WHI TEPAPER Managemen Beha our sdr e Wor kpl acewel l nes s Pr ogr am Res ul s : TheSMI LModel Sh an Par harandm chael J. Rous e I eybus nes sschool awes er nun er s y London, On ar o, Canada
Copyr gh I eybus nessschool, 201 5
ABSTRACT We reew and synhesze he leraure nesgang he key success facors of an effece workplace wellness program and propose he SMIL (Senor Managemen Inolemen and Leadershp) model. The model esablshes he componens of nolemen necessary from senor-leel managemen when placng he foundaon of wellness n an organzaon. I furher addresses he deal behaours and prores of hese leaders when promong he engagemen of employees n hese healh naes. Our senmen s ha hs model oulnes he behaours requred by managemen o ensure he success of a program and prodes a bass for furher research n hs area. BACKGROUND The well-beng and producy of employees s essenal for an organzaon s economc success. A hgher number of employee healh rsk behaours can lead o eleaed healh care coss and lower leels of work producy due o abseneesm and preseneesm (Cancellere e al., 2011; Parks & Seelman, 2008). Sudes sugges ha half of an nddual s healh saus sems from behaour and 75% of coss relaed o healhcare can be mnmzed by behaoural lfesyle changes (Rosen & Spauldng, 2009). Therefore, o decrease healhcare expense, whch s correlaed o unhealhy employee lfesyles, and o ncrease producy, a rsng number of organzaons are encouragng employees o mproe her healhy behaours hrough he adopon of wellness programs (Rosen & Spauldng, 2009). In a mea-analyss of wellness programs, he researchers clam ha corporaons ncorporang wellness programs no her organzaons gan pose reurns on he nesmen; $3.27 for eery dollar spen. Addonally, abseneesm decreases, generang an ROI of abou $2.73 for eery dollar spen, jus afer a few years of mplemenaon (Backer, Culer & Song, 2010). Oher research clams ha he ROI on comprehense, well-run employee wellness programs can be as hgh as 6:1 (Baun, Berry & Mrabo, 2010). Workplace wellness programs conss of a 2 arey of behaour change and educaonal naes o help employees, and ofen dependens as well, achee a healher lfesyle. Some of he aces noled n wellness programs nclude suppor groups, exercse classes, healhy eang hab counselng, and annual physcal check-ups (Wener, Lews & Lnnan, 2008). In 2010, an employer surey n he US dscoered ha 74% of frms whch prode healh care benefs o employees also adocae one program a he ery leas (Lerner e al., 2013). For hese wellness program o hae any effec on he healh oucome measures of all of s employees he organzaon needs o deelop her healh sraegy so reaches as many employees as possble, ncludng hose wh chronc or acue healh ssues -- or hose wh neher, o preen poenal healh rsk onse. Top managemen has an mporan role n her organzaon s healh promoon program and we propose ha her nolemen s requred n order for hese programs o be successful. In hs paper we look a research leraure on he nfluence
of senor leadershp n an organzaon and her behaor n deelopng an effece workplace wellness program for her employees. By drawng from hese fndngs we creae he senor managemen nolemen and leadershp (SMIL) model ha analyzes he responsbles of senor managemen o deelop a successful wellness program n an organzaon, ncludng specfc acons and alues. Fnally, we posulae he sgnfcance of furher research beng done n he fuure o buld up a more adanced model. Leadershp engagemen for success The adanages of programs are no always reached because of mnmal employee parcpaon n he program`s aces. Employee parcpaon refers o employees who acely and olunarly engage n healh promoon programs sponsored by her employer (Lnnan e al., 2001). Ofen parcpans n wellness programs are ndduals who already dsplay healhy lfesyle behaours, meanwhle hose employees who would mos benef from he program clam hey hae no me and do no see he oerall purpose of (Zoller, 2004; Chapman, 2006). Addonally, hese employees ofen clam hey are unaware of he aces offered by he wellness program or ha healh has no par n he organzaon s sraegy or nfrasrucure. Oher barrers o employee parcpaon nclude her unwllngness o change her behaors, he dffculy hey face when ryng o manan hese changes n he long run, as well as he lack of formal ncenes proded by he employer (Schul e al., 2006). As a resul of hs lack n parcpaon by employees, he benefs of programs may no be realzed, deemng he program neffece (Lnnan e al., 2001; Schul e al., 2006). I s