The Essay: Employee Well-being Policies And Productivity.

Title: An Examination of the Relationship between Employee Well-being Policies and Employee Productivity

Aims:

The aim of the research is to examine the relationship between employee wellbeing policies and employee productivity in a business organisation. The research would also aim to explore the concepts of employee motivation and employee retention from the view point of employee wellbeing as well as employee performance. It would take into account Herzberg’s two factor theory of motivation to explain the relationship between employee wellbeing and employee productivity. The company which would be taken into consideration in the research is M/s Five Guys Enterprises LLC based in the United States (Restaurants.fiveguys.com. 2022). The country of focus of the research would be the United Kingdom, one of the host countries of the company (Fiveguys.co.uk. 2022).

Objectives:

The following are the objectives which the research would aim to achieve:

Main objective:

To examine the relationship between employee wellbeing and employee productivity.

Supporting objectives:

To explore the relationship of employee motivation with employee wellbeing and employee productivity.

To explore the relationship employee retention has with employee wellbeing and employee performance.

Identification of the business problem:

Employee wellbeing has a strong relationship with employee productivity. Krekel, Ward and De Neve (2019) mention that employee wellbeing has profound impacts on employee productivity. The authors have measured productivity on several performance outcomes like customer loyalty, employee productivity and profitability. Hamilton Skurak et al. (2021) mention in this respect that employers have come to identify the fact that excessive job pressure does take a toll on the wellbeing of the employees. The employees strive to attain a work-life-balance with the limits between professional life and personal life blurring. Failure to strike a balance between professional life and family life has negative impacts on their wellbeing. They feel less motivated to perform which ultimate results in poor work productivity. Zhou, Rasool and Ma (2020) on the other hand point out that workplace violence and a weak organisational culture threat employee wellbeing and safety. Employees work in workplace attributed with workplace violence and lack of employee safety are more likely to leave. Arasanmi and Krishna (2019) mention in this respect that employee wellbeing results in employee retention. Thus, it can be pointed out that adopting employee wellbeing policies lead to employee retention and high employee productivity. High performance of individual employees ultimately leads to high organisational performance. However, in reality employers tend to either disregard employee wellbeing policies or do not implement employees wellbeing policies effectively (Bakker and Demerouti 2018). They end up suffering from high employee turnover and negative employee behaviour which ultimately lead to poor business performance. Thus, low level of employee wellbeing prevailing in a business organisations emerges as a business problem for it.

The research report would aim to shed light on the importance of employee wellbeing on employee productivity and ultimate business performance of a business organisation. It would explore the importance of employee wellbeing in achieving high employee performance. It would also explore the concepts of employee retention and employee motivation which are closely related to employee wellbeing. It would also delve into the negative impacts which lack of employee wellbeing can attract towards the business organisation. Finally, the research report would also explore the challenges and risks which an organisation may face while implementing employee wellbeing policies.

Relationship between Employee Well-being and Employee Productivity

Employee wellbeing:

Sakka and Ahammad (2020) define the term employee wellbeing as ‘psychological, physical, and social well-being’. Psychological wellbeing refers to the sense of work-life-balance. Physical wellbeing refers that state of optimum health which an employee is in. Social wellbeing includes but is not limited to strong interpersonal relationship with colleagues, respect, recognition and social status. Rasool et al. (2021) indirectly support the definition put forward by the previous authors by pointing out employee wellbeing as a lack of ‘apprehension, illness, depression, and fatigue’.

Employee productivity:

The term employee productivity can be defined as the performance of individual employees. (Alam et al. 2020). Warr and Nielsen (2018) strengthen the discussion by pointing out five types of productivity or performances. The first category of employee performance is task performance which refers to the aptitude of an employee to meet the assigned targets and organisational needs. The second category of job performance is specific job behaviour which refers to the work quality, adaptability and proactive participation the employee exhibits while fulfilling his job responsibilities. The third category namely, organisational citizenship behaviour refers to the extra initiatives the employee takes. Counterproductive work attitude refers to the negative behaviour which the employee exhibits. The fifth category of job performance is absenteeism which refers to the tendency of employees to absent themselves.

Employee retention:

Singh (2019) defines that term employee retention as the strategies a business organisations adopts to encourage its employees to continue serving it for a longer span of time. Kurdi and Alshurideh (2020) on the other hand define the term as, ‘the effort by an employer to keep desirable workers to meet business objectives’. Thus, it can be pointed out from the analysis employee retention is a strategic human resource function which business organisations adopt to retain employees so as to deploy them to achieve business targets for a longer time period.

The research would involve secondary data analysis and primary data analysis. The primary data collection method which would be adopted would be survey. Microsoft Excel would be used to statistically analyse the primary data collected. The researcher would survey 20 employees of Five Guys online. It would be an exploratory research using realism research philosophy (Ryan 2019).

