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dc.contributor.authorCotton, Elizabeth
dc.date.accessioned2021-02-04T17:11:55Z
dc.date.available2021-02-04T17:11:55Z
dc.date.issued2019
dc.identifier.citationCotton E (2019) HRM and the Workforce: Wellbeing & Resilience. In Roper I, Prouska, R. and Chatrakul Na Auydha, U. Critical Human Resource Management. Macmillanen_US
dc.identifier.urihttp://hdl.handle.net/10369/11288
dc.description.abstractThe aim of this chapter is to introduce the current debates surrounding mental health at work and look critically at workplace models of wellbeing and resilience. This chapter offers a critique of positive psychology used in wellbeing programmes that focus on promoting optimism through positive thinking and techniques that promote positive behaviours. The chapter gives a summary of the management issues around wellbeing at work programmes and analyses how to make them effective in the context of contemporary workplace settings, such as healthcare, where external factors are likely to have a downward pressure on mental health. The proposal of this chapter is that in addition to specific workplace programmes, wellbeing can be built by using management practices that build relationships and team working.The references and case studies used throughout this chapter aim to give practical guidance on how to manage wellbeing at work.en_US
dc.language.isoenen_US
dc.publisherRed Globe Pressen_US
dc.titleHRM and the Workforce: Wellbeing & Resilienceen_US
dc.typeBook chapteren_US
dcterms.dateAccepted2019
rioxxterms.versionAMen_US
rioxxterms.freetoread.startdate2100-01-01


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