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PART VII Employee wellbeing - Pg. 429

429 PART VII employee wellbeing Pa r t V I I co n t e n t s 36 37 The practice of employee wellbeing Health and safety 439 431 introduction Wellbeing at work exists when people are happy with their lot ­ what they do, how they are treated, how they get on with others. The wellbeing of employees depends on the quality of working life provided by their employers ­ the feelings of satis- faction and happiness arising from the work itself and the work environment. The concept of the quality of working life emerged in the 1970s (Wilson, 1973) but has been less prominent recently, partly because of the preoccupation with work­life balance. As defined by Taylor (2008), the quality of working life is related to the basic extrinsic job factors of wages, hours and working conditions and the intrinsic factors of the work itself. A long time ago, Martin (1967: 21) put up a good case for welfare, as it was then known, as follows: `People (at work) are entitled to be treated as full human beings with personal needs, hopes and anxieties.' This requirement has not changed since then. The practice of employee wellbeing is concerned with creating a satisfactory work environment, deal- ing with issues affecting people, and providing indi- vidual and group services. A key aspect of wellbeing for employees is their health and safety. Work and job design factors, as discussed in Chapter 12, are also important. references Martin, A O (1967) Welfare at Work, London, Batsford Taylor, S (2008) People Resourcing, London, CIPD Wilson, N A B (1973) On the Quality of Working Life, London, HMSO