Impact of Good employee perks and benefits for stress management

 

Introduction

Employee perks and benefits are an essential part of any organization's compensation package. Companies that offer good perks and benefits to their employees are more likely to attract and retain top talent, which can have a significant impact on the success of the business. In recent years, there has been a growing focus on the role of employee perks and benefits in stress management. Stress in the workplace can have a significant impact on employee health, well-being, and productivity (Biron, Karanika-Murray & Cooper, 2015). Studies have shown that employees who are stressed are more likely to experience health problems, such as high blood pressure, heart disease, and depression. Additionally, stress can lead to increased absenteeism, presenteeism, and turnover, which can be costly for businesses. Offering good employee perks and benefits can be an effective way to help employees manage stress in the workplace. Perks such as flexible work arrangements, wellness programs, and mental health support can all contribute to a healthier and more productive workforce (Clifton & Harter, 2020). For example, allowing employees to work from home or adjust their schedules to better accommodate their personal needs can help reduce stress and improve work-life balance. Similarly, wellness programs that promote physical activity, healthy eating, and stress management techniques can help employees improve their overall health and well-being.

 

There are several theories that support the idea that good employee perks and benefits can have a positive impact on stress management.

• Job Demands-Resources (JD-R) Model: This model suggests that job demands (such as workload and time pressure) and job resources (such as social support and job autonomy) can impact employee well-being and job performance. By offering perks and benefits such as flexible work arrangements and mental health support, organizations can provide additional resources to help employees manage their job demands and reduce their stress levels.
• Self-Determination Theory (SDT): SDT suggests that employees have three innate psychological needs: autonomy, competence, and relatedness. When these needs are met, employees are more likely to be engaged and motivated at work, which can help reduce stress. Employee perks and benefits that provide autonomy, such as flexible work arrangements, and opportunities for learning and development can help fulfill these psychological needs.
• Social Exchange Theory: This theory suggests that employees perceive their employment relationship as a social exchange, where they provide their time, skills, and effort in exchange for rewards and benefits. By offering good perks and benefits, organizations can create a positive social exchange, which can increase employee satisfaction, loyalty, and commitment to the organization. This positive exchange can reduce stress by providing a sense of security and stability in the employment relationship (Grawitch, Ballard & Erb, 2015).

Conclusion

 

Good employee perks and benefits can have a significant impact on stress management in the workplace. By offering resources and support to help employees manage their job demands and fulfill their psychological needs, organizations can create a healthier, happier, and more productive workforce This can lead to reduced absenteeism and turnover, increased engagement and motivation, and improved job performance. Furthermore, the positive social exchange created by good perks and benefits can increase employee satisfaction, loyalty, and commitment to the organization, which can have a lasting impact on the success of the business. In today's competitive job market, offering good employee perks and benefits is not only a way to attract and retain top talent but also an investment in the overall well-being and success of the organization.

 

References

Biron, M., Karanika-Murray, M., & Cooper, C. L. (Eds.). (2015). Improving organizational interventions for stress and well-being: Addressing process and context. Routledge.

Clifton, D. O., & Harter, J. K. (2020). It's the Manager: Gallup finds the quality of managers and team leaders is the single biggest factor in your organization's long-term success. Gallup Press.

Grawitch, M. J., Ballard, D. W., & Erb, K. R. (2015). The psychologically healthy workplace: Building a win-win environment for organizations and employees. American Psychological Association.

Grover, S. L., Teo, S. T., Pick, D., & Roche, M. (2018). Mindfulness as a personal resource to reduce work stress in the job demands-resources model. Stress and Health, 34(3), 347-356.

Kaiser Permanente. (2019). Mental Health and Wellness Benefits: A Comprehensive Guide to Employer-Sponsored Programs and Services. Wiley.

Quick, J. C., & Tetrick, L. E. (Eds.). (2018). Handbook of occupational health psychology. American Psychological Association. Brown, K. W., & Ryan, R. M. (2003). The benefits of being present: Mindfulness and its role in psychological well-being. Journal of Personality and Social Psychology, 84(4), 822-848.