arguable ha s he responsbly of managemen leadershp o nfluence he ews of employees who do no parcpae n wellness aces and o creae an amosphere n whch employees choose o mproe her healh behaours. Organzaonal leaders nfluence a range of radonal organzaonal oucomes, such as employee audes, 3 employee commmen, and organzaonal and economc performance (Barlng, Chrse & Hopon., 2011). Supporng hs, he leraure concludes, ha o be successful, workplace wellness programs requre senor-execue leadershp nolemen because of her poson, saus, and power (Brown, Treno & Harrson, 2005). Good leadershp nfluences an nddual, eam or organzaon n acheng goals. Ofen op managemen s able o nspre and moae employees o follow he organzaons msson and help hem deal wh any changes. Furhermore, hang senor-execue leaders adocae for organzaonal wellness naes esablshes a form of credbly o he program n he ew of employees. Employees wll be more wllng o parcpae n wellness programs when hey rus here s rue leadershp o gude he organzaon (Lnnan e al., 2001). For example, n anoher conex, a sudy nesgang how leadershp can nfluence an organzaon s greenng nae by affecng employee behaors concluded ha an enronmenally-specfc
ransformaonal leadershp approach s mos effece (Barlng & Roberson., 2013). Ths ransformaonal leadershp syle noles persuadng and nsprng employees wh moral commmen o hnk, no jus wha s bes for hem personally, bu o ake par n behaours ha help he naural enronmen. Barlng and Roberson (2013) denoe ha hs leadershp approach by managemen deelops meanngful relaonshps wh employees so hey can ransfer her enronmenal alues, dscuss concerns regardng enronmenal prores, and que possbly he mos nfluenal, model enronmenal behaors hemseles. Goldsen, Grskecus, & Caldn (2007) found ha by hang employees follow he model of a leader hey sae he effor requred for cogne decson makng processes, and ulmaely achee he desred behaour qucker. Transformaonal leadershp ams o mpac ceran behaors whch allow employees o undersand he alues of her leadershp and he organzaon beer, eenually makng clear wha s her role, and mprong her awareness (Beehr & Glaser., 2005; Arnold e al., 2007; Nelsen e al.,2008). Ths form of engagemen by a leader n any ceran feld s called doman-specfc ransformaonal leadershp (Barlng, Loughln, & Kelloway., 2002; Judge & Pccolo, 2004). Followng hs research, has been dscussed ha hs doman-specfc leadershp behaour may be appled o healh-specfc ransformaonal leadershp. There has been lle work done n he area of healh doman-specfc leadershp, howeer, healh promoon heorss ofen express ha a leaders clear engagemen n he wellness of her employees s crucal o he success of he organzaon s healh promoon programs (Zmolong & Elke., 2006). A sudy n Sweden around a human serce organzaon demonsraed he sgnfcance of sble managemen concern regardng he healh of her employees (Delle, Skager, & Vlhelmsson, 2007). Supporng hs maer s a mea-analyss aldang hese dscoeres by demonsrang he pose correlaon of ransformaonal leadershp wh (Kuoppala e al., 2008). 4 The reasonng behnd hs relaonshp s ha healhspecfc ransformaonal leadershp noles behaours, such as accepng he responsbly of wellness for employees, communcang wellness ssues, assgnng he sraegy for workplace wellness promoon, and encouragng employees o parcpae n aces. Furhermore, no only s hs leadershp behaour necessary for he effeceness of wellness naes, bu conssency n he long erm of hs leadershp nolemen s equally crucal (Mullen, Kelloway, & Teed, 2011). As suppored by he preous fndngs, essenally he leel of engagemen and nolemen of managemen leaders s ndcae o he effeceness of workplace wellness programs n an organzaon. THE SENIOR MANAGEMENT INVOLVEMENT and LEADERSHIP (SMIL) MODEL As menoned earler, here has been nesgaon no he necessary role of senor-execue leadershp nolemen and commmen o workplace wellness programs, lookng more specfcally a her
