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This research excursion through shipping companies in Vietnam seeks to examine if corporate social responsibility (CSR) influences trust, which in turn engenders the chain of effects from upward influence behavior through organizational health to knowledge sharing.

The paper adopts a structural equation modeling (SEM) approach which contributed to the analysis of 412 responses returned from self‐administered structured questionnaires dispatched to 635 middle level managers.

From the findings emerged a model of organizational health and its levers such as CSR, trust, and upward influence behavior. Ethical CSR was found to nurture high level of trust in the organization.

Through the findings of the research, the insight into the CSR‐based model of organizational health highlights the role of ethical CSR, trust, and organizationally beneficial upward influence tactics in building organizational health in shipping companies in the Vietnam business setting.

The purpose of this paper is to explore how and when customers influence organizational climate and organizational health through their feedback. Based on affective events theory, the authors classify both positive and negative customer feedback (PCF and NCF) as affective work events. The authors expect that these events influence the positive affective climate of an organization and ultimately organizational health, and that the relationships are moderated by empowerment climate.

Structural equation modeling was utilized to analyze survey data obtained from a sample of 178 board members, 80 HR representatives, and 10,953 employees from 80 independent organizations.

The findings support the expected indirect effects. Furthermore, empowerment climate strengthened the impact of PCF on organizational health but does not affect the relationship between NCF and organizational health.

The cross-sectional design is a potential limitation of the study.

Managers should be aware that customer feedback influences an organization’s emotional climate and organizational health. Based on the results organizations might actively disseminate PCF and establish an empowerment climate. With regard to NCF, managers might consider the potential affective and health-related consequences for employees and organizations.

Customers are able to contribute to an organization’s positive affective climate and to organizational health if they provide positive feedback to organizations.

By providing first insights into the consequences of both PCF and NCF on organizational health, this study opens a new avenue for scientific inquiry of customer influences on employees at the organizational level.

The purpose of this paper is to examine the relationship between employees’ perceptions of organizational support for employee health (OSEH) and employees’ turnover intention and job performance, with a focus on the possible mediating roles of affective commitment and wellness program participation in these relationships.

Data were collected from surveys of employees at a public university that provides employees with a variety of wellness program options. Conditional procedural analysis was conducted to test the model.

Results showed that employees’ perceptions of OSEH positively related to both turnover intention and job performance and that affective commitment fully mediated the relationships between OSEH perceptions and both dependent variables.

Cross-sectional data were collected on OSEH, affective commitment, employees’ intent to remain in the organization and job performance. Future studies based on panel data would be helpful to establish the causal relationships in the model.

Our findings show that employees’ perceptions of OSEH are likely to affect behavioral outcomes through affective commitment, suggesting that managers should ensure that employees are aware of organizational support for health promotion. Our findings also suggest that organizations move beyond a focus on design of wellness programs to include an emphasis on the overall OSEH.

This research study is the first empirical examination on the two possible channels through which organizational health support may influence employees’ intent to remain and job performance – participation in wellness programs and affective organizational commitment. The results are of value to researchers, human resource management managers, employees and executives who are seeking to develop practices that promote employee health at the workplace.

The purpose of this paper is to identify the dimensions of organizational health with the help of existing literature and focus group discussion on organizational health. The study also tries to categorize various antecedents and consequences of organizational health.

Literature review was conducted with limited search word on organizational health using databases like Emerald, Ebsco and Science direct. Focus group discussions were performed at Central Salt and Marine Chemicals Research Institute and National Metallurgical Laboratory – laboratories of Council of Scientific and Industrial Research, an Indian R&D organization. A total of 29 male and 6 female respondents participated in the focus group discussion.

The results showed that various dimensions of organizational health which were found using focus group discussions were in congruence with the literature reviewed on organizational health. The findings of focus group discussion also listed the antecedents and consequences of organizational health in an R&D organization.

The literature presented conflicting views on organizational health construct. The focus group discussion provided clarity on the dimensions of organizational health. An empirical research can be done on organizational health considering dimensions identified during the focus group discussion.

It is an attempt to conceptualize the construct of organizational health in a research and development organization with the help of focus group discussion.

This study aims to measure the basic foundations of organizational health in the General Company for Food Products and to indicate the extent of its presence or not within the company under investigation.

This research was completed using a descriptive and analytical approach using a sample of 97 employees from the General Company for Petroleum Products. Calculating the arithmetic mean, standard deviation, coefficient of variation, and confirmatory factor analysis are all part of the data processing process.

The basic components of organization health are present in the General Company for Petroleum Products, but they have not reached high levels to be called regulatory health.

The findings of this study can provide important information about the impact of basic organizational health components on the general level of companies, particularly the General Company for Oil Products and its prominent role in its leadership in strengthening the organizational climate with a healthy, pressure-free environment that contributes to raising employee and organizational performance levels.

This study aims to describe the managers' experiences of promoting employees' health and work environment from a salutogenic perspective during an organizational change.

Ten managers going through an organizational change, including three men and seven women. The managers belonged to the same management team and was participating in discussions with researchers regarding organizational changes. The managers were between the age of 32 and 59 and had between one and 25 years of experience in a managerial position. Semi-structured interviews were conducted, and the analysis was performed using qualitative content analysis with an abductive approach.

