1.

0 Introduction Todays Modern Workplace society :

Todays companies operate in a demanding environment: competition is Intensifying with globalisation. The pace of technological change is fast and consumers are increasingly demanding. The tools for success through this are innovation, investment, good business practices, a skilled and motivated workforce and an ability to draw on a flexible and fair labour market.The successful ones all have a passionate commitment to quality, to innovation, and above all to the people they employ. Such companies like Toyota, British American Tobacco, Microsoft, IBM, Ford, Etc are quite well known to us.

The commitment to employees takes different forms, from quality circles to a more wideraging partnership approach. Significantly most companies have found out that a more effective partnership approach results in a higher productivity from the employees and as well as maintains a profitable and peaceful working environment in the company. Managements over the years have found out that it can be a highly effective way of running a business to its own benefit and to the benefit of employees. Firstly, Maintaining a Good communication with employees is a common characteristic of all such approaches. A modern forward-looking business does not keep its workers in the dark about important decisions affecting them. It trusts them and involves them and strives for leadership at all levels. 1

1.1

A Modern Workplace society A partnership Approach

Management :

In the recent years there has been many changes in business approaches, organizational development, management, and consulting and day by day we are shifting towards a very different world. In the new world, we speak of pro-active, empowered workers, knowledge workers who add value by being change-agents.

Eisler (1987, 1995, 1997, Eisler & Loye 1998) have addressed some

issues related to the

modern workplace by identifying two contrasting models of social systems: the Dominator
1

Patricia Hewitt, HIGH PERFORMANCE WORKPLACES, The role of employee involvement in a modern economy, July 2002,

Website - http://www.bis.gov.uk/files/file26555.pdf,

archived on 21-02-2012.

Model and the Partnership Model. Dominator systems are fear-based, characterized by rigid hierarchies of domination, where power is equated with giving orders that must be obeyed, a high degree of institutionalized or built-in violence, male domination, and a lesser soft or stereotypically feminine values. Where as, Partnership systems are trust-based, flexible hierarchies of actualization, where power is guided by values 2such as caring and caretaking.

The

shift

to

partnership

systems is essential

if

we are

to

bring about

the

changes in organizations and society at large needed for the 21st century, That is maintaining A ethical, and healthy workplace. There will inevitably be changes. But unless the values and organizational framework are addressed , there will be no systemic change in the direction needed. So the Benefits of a modern workplace can be summed up in the diagram below :

The Partnershi p Org ani zatio n: A System s Approach, http://www.partnershipway.org/learn-more/articles-by-riane-

eisler/economics-business-organizational-development/the-partnership-organization-1, Archived on 21-02-2012.

2.0 A modern workplace is a Socially Responsible and an Ethical Workplace:

Organizations nowadays are being called upon to take responsibility for the ways their operations impact societies and the natural environment. They are also being asked to apply sustainability principles to the ways in which they conduct their business. It is no longer acceptable for a corporation to experience economic prosperity in isolation from those agents impacted by its actions. A firm must now focus its attention on both increasing its bottom line and being a good corporate citizen.

2.1 What is Organizational Ethics :

Organizational Ethics or in other words business ethics considers the ethical relationship between businesses and consumers, between businesses and their employees. Some organizations see the main purpose of business is to maximise profits for its owners or its shareholders.Others consider that businesses have moral responsibilities to their stakeholders; Including employees, consumers, the local community and even society as a whole. Other ethicists have adapted social contract theory (based on the ideas of John Rawls in his A Theory of Justice) to business, so that employees and other stakeholders are given a voice as to how the business operates. However, this view is criticised as businesses are property, not means of distributing social justice.

Organisations like The Body Shop and The Co-operative Bank have led the way and brought business ethics and social responsibility into the public eye and onto the business agenda, championing key issues such as human and animal rights, fair trade and environmental impact. Consumers now expect businesses to be socially responsible, and businesses are increasingly thinking about what they can achieve by putting the power of their marketing behind some key social issues so that they can help make a positive social difference.

However, business ethics is not a simple as it looks as there is no longer one agreed moral code and multinationals operate in different parts of the world, employing and serving people from different cultures. Profit will still be the main motivating factor for businesses and this affects all the people who work there, generating Its own culture with its own standards, so it

becomes difficult for individuals to stand up against any attitudes and decisions they disagree with.