P1e. Delegaon of Responsbles mpac on he organzaonal srucure of a busness and leadershp behaours. In hs reew, we work o deelop a model whch senor-leel execue managemen can ulze and employ n her organzaons o esablsh successful workplace wellness programs. The fe componens of nolemen requred from senor managemen for an effece workplace wellness program presened n he paper are long-erm organzaonal algnmen and suppor, proper communcaon, personal parcpaon, commmen of resources and he proper delegaon of responsbles (Fgure1). P1d. Commen of Resources P1a. Organzaonal Algnmen and Suppor Senor execue nolemen P1c. Parcpaon P1b. Communcaon FIGURE 1. Proposed SMIL model. Specfc leadershp behaours and acons ha nfluence employee parcpaon n healh naes mus be consdered for he effeceness of a program. Sraegc algnmen and suppor: The role of senor managemen Busness sraegy algnmen Top managemen s responsble for deelopng he sraegy of he organzaon. In order for a program o be successful, research suggess ha senor-leel execues need o comm o he me and work needed o make he wellness nae become an negral par of he sraegy of he organzaon (Gnn & Jean, 2003; Della e al., 2010; Allen, 2002). Furher, he leraure llusraes ha here mus be sraegc algnmen of healh promoon objeces wh he core busness processes o aan successful parcpaon oucomes and pose healh resuls (Zoller 2004; Arozullah & Heller, 2001). Schul e al., (2006) suppor hs oulook and esablsh ha a healhy organzaon has a culure where he work enronmen encourages 5 nddual healh and organzaonal alue. Therefore, managemen should hae goals and plans whch algn wh he organzaon s sraegy. Managemen should also campagn for he deelopmen of employee healh, and se annual objeces for employee wellness mproemen (Della e al., 2008). Furhermore, Hopkns e al., (2012) reeal ha s he duy of managemen o make ceran ha wellness naes reman a connual srong focus of he organzaon, because ofen less successful wellness programs hae lle conssen managemen suppor, parcularly when faced wh mplemenaon challenges. Suppore Enronmen Sgnfcan degrees of managemen suppor are needed for healh-relaed programs whch aler he long-erm operaons of he organzaon, and s polces and procedures (Della e al., 2008; Chu & Dwyer, 2002; Tael e al., 2008; Preece e al., 2012). Rhoades and Esenberger (2002) reewed 70 sudes regardng employee perceed organzaonal suppor and found ha employees fel oblgaed o help he organzaon n s
naes and o achee s goals when here was he percepon of suppor from he organzaon. To suppor hs fndng, n a sudy done on serce workers who would grealy benef from parcpaon n a program, Mddlesad e al., (2011) clam ha o ncrease employees engagemen n he program, managemen needs o ensure ha supersor suppor was sbly eden o employees. Edence suggess, herefore, ha perceed supersor suppor s correlaed o parcpaon n workse healh promoon programs (Bono e al., 2007; Kowlessar e al., 2010; Seaerson e al., 2009; Rhoades, 2002). For example, Glasgow, Holls, Ary, and Lando (1990) dscoered ha specfc workplace ras, ncludng perceed managemen suppor, were foreellng of employee parcpaon n a workplace smokng cessaon program. Furher edence supporng hs relaonshp s a case sudy of four organzaons performed by Cole e al., (2009) who dscoered ha a he begnnng of he wellness programs here were hgh leels of managemen suppor, howeer oer me hs suppor dmnshed, resulng n a negae mpac on he performance of he programs. Managemen declned n her leel of neres and nolemen, and began o express doub as o he feasbly of he program aces, whch was nerpreed by employees ha he program no longer carred he suppor of managemen leaders whch, n urn, caused employees o reduce her own leel of nolemen and parcpaon (Cole e al., 2009). Managemen can demonsrae her suppor for a program by expressng ha he sae of employee well-beng s an mporan ndcaor of he organzaon s success, and also by nesng n human capal for healh promoon naes (Della e al., 2008). Della e al., (2008) explan ha hs managemen suppor can be llusraed hrough presenng employees wh ncenes for beng healhy and reducng any hgh rsk behaours, or by negrang healh benefs and nsurance programs supporng preenon and healh, or desgnng commees ha offer employees suppor for parcpang n wellness programs. Furhermore, accordng o Allen (2002) managemen suppor 6 facors can also nclude rewards for healh mproemen or ranng for ceran wellness aces and s essenal ha hese be adjused o offer ongong suppor and moaon for healher behaour (Allen, 2002). Organzaonal Culure The alues and oulooks of senor managemen regardng workplace wellness programs asss n esablshng an organzaonal culure whch encourages employees o parcpae acely n frms healh naes (Baun, Berry & Mrabo, 2010; Green & Loao, 1990). Seeral sudes suppor he noon ha s he chef duy of he leader of an organzaon o creae an organzaonal culure ha promoes employee healh and organzaonal mproemen whch resuls n employees engagng wh new wellness polcy and procedure changes (Chu & Dwyer, 2002; Chu, Breucker, & Harrs, 2000). Baun, Berry and Mrabo (2010) noed ha by een shapng smaller culures n he workplace, mddle managers can suppor employees wellness effors. For managemen o adjus he culure of an organzaon successfully, Chu and Dwyer (2002)