Employee wellbeing has direct impacts on their productivity and business performance of a business organisation. However, most of the employers tend to pay little or no attention towards the wellbeing of their employees (Pfeffer 2018). Isham, Mair and Jackson (2020) mention in this respect that some of the firms view employee wellbeing as a mere tool to increase employee productivity. However, in reality, employee wellbeing has to made part of the strategic human resource management strategies of a company. Employee wellbeing strategies have to be implemented on perpetual basis to ensure that the employees experience physical, mental and social wellbeing (Sakka and Ahammad 2020). This would enable them to perform well on consistent basis which would ultimately lead to the high market performance of the company on the whole. This relationship between employee wellbeing policies and employee performance would form the background of the research.

Employee Motivation and Employee Well-being

Employee wellbeing is of immense importance to employee performance and business performance of a business organisation. Ibrahim et al. (2020) mention that employee wellbeing has direct implications on employee engagement. This is because when the management of a company implements employee wellbeing policies, the employees feel more valued. They participate in the operations more proactively. Naeem and Khurram (2020) strengthen the discussion by pointing out that the leadership attributes adopted by the management of a company has direct impacts on employee wellbeing which ultimate leads to high productivity. They mention that when the management of the company exhibits positive attributes like integrity, ethical treatment of employees and shared business vision, the employees trust the management. They feel less stressed and more motivated to perform. They consequently experience high perception of wellbeing and perform better. When on the other hand the leadership board of a company exhibits ‘toxic’ leadership attributes like manipulative nature, autocratic nature and demeaning the interests of the employees, the employees feel insecure and lack of trust in the management decisions. The employees working under the management exhibiting such negative leadership attributes feel stressed. They feel less motivated to perform which goes on to result in poor performance.

Sivapragasam and Raya (2018) mention that employee wellbeing today is not only dependent on internal factors like prevalence of employee wellbeing policies but also external factors like increasing market competition on which a single company has no control. A company today in order to sustain in the fiercely competitive market has to achieve high business targets which ultimately boils to the targets set for individual employees of the company. The company has to hire employees often more skilled and experienced than the existing ones to meet its newly identified business targets. The pressure of achieving staggering business targets and the entry of new employees often make the tenured employees feel insecure and stressed. Celma, Martinez-Garcia and Raya (2018) in this respect HRM policies like equal opportunity and training can enhance trust of employees in the management. The employees, both tenured and newly hired would feel more reassured of their value to the management. They would more likely to collaborate with each other which in turn goes on to increase their sense of wellbeing. They would perform better which would ultimately contribute to the performance of the company (Archer?Brown et al. 2018). For example, Five Guys in order to manage business pressure in its outlets in the United Kingdom employs new managers who are in general more skilled, knowledgeable and experienced than the existing managers. The existing managers would consequently feel insecure because they would fear losing their positions, being dominated by the newly hired managers or fear losing their jobs. The existing managers would consequently feel stressed which would go on to affect their motivation levels. They would focus on trying to influence the newly hired manager rather than carrying out their job responsibilities. This would exhibit cynicism and try to resist the day to day operations of the restaurant, thereby affecting its productivity (Darmawan and Azizah 2020). However, the management provides training to the existing managers to up skill them, the existing managers would feel valued. They instead of trying to influence the newly hired managers, would more likely collaborate with them which would enhance their sense of wellbeing among both the groups of managers (Jena, Pradhan and Panigrahy 2018). This collaboration among the tenured managers and newly hired managers of Five Guys in the United Kingdom would contribute to high performance. Thus, it can be established on the basis of the analysis that employee wellbeing promotes employee performance which ultimately catapults organisational performance.

Employee Retention and Employee Performance

 

Figure 1. Employee wellbeing and employee engagement

(Source: Ibrahim et al. 2020)

Employee wellbeing creates job satisfaction among employees which to a great extent boosts their performances and the performance of the organisation on the whole. Hijazi (2020) defines the term job satisfaction as, ‘a positive emotional state of contentment and pleasure stemming from the appreciation of one’s work and experience’. Wang and Brower (2019) mention that job satisfaction leads to positive professional attitude among the employees. High level of job satisfaction enables a business organisation deal with employee related issues like absenteeism, high rate of employee turnover and job stress among the employees. Vasan (2018) mentions that job satisfaction refers to ‘feeling, attitude, perseverance and beliefs’ of employees of an organisation towards their jobs and the organisation in general. When employees feel high level of job satisfaction, they are experience high level of energy and motivation. They proactively get involved in achieving the job targets set for them. Employees on the other hand experiencing lower level of employee satisfaction feel distressed and nervous, thereby showing less proactive attitude in fulfilling their job responsibilities. Ho and Kuvaas (2020) mention in support of the previous author than when employees feel less physical and mental stress, they are more likely to experience higher level of job satisfaction. This is because when an employee is unwell or mentally stressed, he cannot experience job satisfaction even after achieving his target. Thus, it can be established on the basis of the discussion that employee wellbeing results in employee job satisfaction.

