The role of managers in employee assistance programmes : a case study

Abstract

A key aim of this study was to undcrstandthc role managers play in the support and success of Employee Assistance Programmes (EAP} within the context of well-being. Through the approach of a case study with 13 participants within an identified organisation, the research study investigated the perceptions of managers, well-being subject matter experts as well as the review of supporting art.efacts to better understand identified perceptions of the managerial role within the context of an EAP programme. The research findings outline and identify specific aspects or categories of support needed for managers to fulfil their EAP role within the organisation. The criteria identified speak to the influence of the positive 'manager-employee'relationship, how informed managers should be of the holistic EAP service offering and importantly the strategic support role managers hold to communicate and share this knowledge accordingly. The research strongly identifies roles and responsibilities from an employee, manager and Human Resource practitioner perspective to ensure effectiveness of the EAP with regards to self and assisted referrals. The research findings also suggest support enablers the organisation should take accountability for and put in place to aid the manager to fulfil the identified EAP role within the context of holistic well-being. This engagement however, also including an understanding ofsocio, political and economic influences employees face that could further influence well-being support behaviours from a managerial approach perspective.