All these issues pull businesses In different directions, so that many now set up their own ethical committees. Businesses that get caught acting unethically are publicised in the press, and pressure groups that oppose the activities of certain businesses are better organised, better financed, and so better able to attack such businesses. An extreme example of this is Huntingdon Life Sciences in Cambridge where the Animal Liberation Movement set up a splinter group called SHAC (Stop Huntingdon Animal Cruelty) which started an international campaign to close the company down, often using ethically dubious methods; threatening employees and employees of shareholders and banks. The opponents of this business understand business and its weak points very well as the company nearly went Bankrupt, however, the company changed tactics, the public reacted against the extreme methods of SHAC, and in 2007 reported a 5 per cent increase in profits, leading the managing director to plead with the banks to no longer treat the business as radioactive (Financial Times, 16 September 2007).3 2.1.1 Basic elements of an ethical organization

There are at least four elements which exist in organizations that make ethical behaviour conducive within an organization. The four elements necessary to quantify an organization's ethics are: 1) written code of ethics and standards; 2) ethics training to executives, managers, and employees; 3) availability for advice on ethical situations (i.e, advice lines or offices); and 4) systems for confidential reporting Good leaders strive to create a better and more ethical organization. Restoring an ethical climate in organization is critical, as it is a key component in solving the many other organizational development and ethical behavior issues facing the organization.

2.2 The Relationship between Business and Consumers :

15 Environmental and Business Ethics, religious-15-c 11/4/08 14:22 Page 222, website -

http://cw.routledge.com/textbooks/9780415366311/resources/chapter15.pdf, archived at 23rd February 2012.

Customer rights like quality, safety, price and customer service were once the most important ethical concerns in business. But consumers nowadays expect businesses to demonstrate ethical responsibility in its widest sense affecting the treatment of employees, the community, the environment, working conditions etc. Some companies have been the focus of consumer criticism and forced to change their practices Shell over Brent Spar and Ogoniland, Monasato over GM food; Nike and Gap over child labour.

Shell eventually had to bend down to consumer pressure and did not sink the Brent Spar, and Nike now monitors its factories following the BBC Panorama programme.

Photo: Protest Against Shell over Brent spar.

One of the very first ethical approaches were made by The body shop, which was pioneered by the late Anita Roddick. The company became a great success in the middle of 1980s among the consumers by creating a consumer awareness in how beauty products were tested on animals and looked for different alternative ways.

However, an ethical business does not need to be at the level of The Body Shop as even small gestures like participation in community events or collections for charities can improve a companys appearance to consumers, making a rise in the company profits.

As a result, we can say that, consumer actions and reactions are very effective. For a thought If enough consumers stop buying from a business then the business will be forced to change or diminish. Therefore some ethical business practices will give a better image to the company and better sales.4

Refer to Footnote 3.

2.3 The Relationship between Employers and Employees :

Much of the employer/employee relationship now consists of them working Together and for it to be successful there has to be a balance of interests. For instance- the employer wants to plan for the future of the business, make profits and keep employees motivated, while the employee wants the best possible conditions and living standards. If employees are unhappy there will often be high turnover of staff, poor time-keeping and much absenteeism as a result of this discontent profits will suffer.

However, relationships between employers and employees do not always work out. The internet now allows for rapid sharing of information across the world and multinationals operate across the world. Whistleblowing is now more acceptable access to secret information is now better and it is even protected by law in some countries. From Deep Throat (the codename of the informant in the 1972 Watergate Scandal) to Dr David Kelly, whistleblowers have risked their lives to tell what they perceive to be the truth and to make organisations accountable.

The question of whether or not it is ethical for an employee to blow the whistle, especially in the public domain, raises questions of confidentiality and loyalty there is no simple answer to cover all cases. However, neither confidentiality or loyalty imply that the unethical conduct of others should not simply be reported, especially when product safety or the severe financial hardship of others is concerned. Whistleblowers often risk dismissal and may find it difficult to find similar employment in the future, they may be frozen out or ostracised. There are now organisations to protect whistleblowers such as Freedom to Care which promotes our ethical right to accountable behaviour from large organisations and that employees have an ethical right to express serious public concerns in the workplace and, if necessary, to go public.5

3.0 A modern Workplace is a Healthy Workplace :

The total concept of workplace Health is very much associated with the idea of Healthy Organization. This in turn led to the development of some basic principles or elements governing what comprises a healthy workplace. The primary goal is to have healthy
5

Refer to footnote 3.

employees making a contribution to the organization within a healthy workplace environment. Successful organizations realize that managing health within the workplace is an important management function that has a direct positive impact on overall achievement.