Employee wellbeing policies boost employee retention in a business organisation which in turn boosts employee performances. Singh (2019) refers to the employee retention as, ‘various measures taken by organizations to encourage its employee so that they remain with it for a longer duration of time’. The author also goes on to mention that the main aim of employee retention is to retain talented, skilled and experienced employees for a longer period of time. Papa et al. (2018) supporting the argument mention that when a company is able to retain employees, it is able to achieve higher level of employee performances. This is because employees have the opportunities to put forward new ideas on the basis of their knowledge and skills which in turns leads to innovation. The employees in general by collaborating with each other are able to come up with new ways in which they can achieve the performance targets set for them. They are consequently able to perform better. Kamalaveni, Ramesh and Vetrivel (2019) mention in this respect that workplace safety plays a very important role in employee retention in business organisations. This is because when employee feel safety in an organisation, they are more likely to continue working with it. Malik, Baig and Manzoor (2020) point out that employees require safety in the workplace. When, they feel safe, they likely work more efficiently which boosts their performance. Sprigg et al. (2019) mention that when employees experience anything like bullying which challenges their sense of wellbeing, they are more likely to perform less efficiently. This is because negative workplace experience like bullying create a sense of insecurity which affects the sense of wellbeing among the employees negatively. Paul and Kee (2020) support the argument that when employees feel insecure or experience low level of wellbeing, they are more likely to resign. Low level of employee wellbeing is largely responsible for high level of employee turnover in business organisations. Thus, it can be pointed out that the management of business organisations should adopt employee wellbeing policies. The employee wellbeing policies should take into account physical wellbeing aspects. For example, the management of Five Guys should enforce stringent fire safety policies as a part of its employee wellbeing policies (Iqbal, Ahmad and Kim 2021). This would ensure that the employees feel safer and focus more on performing their professional duties. Similarly, the management of the restaurant in its UK divisions should engage more employees in forming the business strategies. The employees would fell valued which would maximise their psychological wellbeing (Rasool et al. 2021). The employees of Five Guys UK would consequently continue serving the restaurant for a longer period of time owing to the implementation of the wellbeing policies. Thus, it can be established on the basis of the explanation that employee wellbeing policies boost employee retention in business organisations.

Negative Impacts of Lack of Employee Well-being

Relationship which employees have with their co-workers have direct impacts on employee productivity. Jena, Pradhan and Panigrahy (2018) while highlighting the relationship between co-worker relations and employee performance mention engagement as, ‘a driver of business success, as an engaged employee perseveres to achieve organisational goal through displaying their proactive attitude amidst adverse situations’. This means that when there exists a strong professional relationship between employees, they get engaged in the operations of the company more proactively. Malik and Sattar (2020) on the other hand mention that when employees experiences unethical activities like bullying in their workplaces, they are less likely to trust their co-workers. They are likely to collaborate with co-workers across designations and departments. The employees would feel insecure and would not be able to focus on their jobs (Sprigg et al. 2019). This would affect their performance. Pukkeeree, Na-Nan and Wongsuwan (2020) mention that on the other hand that collaboration among employees leads to development of innovative work processes. The employees by exchanging their ideas, knowledge and experience are able to identify innovative ideas to deal with professional problems and challenges. They are consequently able to deal with challenges better and achieve better performance. For example, employees of Five Guys different outlets of the restaurant can collaborate to develop new and innovative dishes which they could offer to customers. This would enable them to serve customers more satisfactorily or in other words better. Cicek, Turkmenoglu and Ozbilgin (2021) mention that some employees may be cynics and harbour turnover intensions. They also mention that factors like organisational support can help in reducing these cynic behaviour and turnover intentions among employees. Thus, it can be established on the basis of the discussion that relationship with co-workers in general have strong positive impacts on the productivity of employees.

