Department of Leadership and Organization, Kristiania University College, 0107 Oslo, Norway.
Int J Environ Res Public Health. 2020 Dec 8;17(24):9164. doi: 10.3390/ijerph17249164.
The Norwegian Institute of Public Health (NIPH) states that Norway faces several major health challenges. Sick leave is at 6% and costs employers approximately EUR 1.75 billion annually. The NIPH proposes, with the support of the Public Health Act and the national strategy HealthCare21, that preventive measures should be developed to address negative lifestyle factors in order to decrease the number of new cases in the related disease groups (e.g., stroke, high blood pressure, type 2 diabetes, osteoporosis, obesity). The purpose of this article is to answer why and how organisations should develop a health-promoting performance culture and to provide a conceptual model displaying the importance of this type of culture for organisational performance. To boost the national health standard as a consequence of employee physical activity at work, I suggest additional occupational safety and health (OSH) directives. Based on cross-disciplinary theorizing, I propose a definition of a health-promoting performance culture. This kind of culture consists of dimensions such as health objectives, shared health values, supportive health environment, goal-oriented and value-based behaviour of leaders and employees, and a winning mindset. In addition, the article underscores the importance of related individual HR drivers like fun at work, engagement, physical and mental health for increasing organisational performance. The company cases used in this paper, Schibsted, Gjensidige, Findus and Wilhelmsen, and findings from five in-depth interviews, indicate that health-promoting activities are the result of either an HR strategy or individuals' initiative and voluntariness among the companies' sports enthusiasts. The case of Findus exemplifies an ongoing development toward a health-promoting performance culture and the importance of leaders' participation. The findings support several elements of the conceptual model showing the relations between a health-promoting performance culture, individual HR drivers and organisational performance. A framework for developing a health-promoting performance culture in practice is presented.
挪威公共卫生研究所（NIPH）表示，挪威面临着几个重大的健康挑战。病假率为 6%，雇主每年为此花费约 17.5 亿欧元。NIPH 提议，在《公共卫生法》和国家战略“HealthCare21”的支持下，应制定预防措施，以解决负面生活方式因素，从而减少相关疾病群体（如中风、高血压、2 型糖尿病、骨质疏松症、肥胖症）的新发病例数量。本文旨在回答为什么以及如何组织应该发展促进健康的绩效文化，并提供一个概念模型，展示这种文化对组织绩效的重要性。为了提高国家健康水平，我建议增加职业安全与健康（OSH）指令，以促进员工在工作中的身体活动。基于跨学科理论，我提出了促进健康的绩效文化的定义。这种文化包括健康目标、共同的健康价值观、支持性的健康环境、领导者和员工有目标和有价值的行为、以及成功心态等维度。此外，本文还强调了与健康相关的个人人力资源驱动因素（如工作中的乐趣、敬业度、身心健康）对提高组织绩效的重要性。本文使用的 Schibsted、Gjensidige、Findus 和 Wilhelmsen 公司案例，以及来自五个深入访谈的发现，表明促进健康的活动是人力资源战略的结果，或是公司体育爱好者个人的倡议和自愿行为。Findus 的案例说明了朝着促进健康的绩效文化发展的重要性，以及领导者参与的重要性。研究结果支持了概念模型的几个要素，展示了促进健康的绩效文化、个人人力资源驱动因素和组织绩效之间的关系。本文提出了一个在实践中发展促进健康的绩效文化的框架。