Generally, when examining the health of a workplace, one needs to look at three basic interconnected elements:

3.1 Physical Environment

Management's new challenge is to create a work environment that attracts, keeps, and motivates its workforce. The responsibility lies with managers and supervisors at all levels of the organization. Businesses must step outside their traditional roles and comfort zones to look at new ways of working. They have to create a work environment where people enjoy what they do, feel like they have a purpose, have pride in what they do, and can reach their potential.

Today's

workplace

is

different,

diverse,

and

constantly

changing.

The

typical

employer/employee relationship of old has been turned upside down. Workers are living in a growing economy and have almost limitless job opportunities. This combination of factors

has created an environment where the business needs its employees more than the employees need the business.6 The below figure shows how a office design and productivity of a worker are related -

3.2 Organizational Culture :

Adjusting to the workplace culture, whether in a new company or not, can be intensely stressful. Making one adapt to the various aspects of workplace culture such as communication patterns, hierarchy, dress code if any, workspace and most importantly working and behavioral patterns of the boss as well as the co-workers, can be a lesson of life. Adjustment to workplace cultures may lead to subtle conflicts with colleagues or even with superiors. In many cases office politics or gossips can be major stress inducers.7

Nowier Mohammed Al- Anzi,A study paper on workplace environment and its impact on the employee performance, submitted to the open university of Malaysia.
7

Dr. K. CHANDRASEKAR, Assistant Professor, Alagappa Institute of Management,Alagappa University, Karaikudi, India, WORKPLACE ENVIRONMENT AND ITS IMPACT ON ORGANISATIONAL PERFORMANCE IN PUBLIC SECTOR ORGANISATIONS, International Journal of Enterprise Computing and Business Systems (Online) http://www.ijecbs.com Vol. 1 Issue 1 January 2011.

3.3 Health Practices :

The workplace has a powerful effect on the health of employees. How healthy a person feels affects his or her productivity, and how satisfied they are with their job affects their own health, both physical and psychological. Evidence shows that, when organisations proactively improve their working environments by organising work in ways that promote health, all adverse health-related outcomes, including absence and injuries, decrease. This makes a strong business case for creating a healthy workplace. This is reflected in the Governments Health, Work and Well-being strategy which encourages and supports employers in initiatives to improve the health and wellbeing of working age people.

3.4 Some key components of a Healthy workplace are as follows

Component 1 - Awareness and education.

(1) Healthy living posters in the workplace (2) Health Newsletters (3) Daily Health Emails. Component 2 Behaviour change and skill building interventions.

(1) Special events, challenges and activities such as 10,000 Steps

Challenge, Bike to Work Week, Stairwell Climbing Challenges, 5-10 A Day Fruit and Vegetable Challenge. Etc
(2) Walking clubs (3) Tobacco Cessation programs Component 3 Health Promoting Environment

(1) Shower and changing rooms, Lockers in the workplace, etc (2) Flexible working environment and working hours (3) Employee access to public facilities at reduced rates, eg- Hospitals, clinics, library, etc.

Component 4 Capacity Building (1) Organizational surverys. Example employee absenteeism. (2) Employee focus group

(3) Review of statistics on short-term illness, long-term disability, injury, number of lost days and cost of lost days per employee. These measurements need to be monitored over the period of time. 8

Therefore some benefits of Health Practices In the workplace would result in Improved productivity and performance Reduced absenteeism and other costs associated with ill health Fewer injuries, accidents, and insurance and compensation claims Improved employee morale and staff retention Employees more receptive to and better able to cope with change Enhanced business reputation and corporate responsibility.9

Creating a healthy workplace Environment, Workbook, and toolkit, by British Columbia, ActNowBC.

The faculty of public health and the faculty of Occupational Medicine, Creating a healthy Workplace, Website rd - http://www.fph.org.uk/uploads/l_healthy_workplaces.pdf, Archived on 23 February 2012.

Source Creating a healthy workplace Environment, Workbook, and toolkit, by British Columbia, ActNowBC.