propose ha leaders mus be proace and forward hnkng n her aemp o form a culure of wellness mmedaely from he begnnng, and o deelop an enronmen of parcpaon wh employees. Supporng hs senmen, Baun, Berry and Mrabo (2010) found ha because Healhwse CEP Don Kemper was commed o nfusng wellness no he organzaon s culure from he begnnng, by organzng frequen saff meengs abou healh promoon aces, hosng a yearly Wellness Day, nroducng speakers and aces, hs wellness performance oucome measuremens hae all been pose. Yukl (2006) clams ha managemen should prode employees wh suppor, and can subsequenly demonsrae neres n he deelopmen of employees work goals and personal sklls, whle hghlghng a clear connecon lnkng her work o hgher organzaonal mssons. Polcy and Procedures Alhough ceran wellness program objeces dffer wh he unque needs of dfferen organzaons, researchers hae dscoered ha a key o effece wellness program s he enforcemen by managemen of new company wellness procedures and polces (Henley, Herge & Sokes, 2006; Chu & Dwyer, 2002; Allen, 2002). Henley, Herge and Sokes (2006) found ha when CEOs mplemen polcy and procedure changes, and esablsh specfc work enronmens o suppor he sraegy of he organzaon, hey help employees become more ace, make healher food choces, aod obacco, and manage sress. I has been found ha when managemen acely guaranees access o healh promoon aces and resources durng pad employee me, parcpaon n healh rsk reducon aces ncreases (Hopkns e al., 2012). Anoher sudy supporng hs clam found ha f a CEO ses a polcy of allowng me n he work week for exercse, for nsance, employees feel less self-conscous abou akng a fness break and are more lkely o exercse (Baun, Berry & Mrabo, 2010). Supporng he preous fndngs s a sudy done by Tael e al., (2008) whch found ha, nex o ncenes, organzaon leel commmen was he sronges ndcaor of 7 healh and producy assessmen compleon rae. Research suggess ha long-erm organzaonal commmen represens a major par of workplace culure and he suppore enronmen ha srongly affec employee nolemen (Tael e al., 2008). A crucal role of senor-leel execues s her leadershp n conrollng he oerall sraegy and msson of he organzaon, alerng workplace polcy and managemen approaches, and esablshng an organzaonal culure. The forgong leraure reew suggess he followng proposon: Proposon 1a. Effece programs hae long-erm organzaonal sraegc algnmen and suppor from op managemen. Communcae clearly and frequenly When here s a lack of conssen communcaon from senor-leel execues, employees can somemes hae dffcules undersandng he prores of he organzaon and may hae, herefore, lle sense or awareness of wha s mporan (Brken & Lnnan, 2006). Many organzaons declare hey
place grea mporance o programs, howeer here are cases where op-leel managemen essenally fal o communcae he sgnfcance of healh promoon naes, resulng n he program beng unsuccessful (Tael e al., 2008). Howeer, CEOs ha regularly and effecely communcae he message of workplace wellness programs end o hae more successful oucomes (Seaerson e al., 2009; Langlle e al., 2011). Sudes sugges mehods of effece managemen communcaon, such as wren messages on newsleers, as well as publc announcemens and meengs wh employees or healh nfo sessons (Arozullah & Heller, 2001; Lang e al., 2012). CEOs ha deelop effece wellness communcaon sraeges hae beer wellness oucomes (Arozullah & Heller 2001; Langlle e al., 2011). Furhermore, Arozullah and Heller (2001) found ha a sysem for open dalog beween employees a all leels and senor leadershp can be deeloped o address any concerns and reseraons n order o up hold suppor for employees and mssons. Complemenng hs fndng, a sudy dscussed by Baun, Berry & Mrabo (2010) reealed ha when he senor managemen of Nelne, a loan serce company, whou warnng and wh no preous communcaon, requred healh employee screenngs for he purpose of nformng workers abou her healh rsk facors, he majory of employees were no wllng o cooperae and were confused abou he company`s moes. The company hen hred wellness professonals who emphaszed early communcaon and clear explanaons of he comprehense, long-erm wellness sraegy o ge employees me o ask quesons and prepare for change. Subsequenly, employees