Work-life-balance or WLB in general has a positive relationship with employee performance. Kelliher, Richardson and Boiarintseva (2019) define work-life-balance as, ‘the relationship between work and non-work aspects of individuals’ lives, where achieving a satisfactory work-life balance is normally understood as restricting one side (usually work), to have more time for the other’. Fotiadis, Abdulrahman. and Spyridou (2019) while referring the working conditions in hospitality firms which also include restaurant mention that employees working with these organisations often have to work under strenuous conditions. The working conditions which employees brave long working hours and insufficient leisure. They do not het to spend sufficient time with their families. This leads to work-life conflicts which ultimately leads to mental stress and low sense of wellbeing. Abioro, Oladejo and Ashogbon (2018) strengthen the discussion by pointing out that work-life-balance has several positive impacts on the employees. Employees when able to enjoy WLB are able to balance between the personal commitments and professional commitments. They consequently feel more motivated to work. Haider, Jabeen and Ahmad (2018) in support of the previous authors mention that lack of WLB is responsible for health issues and low work performance among employees. Chung and Van der Lippe (2020) mention in this respect that work-life-balance is a qualitative aspect. This means it is not possible to actual assign any particular time limit for either focusing on personal life or professional life. This means employees have to strike a balance between their personal lives and professional lives. They have to ensure that they devote optimum time to both as per demands of particular situations. For example, the restaurants usually receive more customers in general at weekends in comparison to week days (Chang et al. 2021). This means Five Guys would ideally have to have more employees on board to serve customers during weekends. Thus, it can be expected from the employees of the restaurant, especially the front office staff like waiters that they would in general avoid taking leaves during weekends, if not absolutely necessary. It can also be expected of them to spend sufficient amount of time with their respective families when required. This would enable them to strike a balance between their personal lives and professional lives. They would feel a sense of wellbeing and less stressed. They would consequently feel more motivated to work and perform better. However, some employees will absent themselves on unjustified grounds even during the peak business times when should not ideally take leaves. Total nullification of employee absenteeism is not feasible and some employees are bound to take undue advantage of WLB (Bourini et al. 2019). Thus, it can be established on the basis of this analysis that WLB in general has positive impacts on employee productivity. It has also come out into the light that the exact line of balance between professional life and personal life cannot be determined. Employees have to be judicious while enjoy WLB and ensure that they do not compromise either on their personal lives or on their professional lives. They should abstain from misusing the WLB facilities allowed to them by their employers.

Importance of Employee Well-being in achieving High Employee Performance

Herzberg’s two factor theory can be used to explain the importance of employee wellbeing policies. Alrawahi et al. (2020) mention that the two factor motivation theory put forward by Herzberg takes into account two factors which influence the levels of motivation employees experience. The first category of motivating factors is called motivators or satisfiers. Motivators include recognitions, achievement and level of freedom enjoyed at work. These factors are intrinsic factors which motivate employees to work harder. The second set of factors are extrinsic factors, also known as dissatisfiers or hygiene factors. This is because the employees of an organisation in general experience low level of job satisfaction if these factors are not met. They include salary, incentives, relationship with co-workers and promotion to higher levels. Yousaf (2020) supporting the previous authors mention that employee performance is closely related to employee motivation. Employee motivation can also be linked to employee wellbeing policies. Jena, Pradhan and Panigrahy (2018) mention that employees feel secure when they have a strong positive relationship with their co-workers. This is because positive relationship with co-workers creates a sense of security and wellbeing among the employees. It can be pointed out that as far as the two factor motivation theory coined by Herzberg is concerned, it can be pointed out that co-worker bonding is a component of hygiene factors (Alrawahi et al. 2020). The management of a business organisation should ensure that it takes steps to ensure that employees in general share amicable relationship with each other. It should ensure that employees are able to enjoy work-life-balance (Haider, Jabeen and Ahmad 2018). The management should ensure that no employee is subjected to unethical treatment like bullying by co-workers (Sprigg et al. 2019). WLB and ethical employee treatment belong to the motivator category of motivating factors as per Herzberg’s theory. Salary is one of the most important factors which affect employee motivation and wellbeing (Villajos et al. 2019). This is because when employees are compensated legitimately, they are able to lead a proper lifestyle. They are able to satisfy their basic needs required to lead a decent life (Chari et al. 2018). This creates a sense of wellbeing among workers. It can again be pointed out that employee compensation is a hygiene factor (Alrawahi et al. 2020). When an organisation compensates employees legitimately as per its SHRM and wellbeing policies, the employees feel less stressed and experience a sense of wellbeing. When an organisation on the other hand either does not compensate employees properly or delays compensation remittances, they employee feel anxious and stressed. They consequently experience low level of wellbeing. For example, the management of Five Guys for its divisions in the United Kingdom should adopt certain strategies which would enhance employee wellbeing. It should be ensured that the employees are compensated legitimately without delay as per the employee compensation policies (Shakil 2020). This would create a sense of wellbeing among them. They would be able to focus on fulfilling their job responsibilities instead of worrying about salaries, which means they would perform better. Thus, it can be established on the basis of the analysis that Herzberg’s two factor motivation theory is closely related to employee wellbeing policies. It can also be pointed out on the basis of the analysis that while forming its employee wellbeing policies, the management of Five Guys should take into account both the intrinsic factors and extrinsic factors mentioned in the theory.

