Organisational Impact and Factors Influencing Wellbeing

Workplace wellbeing has measurable consequences for how organisations function day to day, and this video for 5CO01 AC 2.5 examines those consequences in detail. The video covers the relationship between wellbeing and the three forms of worker commitment — affective, continuance and normative — tracing how high wellbeing supports identification with organisational values, citizenship behaviours and advocacy, while diminished wellbeing produces minimal effort and withdrawal. Attendance is treated as a visible indicator of underlying wellbeing, and the video addresses both sickness absence, including the disproportionate duration associated with mental health conditions, and presenteeism, where attending work whilst unwell produces suboptimal performance and further organisational cost. Patterns of lateness are also framed as a wellbeing signal rather than a purely disciplinary matter.

The video then turns to capability, efficiency and workplace relationships as further organisational consequences. It examines how physical health conditions constrain what employees can do, whilst mental health difficulties affect concentration, decision-making and creative capacity — with cumulative efficiency losses that rarely surface in standard management metrics. The interpersonal dimension is addressed through the connection between compromised wellbeing, stress vulnerability and conflict, showing how team cohesion, communication and trust deteriorate when individual wellbeing is poor. Work-life balance is treated as integral rather than peripheral, with the video distinguishing between work-to-family conflict and family-to-work conflict and acknowledging that caring responsibilities, bereavement, financial pressure and the blurring of boundaries through remote working and technology all shape how employees experience their working lives.

The final section of the video maps the multiple factors that determine wellbeing outcomes and that people professionals can target through intervention. Job design — covering autonomy, variety, challenge and significance — is examined alongside management practice, which the video identifies as a consistently significant risk factor when poorly executed. Organisational culture, physical environment, workload balance, perceptions of fairness in organisational processes, job security and access to development opportunities are all named as contributing factors. The video draws on expectancy theory's effort–performance–reward–engagement cycle and the concept of the psychological contract to connect these factors back to motivation, engagement and the broader organisational impact with which the video opens.