embraced Nelne s wellness naes. Communcaon of he program as an negral par of company s oerall sraegc plan s a key facor n generang employees suppor and parcpaon (Tael e al., 2008). Supporng hs fndng, Lang e al., (2012) assessed 23 small workplaces n a rural communy wh pose healh rsk behaours and found ha mprong 8 employee knowledge of healh hrough helpful communcaon of naes was a sgnfcan componen o he success of he programs. Wh hs undersandng we propose he followng: Proposon 1b. Clear and conssen communcaon by op managemen s correlaed wh effece programs. Managemen seen o parcpae In order for any organzaonal change nae o be effece, here has o be a champon (Rosen & Spauldng, 2009). When CEOs alue healhy lfesyles and openly pracce good healh habs alongsde employees, such as parcpang n healh rsk assessmens, geng physcals, regularly parcpang n company wellness offerngs, and akng par n communy wellness aces, he majory of he organzaon wll lkely follow her lead (Rosen & Spauldng, 2009). Essenally, n order o hae legmacy n promong wellness o employees, senor managers need o embrace
healh as a personal prory. By hs behaour hey demonsrae ha hey alue healh and are akng seps o proec her own. Wheman, Snyder, & Ragland (2001) compleed a sudy on obacco and alcohol use n he armed forces and saed ha he effeceness of he wellness program on qung boh subsances was sgnfcanly correlaed o leadershp parcpaon n he programs. When senor offcers n command cu her use of cgarees here was a followng reducon n usage among subordnaes (Elke, Gur & Schwennen, 2011). Sudes show ha he success of workplace healh promoon naes s dependen on arous leadershp behaours, especally leaders personal parcpaon n programs wh employees (Elke, Gur & Schwennen, 2011; Tael e al., 2008; Hopkns e al., 2012). These fndngs suppor our nex proposon. Proposon 1c. Top managemen leader parcpaon alongsde employees conrbues o successful workplace wellness program oucomes. Allocae resources for wellness naes I s clear from research regardng he mplemenaon of wellness programs ha effece wellness naes requre nesmens o mproe employee healh and o achee sangs n healh care coss (Wells e al., 2000; Merrll, Anderson & Thygerson, 2011). I s he responsbly of managemen o decde upon he allocaon of resources hroughou he organzaon. The research work of Crump e al., (1996) esablshes ha workplace facors, parcularly organzaonal resources, are powerful n nfluencng he parcpaon of employees n programs. When ousandng champons and senor-leel execues work o free up he resources for wellness naes, employees end o hae greaer opporunes o become healher n he organzaon (Page e al., 2009). The areas o whch managemen mus allocae resources nclude saffng, program aces, and me n order o make sure ha a arey of program, ha appeal o her enre workforce, are offered (Tael e al., 2008). Edence also suggess ha human capal mus be 9 allocaed sraegcally, and ha hang a saff person or commee dedcaed o promong he program s an mporan ndcaor of a workplace hang a wderangng wellness program (Brken & Lnnan, 2006). In oher research, Morrson and MacKnnon (2008) found ha, wh suffcen resources desgnaed by he CEO, mddle managemen wll be able o deoe he budge and any addonally requred means o faclae employees n aanng her wellness goals. Proposon 1d.) Senorleel execues need o comm he allocaon of resources o ensure an effece workplace wellness program. Delegae responsbles Ofen he herarchcal model of enforcng change from a senor execue leel s no he mos effece mehod of promong change n an organzaon (Handy, 1997). Generally, change s beer acheed f change s delegaed hroughou he organzaon; and s ally mporan o any wellness naes. The more people who hae been delegaed formal responsbles for he organzaon s wellness
nae, he more lkely s o succeed oer me and he more lkely s o become par of he organzaon s culure (Brken & Lnnan, 2006). Ths ype of delegaon can ake place n a arey of ways. One of he mos effece ways s for managemen o endorse he poson of oluneer wellness promoers (Tael e al., 2008). In a sudy on he supermarke chan HEB Grocery Sores, whch has oer 70,000 employees and abou 350 sores, was recognzed ha here were more han 500 se specfc and nne dsrc wellness champons. These leaders parcpaed n monhly conference calls, n ranng webnars, and also n a wellness resource cenre onlne (Baun, Berry & Mrabo, 2010). Champons are known o hae he skll and ably o nfluence he behaour of her