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The Importance of Well Being in The Workplace

Motivational factors (laterally linked to well-being) are not a new theory, in fact, there is much documentation stemming from works such as Maslow (hierarchy of needs) and Hertzberg’s motivational factors to name but two.

Understanding these influences and therefore ensuring employees feel sated on a holistic level, however, is perhaps a fairly new phenomena Holistic at its very base definition means “whole” and here we can probably look to Maslow’s hierarchy of needs to put some context to this. He developed a visual tool to explain an individual’s needs hierarchy that has stood the test of time, (and particularly in the workplace), namely:

  1. Biological and physiological needs: air, food, drink, shelter, warmth.
  2. Safety needs: protection from elements, security, order, law, limits, stability, etc.
  3. Belongingness and love need: work group, family needs, affection, relationships, etc.
  4. Esteem needs: self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc
  5. Self-actualization needs: realising personal potential, self-fulfilment, seeking personal growth and peak experiences.

Hertzberg simplifies this as an individual’s intrinsic (self) and extrinsic (environment) needs. Both validate that when these needs are met they will impact productivity, as well as self-worth, thus impacting the wider audiences’ view of the employer which in turn would “support that creative, productive, high performing employers support like-minded employees that are always motivated”. (

The emphasis an employee may place on a need can be quite personal and whilst it does have roots in basic needs, there exists a greater modern understanding of self-worth and as such we as a society are wiser about meeting individuals’ mental/emotional needs This holistic view of our localised environment including our workplace, as well as the global society we interact with, all impacts “well-being”. So much so, we now see evidence supported by processes and controls that seek to rank mental, emotional and therefore physical health of the employee
alongside (if not prioritised above) a tangible cost and benefit to a company’s sustainability.

With this all in mind, (ideally, a calm one) there are various techniques that the individual can use in their work day to support their own mental well-being. Any well-being toolkit starts with two “tools” that go with the individual everywhere they go, and a “Quick-Calm Toolkit” is no different.