A key insight from GPTW’s research is that
trust-based cultures not only drive superior business
performance, they also foster employee well-being.
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give very positive assessments of all
13 factors in the Standard. In contrast,
the same is true for only about half of
survey respondents who give neutral
or negative assessments of their work-place
as psychologically and emotion-ally
healthy.
The one exception is physical safety.
As already noted, this should not be
surprising. However, the new insight in
Figure 2 is that the most psychologically
healthy workplaces also are highly rated
to be physically safe.
Action implications
For employers, the practical implica-tions
here are three-fold:
1. Employees won’t experience their
work environment as a “great place
to work” unless it is both physically
and psychologically healthy.
2. The Standard’s 13 workplace
factors are not only essential for
promoting employee psychological
well-being, they also define a great
place to work.
3. The reason a great workplace is
synonymous with psychological
well-being comes down to one
word: trust.
Workplace health and safety experts
advocate creating a ”culture of health”
and a “safety culture” as building blocks
for a healthy organization. Achieving
these goals can only happen in a cli-mate
of trust. Employees and managers
must trust one another and managers
must take employees’ best interests into
account in what they say and do. In
short, all workplace relationships must
rest on a foundation of trust in order
for the work environment to be truly
healthy, safe and productive. Let this
be a guiding principle for any employer
planning to implement the Standard. n
Graham Lowe, PhD, is president of The
Graham Lowe Group Inc.
L E A D E R S H I P
24 ALBERTA HEAVY 1 2019
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