peers, employees, and o suppor a goal (Erg & Fros, 1990). Therefore, hey are capable o gude employees o become noled n workplace wellness programs (Della e al., 2010). Anoher group o whom managemen may delegae responsbles s employee adsory boards and employee wellness commees -- key groups of spokespeople ha mpac he promoon, plannng, and deelopmen of programs (Tael e al., 2008; Sorensen e al., 1992). Furher edence suggess ha hang een one saff person, such as a full-me, deparmen-leel wellness manager, commed o healh promoon plannng s a srong ndcaor of a workplace hang an effece wellness promoon program (Brken & Lnnan, 2006; Arozullah & Heller, 2001). In Baun, Berry and Mrabo s (2010) sudy, each organzaon had a wellness manager ha organzed and dreced a dealed wellness program, successfully promong around he organzaon, and documenng he oucome measuremens o gauge s performance. The mos effece managers were skllful and knowledgeable, makng sure o lnk all of her acons o he organzaonal sraegy and culure of he busness. Oher research suggess ha a CEO can appon a eam conssng of board senor-leel execues (Preece e al., 2012). I s arguable ha hese are ofen more successful because he decson 10 makers hen hae a esed neres n wellness and nes more of her me, resources and effor no he program. Proposon 1e.) Senorleel leaders mus delegae responsbles regardng for he program o be successful. IMPLICATIONS FOR PRACTICE The research fndngs reewed here, demonsrae he deal behaour of leadershp ha should be dsplayed by managemen o nfluence parcpaon n programs wh he ulmae goal o mproe he healh and wellbeng of he organzaon`s employees. Een n he absence of senor managemen leadershp n wellness, here wll always be some degree of parcpaon from some employees n any wellness program, bu wll ofen be hose ndduals who already hae healhy behaours. I s he duy of leadershp o mplemen wellness programs o nfluence and encourage hose employees especally hose employees -- who hae hgh healh rsk behaours and could benef grealy from acely parcpang
n wellness aces. Managemen`s alues and commmen o endorsng and supporng wellness naes wll mpac he enhusasm and engagemen of employees o ge noled ensurng an effece wellness program. Managemen adocacy of wellness, mus howeer, be sncere, conssen, connung, and sble. A key and conssen fndng from researchers has been ha, precsely because op managemen has a powerful role n an organzaon, her behaor s a predcor n he oucomes of wellness naes. As addressed n our SMIL model, senor leadershp s responsble for algnng wellness programs as par of he organzaons deny and culure. The mos sgnfcan responsbly of senor-leel leaders s conrollng he sraegy of he organzaon, and herefore alerng polcy and her managemen syle o deelop a suppore culure whch promoes he well-beng of employees. No only s hs he rgh acon o ake, s ncreasngly lookng lke s par of he recpe for he success of he busness. Senor leaders should be aware, oo, ha he susanably of wellness programs ress wh managers connued, demonsraed suppor of wellness. Research llusraes ha f here are changes n managemen commmen and prores afer mplemenaon of he program he opporuny o buld a culure of healh can be los, leadng o he collapse of he wellness program all ogeher. Therefore, op managemen mus f hey are o reap he benefs of wellness programs comm o wellness for he long erm. CONCLUSIONS The SMIL model proposed n hs reew was deeloped from our reews and synhess of he leraure. I should be no surprse ha, lke anyhng mporan o he organzaon, success depends upon senor managemen commmen and leadershp behaours ha sere as role models for employees. Once agan, s no jus wha managers say, ha s mporan, bu wha hey acually do ha dres change. The SMIL model (see Fgure 1) proposes ha senor managers mus suppor wellness programs n fe ways: 1) algnmen and suppor 2) communcaon 3) parcpaon 4) resourcng 5) delegaon. Lke mos organzaonal change naes, nohng comes easy, bu when s for organzaonal and employee healh, wellness s worh. 11
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M chael J. Rouse, PhD S r a egy&or gan z a onpr of es s or, I eybus nes sschool Academ cd r ec or, Heal hcar emanagemenex ecu emba, Ch na Leader, Ex ecu ecl enpr oj ec s, I nd a I eybus nes sschool awes er nun er s y Cr os s appo n men : Ep dem ol ogy&b os a s cs, Schul chmed cal School, Wes er nun er s y 1 255Wes er nroad London, ON, Canada, N6G0N1 mr ous e@ ey. uwo. ca 51 9. 661. 4026