Challenges and Risks of Implementing Employee Well-being Policies

The researcher has employed exploratory investigation method to conduct the research. Casula, Rangarajan and Shields (2021) mention that exploratory research answers the question ‘wthy’. Exploratory research aims to find out relationship between two aspects or variables based on causes. They mention that exploratory does not give in to already existing bodies of literature. The research method instead delves into taking into account both secondary data and primary data to arrive at a strong conclusion based on the findings. Amicarelli et al. (2021) support the previous authors points out that exploratory research helps in conducting researches on topics on which there exists limit data. The approach helps in gaining better understanding on new topics, topics less visited or the ones with less amount of existing literature.

The nomination of exploratory research methodology to conduct the research on the topic, ‘An examination of the relationship between employee well-being policies and employee productivity’ can be justified on several grounds. First, employee wellbeing, the independent variable and employee productivity, the dependent variable are related to each other as cause and consequence. Implementation of strong employee wellbeing policies enable the management of a business organisation gain high level of employee productivity (Archer?Brown et al. 2018). Owing to cause and consequence relationship existing between the two variables, exploratory research method is justified (Casula, Rangarajan and Shields 2021). Secondly, the topic is not explored sufficiently. There does exist some amount of work exploring employee wellbeing but there exist insufficient numbers of works viewing it as an important contributor of employee productivity. Thus, it can be justified on this ground that exploratory research methodology is appropriate (Amicarelli et al. 2021).

The researcher has opted for realism research philosophy. Alharahsheh and Pius (2020) point out that positivism is the research philosophy which draws on the scientific facts. The approach takes into account the ‘observable reality’. The approach does not take into account interpretation of facts. Thus, in other words it can be pointed out that the approach does not include analysing the facts to gain deeper understanding of topics under research. Pham (2018) on the other hand point out that the research philosophy of interpretivism tends to gain a deeper understanding of aspects. The approach focuses on analysing facts to gain understanding those aspects which are not visible but are important. Raqib (2019) points out in this respect that interpretivism gives way to personal biases. This is because researchers following this approach often tend to interpret phenomena from their perspective. Thus, it can be pointed out that this approach does not lead to forming of an impartial and strong conclusion. Hence, both positivism and interpretivism are inappropriate for the topic, ‘An examination of the relationship between employee well-being policies and employee productivity’. This is because the topic requires the largely impartial approach of the positivism and the deep analyses of facts which could be attributed to interpretivism. Thus, the appropriate research philosophy for the topic is realism which combines the attributes of both the previous approaches. Realism approach involves studying the findings based on previously existing literature and facts (Ryan 2018). This enables in depth analysis of a phenomenon sans personal biases to a great extent. Thus, the conclusion which is derived from the research concerned is deep and impartial.

The topic, ‘An examination of the relationship between employee well-being policies and employee productivity’ requires in depth research. The topic does not have an immense volume of existing work dedicated to it and calls for exploratory research method. This means that topic requires use of primary data. It can also be pointed out that primary data is affected by personal biases (Raqib 2019). Thus, the researcher in order to arrive at a proper conclusion needs to adopt a research philosophy which enables him to analyse the facts properly without surrendering to personal biases. The researcher needs to adopt a research philosophy which would enable him to interpret the primary data in the light of existing facts. This calls for realism research philosophy. Thus, it can be justified on the basis of the analysis that realism research philosophy is the most appropriate research philosophy to conduct research on the topic chosen.

The researcher has taken into account primary data and secondary data to conduct the research. Primary data has been collected by surveying 20 employees employed with the divisions of Five Guys located in the United Kingdom. The tool which has been used to gain responses from the participants is a questionnaire. The responses gained from the respondents have been analysed using Microsoft Excel.

The researcher has collected pieces of secondary data from secondary sources of data including books, articles, newspaper articles, magazines and journals (Sileyew 2019). The researcher has also obtained pieces of secondary data from reliable online sources including the official website of Five Guys.

The choosing of both primary data collection and secondary data collection can be justified on several grounds. The topic, ‘An examination of the relationship between employee well-being policies and employee productivity’ requires collection of both primary data and secondary data. There are two variables in the topic namely, employee wellbeing policies which is the independent variable and employee productivity which is the dependent variable. There already exists a significant volume of work on both the variables individually. However, there exists scarcity of work studying the relationship between them. This literature gap led the researcher resort to collection of primary data. However, it can be pointed out that pieces of primary data are seldom free of personal biases. The researcher in order to reduce the impact of personal biases on the data analysis and conclusion would study the findings of primary data analysis in the light of the pieces of secondary data collected including the Herzberg’s two theory of motivation (Alrawahi et al. 2020).

