Review
Applying Salutogenesis in Organisations
In: The Handbook of Salutogenesis [Internet]. 2nd edition. Cham (CH): Springer; 2022. Chapter 28.
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Affiliations
- PMID: 36122010
- Bookshelf ID: NBK584104
- DOI: 10.1007/978-3-030-79515-3_28
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Review
Applying Salutogenesis in Organisations
Excerpt
Organisations influence the health of society through three major paths: the health of their employees through working conditions, the health of their customers through the quality of their products or services and the population’s health at large through their socio-ecological impact. This chapter focuses on the first path of organisations’ impact on employee health through working conditions. It complements the chapter on salutogenic work by expanding the level of analysis to organisational characteristics. The chapter aims to be particularly applicable to for-profit organisations, in which it is exceptionally challenging to introduce a health agenda.
Copyright 2022, The Author(s).
Sections
- Introduction
- Introducing the Key Idea of Organisational Health Development
- Context: The Growing Significance of Organisations for Health
- Implications for Practice and Research
- Organisational Health Research Explicitly Related to Salutogenesis
- Broader Organisational Health Research Aligned with the Salutogenic Orientation
- Previous Conceptualisations of Organisational Health
- Emergence of the Organisational Health Development (OHD) Model Rooted in Salutogenesis
- The OHD Model as a Specification and Expansion of the Salutogenic Model
- State of Intervention Approaches to Improve Organisational Health
- OHD Model Guiding Capacity-Building in Practice
- Capacity-Building for OHD: Relationship to the Salutogenic Model
- Conclusions for Future Research and Practice
- Future Challenges
- References
References
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- Antonovsky, A. (1987b). Unraveling the mystery of health: How people manage stress and stay well. Jossey-Bass.
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- Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115 - DOI
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