4.0 Link between Ethics and A Healthy Workplace :

This part of the Research shows how Ethics can be a important part of a healthy workplace, many workplace disturbances are occurred due to stress, anxiety and other issues related to ethical dilemmas occurring in the workplace. If the management encourages ethical attitudes inside the organization, it helps reduce the stress and many other health problems for the employees.

Workplace Bullies are one of the main reasons of stress and Psychological Disturbance in an workplace, When identified with clinical supervision, it raises question on the responsibilities of the supervisor, supervisee, to the employees and to the management as a whole. Workplace supervision should ideally provide a safe, confidential and useful transparent process ( McMahon, 2002; Scaife, 2001a). Other ethical Dilemmas with the workplace like holding or withholding information needs critical reflection and often effects the employees mental condition, which might even

end up in a rampage in the employees personal life. As a result, a some simple ethical approaches in the workplace, might ensure a healthy workplace.

New Zealand Government policies on health and safety in the workplace refer to stress, harassment, bullying. Temporary impairment, discrimination, and violence ( department of labour NZ, 2004, Occupational Safety, 2005, Occupational Health 2003, Public Service Association 2003). Department strategies aim to lift workplace health and wellness performance and reduce staff turnover. These set out to achieve healthy, safe workplaces through quality leadership practices and training ( Needham 2008, Human Rights Commission NZ 1997 ) 10

Employers are legally bound to provide safe working environments.Options for legal addressing on the basis of unsafe work environment, constructive dismissal, or a personal grievance. In many cases organizational group meditation is considered an appropriate mechanism for many internal disputes. However, it is strongly advised as the first response for workplace place bully issues. Other than that, many laws like the protected disclosures Act 200 ( ombudsman office, 2000) protects employees who report serious wrongdoing ( whistle Blowing ) in or by an organization. But when targets reply upon legislations, they appear to gain limited protection, validation, or recompenses from the law. They are required to sign a confidentiality agreement. This is in contrast to such countries as Australia, Sweden, And Ireland, where legislation is in place to protect targets ( Larsen 2007 ) .

5.0 How can the Human resource Department help maintain ethics, social responsibility and as well as Health and Wellness in an organization :
Human Resource management is the organizational Function that deals with recruiting, managing, Developing, and motivating people, including Providing functional and specialized support and systems for the employee engagement and

10

Journal of social Work Values and Ethics, Spring 2009, volume 6 #1, website th http://www.socialworker.com/jswve/content/view/114/67/ , archived on 24 Feb 2012.

managing systems to foster regulatory compliance with employment and human rights standards

Human resource managers are well positioned to play an instrumental role in helping their organization achieve its goals of becoming a socially and environmentally responsible firm one which reduces its negative and enhances its positive impacts on society and the environment. HR plays as a considerable guidance to firms who wish to be the best place to work and for firms who seek to manage their employee relationships in a socially responsible way. HRs mandate to communicate and implement ideas, policies, and cultural and behavioural change in organizations makes it central to fulfilling an organizations objectives.

Human resource management can play a significant role so that ethics, and wellness can become the way we do things around here.

Employees are the key stakeholders for the development of any social responsility strategies or any health programs in the organization. The critical first step of mission, vision, values and strategy development is to understand the key concerns, priorities, and prospective of all key stakeholders and particularly employees. Companies need to consult and engage their employees in the development and the delivery of any kind of CSR or health programs in order to get the result. Research by Towers Perrin in 2007 revealed that an organizations reputation for social responsibility was one of the top 10 engagement drivers, along with senior managements interest in employee well-being, opportunities to improve skills and capabilities and input into decision-making. (Cited in European Alliance for CSR, 2008, p. 11).

Melcrum has conceived of an employee engagement pyramid (see diagram below), from Im aware of the message, in which employees are familiar with the company ethics and other strategies and how it helps the company and its employees. to I understand the message wherein employees learn the reasons behind the companys objectives and begin to understand their role in making the company successful. The next stage is I believe, where employees feel conviction towards the companys values and objectives, and finally, I am committed to act, at the

pinnacle of the pyramid. Those employees who are and feel their basic job needs are being met and who achieve this level, will be inspired to act in ways that help the company reach its goals and maintain a ethical and healthy environment in the workplace. (Melcrum, 2006, p.9)11

Therefore, to achieve these basic employee education, and awareness many HR departments become actively engaged in awareness raising events, health promotions activities, such as contests, and exercises.