The experiences from the managers were described, and during the analysis, six categories emerged. The categories were about the salutogenic theory sense of coherence, and therefore, the categories were placed in the domains comprehensibility, manageability and meaningfulness. In the domain comprehensibility, two categories emerged in the analysis; transparent managers create an understandable change and continuous information contributes to comprehensibility. In the domain manageability, two categories emerged in the analysis; clear structure provides manageable change and balance between requirements and expectations provides manageable change. In the domain meaningfulness, two categories emerged in the analysis; an open conversational climate creates meaningful participation and common consensus contributes to meaningfulness in work.

This study highlights what it is like to be a manager during an organizational change and describes how employees' health and work environment can be promoted. By being clear with information about the change and being transparent in what is happening, an opportunity is created to promote good health among employees during the change period.

Organisations are increasingly adopting and adapting to technological advancements to stay relevant in the era of intense competition. Simultaneously, employee mental well-being has become a prominent global concern affecting people across various demographics. With this in mind, the present study explores the influence of human resource (HR) analytics, mental health organisational evidence-based management (OEBM) and organisational mental health support on the mental well-being of employees. Additionally, the study examines the moderating effects of manager and peer support on the association between organisational mental health support and the mental well-being of employees.

Data were collected from 418 employees in India and structural equation modelling was performed to analyse the data.

The study found significant positive associations between HR analytics with mental health OEBM, organisational mental health support and mental well-being. Mental health OEBM was also found to be positively related to organisational mental health support and mental well-being. The moderating roles of manager and team support were also found to be significant in the associations between organisational mental health support and well-being.

The study showed that HR analytics is a valuable source of mental health data. This data can facilitate the development of evidence-based management (EBM) strategies to promote the mental well-being of employees.

This paper aims to present the results of a three‐year comprehensive workplace initiative which provided an unprecedented opportunity to explore the potential relationship between organisational health, stress, and health outcomes.

Data were collected from 325 employees participating in a comprehensive workplace wellness intervention taking place in a large governmental organisation. Organisational health was measured using a 16‐item measure of organisational health indicators and a four‐item measure of health culture. Personal health outcomes were assessed using 12 indicators: personal wellness profile, health age, blood pressure, nutrition, fat intake, fibre intake, alcohol use, fitness, smoking status, cancer risk, stress, and good health practices.

Analyses indicated that after controlling for gender and age, organisational health was associated with increased personal wellness, lower health age, better overall nutrition, reduced fat intake, increased fibre intake, reduced alcohol consumption, increased fitness, reduced cancer risk, lower stress, and more positive health practices. For several outcome measures, organisational health had a stronger impact on personal health for men. Personal health of correctional workers and youth workers was most influenced by organisational health. Finally, stress mediated the relationship between organisational health and health outcomes for all measures of wellness except for alcohol consumption.

Organisational health is often overlooked by employers when considering the personal health of employees. Interventions aimed at influencing organisational health (generally considered a low cost intervention) can have beneficial influences on personal health.

Workplace spirituality is presently a prominent research topic and is gaining recognition and importance among industry professionals and academicians. Workplace spirituality is defined as a sense of community, meaningful work and organizational values. The purpose of this research paper is to investigate the relationship between workplace spirituality and mental health, wherein employee engagement is considered as a mediator. Furthermore, this study examines the mediating role of employee engagement in the relationship between organizational justice and mental health.

Data were gathered from 344 information technology professionals working in India. Structural equation modelling was used to evaluate the model fit of workplace spirituality and its relationship to employee engagement, organizational justice and mental health.

The results revealed that workplace spirituality and organizational justice significantly and positively predict employee engagement, which is significantly related to employee mental health. The results also revealed that employee engagement significantly partially mediates the relationship between workplace spirituality and mental health as well as the relationship between organizational justice and mental health.

Results of research guide HR professionals, employee mental health concerns can be addressed by promoting workplace spirituality, improving employee engagement strategies and implementing organizational justice policies that are perceived to be fair. This study makes a significant contribution to the extant literature regarding mental health issues in the IT sector.

Findings of this research contribute to the area of human resource management and employee engagement. The current study fills a gap in the extant literature by investigating employee engagement intervening mechanism between organizational justice, workplace spirituality and mental health.

A key prerequisite for successful change in organizations is to understand and develop the readiness for change of employees and of their organization. In order to appropriately manage occupational and organizational health interventions, this paper aims to develop a health‐specific survey‐based measure assessing individual‐ and organizational‐level health‐oriented readiness for change.

A comprehensive longitudinal stress management intervention study in nine medium and large enterprises in Switzerland (n=3,703) formed the basis for subsequent validity and reliability analyses of the individual and organizational health‐oriented readiness for change measure.

The results show that health‐oriented readiness for change is a valid instrument for assessing the two subcomponents of current behavior and change commitment, both for the individual and organization as agents of change.

The change‐specific health‐oriented aspect, including the individual and the organization as agents of change seems to be plausible for a comprehensive assessment of employees’ readiness for change in health‐promoting change initiatives in organizations.