenomenon in Asia
In Asia, nearly one in three employees experienced signs of burnout, a figure higher than the global average of one in four employees. The 2019 survey conducted by Cigna, a health care firm, shows that 87% of employees are stressed, with 12% unable to manage their stress. “Toxic workplace behaviour” emerged as a key reason for burnout in a 2022 study by McKinsey Health Institute in India, Japan, Australia, and China.
The phenomenon of burnout and overwork is especially evident in East Asia. A study in Taiwan showed a strong correlation between long working hours and burnout. In Chinese tech companies infamous for their “996” work schedule, working from 9am to 9pm six days a week, a government-led survey in 2018 showed a huge increase in employees experiencing burnout.
In Singapore, where I am from, “poor organisational culture, unrealistic expectations of workers’ productivity, role ambiguity and lack of recognition” are grounds for burnout.
Building a positive organisational culture
A positive corporate culture produces happier and healthier employees, while a poor culture results in lower levels of productivity and a higher turnover rate. Organisational culture, in essence, is shaped by the norms and values shared by employees in an organisation. The values and beliefs of an organisation can have a tangible impact on the well-being of its employees.
Well-being Champions listed five pillars that organisations should take note of in developing a well-being culture:
Leadership Commitment
Inclusive Policies
Engaged Managers
Employee Voice
Continuous Learning
The behaviours exhibited by leaders help to assure employees that they value the importance of well-being. Managers are also important in building a healthy workplace on a day-to-day basis. Leaders and managers need to educate themselves about mental health, which will help them recognise relevant signs of mental health distress.
The policies implemented should consider the various needs ofemployees to build an inclusive environment. Inclusivity also means embracing diversity and creating an environment where everyone can play a part and whereny forms of discrimination or biases should be reported.
It is important to listen to employees’ feedback and act accordingly. Managers can perform regular check-ins and conduct open dialogue about mental health. Allowing employees autonomy and having flexible work arrangements helps to build a positive work environment. Managers should also recognise the efforts of the employees.
Organisations should also implement initiatives for employees in learning how to take care of their well-being. However, the 2024 survey by Telus Health revealed that 52% of the respondents did not have any mental health programmes at their workplaces to help them cope with work demands, and a quarter were unaware if their companies had such programmes.
The background paper prepared for Asian Development Outlook 2020 Update: Wellness in Worrying Times also listed the inadequacies of workplace wellness initiatives, some of which include limited outreach, low participation rates, and siloed and reactive programmes. It is more effective to tailor programmes to the specific needs of the employees instead of conducting programmes that are easy to implement.
Conclusion
There are companies in Asia that have developed a people-oriented culture that prioritises the well-being of their employees. More businesses are equating investment in mental health with investment in business performance concerning productivity and staff turnover. Companies with a culture valuing the well-being of their employees are seen to have great stock market performance and witness positive results in key business performance metrics. All in all, fostering a people-oriented organisational culture benefits everyone, and it is time for companies to take the step to build a safe and healthy environment for employees.
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References:
https://www.cignaglobal.com/blog/healthcare/2019-cigna-wellbeing-survey
https://wellbeingchampions.sg/creating-an-organisational-well-being-culture-a-blueprint-for-success/