The researcher has encountered ethical issues while carrying out both the primary research and secondary data. The researcher has gained prior consent of the 20 participants survey. He has also informed that their views would be used in the current research (Copes et al. 2018). The researcher has ensured that no survey respondent is forced to answer any questioned or probed when he has declined from answering any question and has chosen to remain neutral.

As far as ethical challenges while collecting secondary data is concerned, the researcher has faced difficulty in collecting authentic pieces of data. The researcher while conducting secondary research has come across several pieces of data which appeared to be authentic but the sources or owner of the pieces of data mentioned in them could not traced. The researcher has abstained from incorporating such suspicious pieces of data in the research. Similarly, while collecting secondary data from online sources, the researcher has encountered a large number of online articles and web pages which turned out to be fake. It has been extremely difficult and time consuming as some of the fake online pages are well camouflaged to appear authentic (Shu et al. 2019). Differentiating pieces of fake pieces of information from authentic pieces of information has been challenging as well as time consuming (Zhao et al. 2020). The researcher would keep both the pieces of primary data and secondary data under his safe custody. 

Finding 1. Employee wellbeing policies have direct impact on employee wellbeing:

 

It has come into the light that employee wellbeing policies have direct impacts on the productivity of employees. All the 20 employees of Five Guys in the UK surveyed have opined that they consider employee wellbeing policies important for wellbeing of employees. Ibrahim et al. (2020) opines that when employee wellbeing policies are adopted, employee feel valued. The employees on feeling respected are motivated to perform better. This finding can be viewed through the lenses of the two factor theory of Herzberg. Respect which employees get in their workplaces are among the hygiene factors or extrinsic factors as per the theory (Alrawahi et al. 2020). All the 20 employees surveyed have assented to the fact that employee wellbeing policies are important for the wellbeing of employees. None of the respondent surveyed has dissented or taken a neutral position. Thus, it can be established on the basis of the primary data and the relevant secondary data that employee wellbeing policies have positive impacts on employee wellbeing.

Finding 2. Employee wellbeing policies have direct impact employee retention:

 

Employee wellbeing policies directly affect employee retention. When enquired about the age of the 20 employees surveyed at Five Guys UK, it has come into the light that around 45% of the employees are between 20 and 30 years of age and 25% of the employees are aged between 31 years and 40 years. It has also come into the light that 20% of the employees are aged between 51 and 60 years while 10% employees are aged between 41 years and 50 years. 

 

When the 20 employees surveyed have been questioned about their tenure at Five Guys in the United Kingdom, it has come into the light that 40% of the employees have been working with the company for over 2 years. It has also come into the light that 35% of the employees have been working into the company for over a year but less than 2 years while another 25% of the employees have been employed with the company for less than a year.

Several salient facts can be pointed out regarding the implementation of the employee wellbeing strategies in place at the UK divisions of Five Guys. First, the restaurant company has employees of diverse age groups in its payroll in the United Kingdom. Secondly, most of its employees have been working with it for more than 2 years while a sizeable percentage of employees have been employed with the company for over a year. This means Five Guys UK is capable of retaining employees of diverse age groups. This means that company in general enjoys a high rate of employee retention or in other words a lower level of employee turnover. Papa et al. (2018) can be reiterated to point out that employee retention boosts business productivity in a business organisation. This is because when the business organisation is able to retain employees, it is able to utilise their skills, knowledge, experience and talent for a longer time, thereby achieving high level of business productivity. Five Guys operates in around 10 locations within the United Kingdom alone (Restaurants.fiveguys.co.uk. 2022). Thus, it can be construed that it is being able operate in the country extremely profitably which enables it to support as many as 10 locations. This high market performance of the company can be ultimately attributed to the high productivity of its employees. It can be pointed out that the multinational restaurant chain is able to retain most of its employees for a long time (Singh 2019). It can also be pointed out in the light of the findings that employees of different tenure and age have different sets of skills, knowledge and experience. These employees collaborate among themselves which contribute to their performance. It can be pointed out on the basis of the discussion that at the base of the high employee retention rate of Five Guys in the UK lie the strong employee wellbeing policies of the company. Implementation of the employee wellbeing policies motivates that employees of diverse age, experience, specialisation and competence keep on serving performing strongly, ultimately pushing the performance of the restaurant several notches higher. Thus, it can be established on the basis of the analysis of the pieces of primary data and the secondary data that employee wellbeing policies contribute to high level of employee retention.