11

Coro Strandberg ,Principal, Strandberg Consulting, MAY 2009, THE ROLE OF HUMAN RESOURCE MANAGEMENT IN CORPORATE SOCIAL RESPONSIBILITY ISSUE BRIEF AND ROADMAP.

6.0 Some CASE STUDIES in relation to Ethical Issues, UnHealthy work conditions in workplaces, And companies which took step towards Health And Wellness at workplace :

6.1 Ikea Using Prison Labour in their Factories in Germany : According to a report by German Public Broadcaster WDR, during the 1970s, Ikea developed a strong manufacturing presence in Germany. Ikea had operations in more than 65 locations throughout the country to produce parts and furnitures. One factory, where Ikeas most popular klippan sofa was produced, stood beside a prison in the town of Waldhiem. It has been found out that the company has been using the prison labour in their corresponding factories, in order to keep their costs low. Infact from citing documents taken from the stasi archives, evidence of deep co-operation between ikea and East German authorities has been found. Hans Otto Klare, who was imprisoned for trying to flee east germany spoke of the miserable working conditions at a factory in Naumberg, where Ikea fasteners and hinges were produced. The workers lived in the upper parts of the factory where windows were covered and the machines were fitted in the lower part of the building. It was also found out that the machines has no proper seats, no hearing protection, no gloves, It was even more primitive conditions that already existed in the GDR economy. It was pure slave labour. Though Ikea founder denied the claims and Sabine Nold, a spokesperson for Ikea Germany, . said she has no comment on the revelations.12

From the Above Scenario, we can clearly see, that Involving prisoners in to factory labour is totally an unethical approach by the Ikea management in Germany, as well as the working conditions implied in the case indicates that the company does not case about worker benefits and health.

12

The local Swedens news in English, Website - http://www.thelocal.se/35926/20110902/ Archived on 25 February 2012.

th

6.2 Case study 2 Unilever Opting for Reducing the working hours in the food production in Norwich, UK :

Unilever Foods UK at Purfleet in Essex is the worlds largest spreads factory. Some 300 employees run a 24-hour, sevenday operation that produces around a million tubs per day of brands such as Flora, Stork and Bertolli. In the late 1980s, an overtime culture that led to chronic overmanning, spiralling labour costs and low productivity had left Purfleet the poor relation of Unilevers highly efficient Dutch and German operations a position that left it perilously vulnerable to both external and internal competitors As a result the company wanted to create a package of changes to working practices, Hours and employee benefits. To combat the above challenges, the company introduced an annualised hourly package. Every employee was contracted to work 1779 hours in a year. About 1700 of these hours were accounted for by rostered shifts, leaving a bank of 75-80 for training, meetings and other activities. The company could also ask workers to supply up to 282 additional paid hours, called Committed Hours, for contingencies such as short-term sickness, poor efficiency or plant failure.This was tested in 1994 in one of the production units within the factory and then spread to all Initially, employees treated the abolition of overtime with scepticism and distrust as they thought that this would negatively affect them. The two unions at the plant had mixed reactions: the operators union, GMB, accepted the deal almost immediately, but the engineers union, Amicus did not. Amicus rejected the scheme several times.13 But Nevertheless, At the end the Result included the following things :
o

A change in workers attitudes once it was realised that the annualised hour package improved work-life balance

13

Managing Change: practical Ways to reduce long hours and reform working practices, In association with th TUC, and CBI. Website - http://www.bis.gov.uk/files/file14239.pdf, archived on 25 February 2012.

o o o o o o

Reduction in stress Greater team spirit A drop in workers absence to 2.5% An increase in operating efficiency from 55% to 85% A decrease in production waste from 5% to 2.5% Teams becoming autonomous and setting their own roster patterns and calling their own reserve hours. This freed up management time who then could concentrate on strategic work

The end of the what is in it for me culture from the employees. Employees, for example, came in voluntarily to meetings during their weeks off to contribute with improvement ideas for the company.