Finding 3. Employees hold employee safety as an important component of employee wellbeing policies:

 

Employees regard employee safety as an important component of employee wellbeing policies. Upon being asked whether they consider workplace safety important for employee wellbeing policies, 75% of the employees have opined in positive. It has also come into the light that 10% of the employees do not regard workplace safety of importance for employee wellbeing policies at Five Guys while another 15% of the employees have refused to take any side. Kamalaveni, Ramesh and Vetrivel (2019) can be iterated that workplace safety plays a very important role in the physical and mental wellbeing of employees of a firm. When the management of a company maintains high level of safety protocols, there are less likelihood of employees emcontering accidents like tripping or falling. They would consequently feel safer which would create a sense of psychological wellbeing. The employees due to these feelings of physical safety and mental peace would be able to focus on their work. They would consequently perform better (Malik, Baig and Manzoor 2020). As far as Five Guys UK is concerned, it can be pointed out the company enjoys a high rate of employee retention. It can be construed that employee stay with the company because they experience high level of wellbeing. This to some extent points out that the management of Five Guys in its divisions in the United Kingdom implements employee wellbeing policies effectively. It can also be implied that the wellbeing policies of the company take in workplace safety within its scope. Finally, it can be established on the basis of the analysis that workplace safety should ideally be an important component of employee wellbeing policies of a company.

Finding 4. Relationship with co-workers is important for employee safety and wellbeing:

 

Upon being interrogated whether they consider relations with co-workers are important for employee safety and wellbeing, 75% of the workers have opined that they consider co-worker relationship important for their wellbeing and safety. Jena, Pradhan and Panigrahy (2018) can be iterated to point out that when enployees share strong bonds with their co-workers, they get engaged in the operations more proactively. The strong relationship which workers of a company share with their co-workers leads to development of trust. When employees trust each other, they sense a sense of protection which leads to development of a feeling of wellbeing (Buli?ska-Stangrecka and Iddagoda 2020). Strong bonding among employees in general leads to high level of employee retention (Ahmad 2018). Thus, considering the fact that Five Guys in general enjoys a high level of employee retention, it can be established that the employees at the company in general share strong professional bonds among themselves (Finding 2). They trust each other in general which creates a sense of wellbeing. Thus, it can be established upon detailed examination of the relevant pieces of primary data and secondary data that strong co-worker relationship is important for employees to feel safe and experience a sense of wellbeing.

Finding 5. Work-life-balance motivates employees to perform better:

 

Work-life-balance or WLB motivates the employees of a business organisation to perform better. It has surface from the survey that 85% of the employees or 17 out of the 20 employees of Five Guys surveyed have agreed that they feel motivated when they are able to enjoy WLB. However, 15% of the employees surveyed have declined to either assent or dissent and has maintained a neutral stand on the question. However, none of the participants have clearly declined that they feel motivated to perform better when they are able to enjoy work-life-balance. Thus, it can be construed that every employee consider WLB important for their performance to some extent or the other. Kelliher, Richardson and Boiarintseva (2019) can be iterated to support the finding. The authors mention that when employees are able to enjoy WLB, they feel a high level of mental peace. Haider, Jabeen and Ahmad (2018) can be iterated to point out that when employees are not able to enjoy WLB, their physical wellness and mental wellness is affected. Thus, in other words, they experience a low level of wellbeing which starts interfering with the work performance levels. This finding can also be viewed through the lenses of Herzberg’s two factor theory. WLB is an intrinsic or motivator factor. When employees are able to experience optimum level of WLB, they are motivated to perform better since they experience a level of wellbeing or a low level of stress (Alrawahi et al. 2020). Thus, it can be established that work-life-balance holds immense importance in the performance of employees.

Finding 6. Ethics play a very important in the wellbeing of employees:

The participants have been asked whether they have ever experienced or have been subjected to workplace bullying. Around 50% of the participants have negated to fact while around 45% of the participants have accepted that they have experienced or have suffered workplace bullying. Around 5% of the participants have remained neutral and have declined to take a clear stand on the question. This could mean that though they may have suffered bullying at work, they have chosen not to reveal it. It would not be wrong if this 5% is added to the 45% of the participants who have suffered or experienced workplace bullying. When the employees have been asked whether they think unethical practices like employee bullying have detrimental effects on their wellbeing, 80% of the participants have agreed to the fact, 10% of the participants have not while another 10% of the participants have remained neutral. When the employees have been asked on their opinions regarding inclusion of workplace safety and ethical conduct into the employee wellbeing practices of a company, 85% of the participants have agreed to it. Around 10% of the employees have remained neutral while another 5% of the employees have disagreed to the fact. Unethical practices in workplace bullying have detrimental effect on the wellbeing of employees (Sprigg et al. 2019). Ideally every employee should consider unethical practices like bullying detrimental to wellbeing and abstain from indulging into it. However, from that fact that 5% of the participants have disagreed to the fact that bullying harms employee wellness it can be pointed out that there are some employees at Five Guys to may be indulging into bullying their co-workers. This implies that the present employee wellbeing policies in place at Five Guys is still not effective enough to protect employees from unethical practices like bullying. This inability to stop unethical practices like bullying total is an area of improvement the management of Five Guys should work on. Thus, it can be established on the basis of the analysis that ethics plays a very important role in the wellbeing policies of a company.

Conclusion:

It can be concluded that there exists a deep relationship between wellbeing policies of a business organisation and its employee productivity. Employee wellbeing has direct impacts on employee productivity. When a business organisation is able to achieve high level of employee wellbeing, the employees feel secure and develop trust among themselves. They consequently collaborate in bringing about innovations in the modes of operations which goes on to not only improve their performances but also the performance of the business organisation altogether.  Employee wellbeing is dependent on both internal factors and external factors of a business organisation. It has come into the light that employee wellbeing leads to job satisfaction among the employees. This is because when employees experience high level of job satisfaction when they work in an environment free from physical hazards and mental stress to the extent feasible. It has also come into the light from the discussion that employee wellbeing leads to employee retention which is one of the key factors responsible for high employee productivity. It has surfaced from an arduous secondary research that the feeling of wellbeing among employees is dependent to a great extent on the bond they share with their co-workers. When employees share a strong bond with their co-workers, they feel more secure. Work-life-balance boosts wellbeing of employees. It has come out after studying Herzberg’s two factor motivation theory that when the factors are fulfilled, the employees in general experience a high level of wellbeing. As far as employee wellbeing policies at the business divisions of Five Guys located in the United Kingdom is concerned, the survey conducted on 20 of the company’s staff members reveal several facts on them. The employee wellbeing policies at Five Guys in the UK are commendably strong which is evident from the fact the employees belonging to diverse age groups work in the organisation and the organisation experiences a high rate of employee retention. It has surfaced from the survey that most of the employees consider employee wellbeing policies important for their wellbeing. Most of the employees also consider workplace safety extremely important for employee wellbeing. The survey has unearthed that most of the employees of the organisation value WLB. It has also come into the light that most of the employees do consider it important to abstain from unethical practices like employee bullying to experience optimum level of wellbeing at the company. However, a small percentage of employees have remained neutral or dissented on the matter. It can be pointed out from the fact either a small group of employees are indifferent to unethical practices like workplace bullying, indulge in such practices or both. This means that in order to make the employee wellbeing policies at Five Guys more effective, the management of the company needs to deal with this small group of employees without targeting them. For example, it can be recommended the employees of the company in general should be educated on the importance of employee wellbeing and should be educated on the need to abstain from indulging into unethical actions like bullying. It can also be recommended that exemplary steps should be adopted against employees proven to have been involved in unethical practices like bullying which could endanger employee wellbeing. Finally it can be concluded that the employee wellbeing policies of Five Guys should incorporate both physical safety aspects and mental safety aspects of employees.

I can reflect upon the entire experience of conducting the research on the topic and point out that the whole experience has been very enriching. I have learnt a lot of things which would help me to conduct researches in the future even better. First of all, I can point out that the topic, ‘An examination of the relationship between employee well-being policies and employee productivity’ is an extremely interesting topic to research on. This is because employee wellbeing is a burning topic today. Failing to achieve a minimum level of employee wellbeing is responsible for most of the companies today suffering high rate of employee turnover. Although most of the organisations have realised the importance of employee wellbeing policies, yet a very few them actually have employee wellbeing policies in place. Management of most of the organisations consider employee wellbeing policies nothing beyond schemes like gymnasium and health club allowances to their employees. Most of the management bodies today still fail to realise the employee wellbeing has to be made a part and parcel of their respective strategic human resource management policies. That is why most of the business organisations even today suffer from low level of employee wellbeing which in general which keeps on affecting their employee productivity.

The second thing which I have learnt is that employee wellbeing policies have to be made inseparable components of all relevant organisational policies including strategic human resource policies, employee safety policies and ethical policies as well as legal compliance policies. Business organisations in order to ensure high level of employee wellbeing should adopt a strong organisational culture. This would ensure that the employees respect each other which would consequently increase the feeling of wellbeing among them. Similarly, there should be strong employee safety policies including fire safety in place in business organisations. This would further enhance the perception of wellbeing among the employees. Hence, I can point out that in the future when I would attain in the position of a manager, I would focus on these aspects while forming and implementing employee wellbeing policies.

The third thing which I have learnt is that gathering authentic pieces of secondary data is of paramount importance while conducting a research. I can point out from my own experience that it collecting authentic data requires a lot of patience and time. I have literally go carefully through each piece of secondary data to ensure that it is authentic prior to incorporating it into the research. I have also learnt that it surveying people to gain primary data requires a lot of patience. I have also learnt that the surveyor should obtain due consent of the participants prior to surveying them. I have also learnt that the participants should be informed expressly that their responses would be used in conducting the research. I have come to know that maintaining transparency in the survey enables gaining better responses from the respondents which ultimately boosts the quality of research.

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