The Above Case study clearly indicates how simple organizational change can to a healthy workplace and a rise in productivity and profits. 6.3 Case Study 3 The Launch Of three Ethical Factories in Bangladesh By Marks & Spencer : In 2007, UK-retailer Marks & Spencer (M&S) worked with suppliers to open three ethical model factories in Bangladesh to demonstrate the economic benefits of good ethical performance. As of March 2010 M&S had provided 80,000 hours of supplier training. This included training at ethical trade conferences in China, South Africa, Viet Nam, Spain, Bangladesh, Egypt and Indonesia. During 2008, M&S used these factories to deliver labour rights training to 6,000 workers. It also provided human resource management, industrial relations management, and productivity training to the factories 130 supervisors and managers. M&S reports that by January 2009, the three ethical model factories in Bangladesh had each converted at least one line of production to improve productivity and increase wages. Oxfam reports that results after seven months included: Productivity increases of between 20% and 61%; Average wage increases of between 12% and 42% based on a standard working day without overtime (bringing wages above the legal minimum); An 85% reduction

in absenteeism and 65% reduction in worker turnover. As of 2010, the three trial factories in Bangladesh, as well as one UK food manufacturer, have completed their trials with positive outcomes. These include increasing efficiencies, improved quality and lower employee turnover. This knowledge has been shared with other suppliers across the companys global supply chain and other companies operating in Bangladesh. As a result of this, six more Ethical Model Factories have been set up in Bangladesh. Further, the company is planning to roll out further Ethical Model Factories in India, Sri Lanka and Bangladesh by 2015.14

7.0 Some guidelines for Managing A Socially Responsible, ethical and Healthy Workplace all together :
Though managing a healthy workplace along with a ethical and socially responsible organization might be a little hard at first, with a lots of costs incurred and conflicts that might arise at the workplace. The following guidelines could actually fasten up the process for a while : 1. Supportive culture and Values : Creating and Maintaining a healthy work environment requires a supportive culture that clearly values employees and is more trust- based. Therefore the process of an ethical and healthy workplace should be designed to strengthen trust. 2. Leadership : commitment from the top management is very critical in this case and must be in the form of visible leadership on ethical and health issues. Employees judge commitment by actions of the CEO and the executive team. 3. A broad definition of ethics and health : Good mental and physical health means more than the absence of illness, injury, and diseases. It also means leading a balanced life, developing ones potentials, making

14

Launch of three Ethical Model Factories By Marks & Spencer in Bangladesh, Dilemmas and Case studies, Human Rights and Business Dilemmas forum, Website - http://humanth rights.unglobalcompact.org/case_studies/working-hours/ archived on 25 February 2012.

meaningful contributions to the organization and having a say in workplace decisions. 4. Participative team approach : Implementing a healthy workplace strategy requires an integrated approach, guided by teams that include representatives from the management ( in this case HR can play an important role ) , and unions. Direct employee involvement at all stages is specially needed for the success. 5. Customized plan: Develop a workplace ethics policy as well as health policy and action plans with clear goals. The policy and plan must be tailored to the business context, workforce characteristics, and

documented gaps in the work environment. The company can learn from each change induced and refine the plan accordingly. 6. Link to strategic Goals: Clearly link responsibility, ethics and health

issues and the outcomes of it to the organization strategic goals. So that over the time, all management decisions take health in to account. 7. Ongoing Support: Allocate resources that ensure continuity to healthy workplace actions. Provide training, especially to managers at all levels, to sustain the initiative and embed health in to how the organization operates. 8. Evaluate and Communicate: an open and a continuous communication is a key factor in any organizational change, initiative and health is no different. Consistently evaluate outcomes and keep top management informed about the impact of a healthy workplace issues on business results.

8.0 Conclusion :
A safe working environment and the freedom of addressing ethical and unethical issues in the workplace is not only needed for the betterment of the society it is also a human right. In order to Manage An Ethical and Healthy workplace at the same time, The Government at both National and Local Levels need to work together with the employers, trade unions, Individuals, Professional organizations, voluntary bodies and a range of other stakeholders to achieve a long term commitment and result. The companies need to adopt modern and flexible approaches and not let the old beauracratic Institutional Barriers as obstacles. Continuous Support and

empowerment is needed in work or not, to protect and improve Employee health and benefits in the workplace, in order to achieve Better productivity. The companies should learn from Successes and failures of the past, and will look at local pockets od excellence where barriers have been overcome by people working together at local levels.

A Successful strategy would lead to the Improvement in the health and well- being of people of working age, Increased Employment and with that more people will be able to wok for more of the time. Optimal Performance and attendance. People and their employers are empowered to promote and protect their own health, Increased productivity so that people are more effective when they are at work. Along with a reduction is heath inequalities and social exclusion-resulting in the benefits for indivisuals, families, communities and society.