An employee wellness framework for a remote environment: The case of the JB Marks Local Municipality

Abstract

The requirements of the Fourth Industrial Revolution (4IR) and the outbreak of the COVID-19 pandemic present new challenges to public leadership regarding human resource management (HRM) processes and practices. In addition to prioritising which functions to automate, the development of new skills, as well as considering new job responsibilities and work processes, public leaders are required to manage the increasing transition to a remote work environment. One of the challenges faced in this context is the continued management and support of employee wellness. Existing research revealed that employee wellness entails a holistic approach to the physical, psychological and social needs of employees. For public institutions to reap the benefits of employee wellness, it is necessary to establish and maintain an employee wellness programme that will hold long-term benefits for employees' health and wellness. Furthermore, the importance of, and need for employee health and wellness is underscored in the Constitution of South Africa, 1996, the supreme law of the country. The Bill of Rights enshrines certain rights that relate to the health and/or safety of employees in Chapter 2, Sections 9, 10, 24 (a) and 27 (a). It is therefore essential for the public service and public sectors to implement relevant interventions in ensuring that employee health and wellness are managed and supported, even when employees are increasingly working remotely. Given the context of 4IR, modern technology can assist with the structuring and application of these interventions. In consideration of the aforementioned context, the following question was asked: How should employee wellness be managed in the context of a remote work environment within a local municipality in the Republic of South Africa? To address the research question, a qualitative theoretical and empirical investigation was conducted, with a descriptive and explanatory research design. Employee wellness promotion was expounded upon and explored, based on a theoretical framework that was established by means of the dimensions of wellness, as well as the Health Belief Model, Social Cognitive Theory and the PERMA (Positive Emotion, Engagement, Relationships, Meaning and Accomplishment) Model. The statutory and regulatory framework for employee health, wellness and safety in South Africa has also been reviewed and was, in conjunction with the theoretical framework, considered in the development of recommendations for the Public Service in managing employee wellness in a remote work environment. The research findings revealed that the significance of a holistic approach to employee wellness with interventions that consider all the dimensions that affect an employee's wellness. Furthermore, the necessary components are to be included in an employee wellness programme. Also, the relevant and practical virtual interventions that can be established and maintained in a remote work environment. In addition, the implementation of theoretical models to positively change health-related behaviours (Health Belief Model, Social Cognitive Theory and the PERMA Model. Lastly, the responsibilities of organisational leadership. This study employed a qualitative research approach with a descriptive and explanatory research design with the aim of conveying its findings in a narrative format. Data collection method was primarily conducted using semi-structured interviews. A purposive sampling technique was utilised in this study, which included the Employee Health and Wellness Professionals, Senior Human Resource officials as well as one senior manager. With empirical investigation within the JB Marks Local Municipality, it is evident that the JB Marks Local Municipality does implement a wellness programme, however their employee wellness programme does not make provision for employees working remotely. This is because the municipality is not well equipped to afford its employees to conduct work remotely, as only the senior officials within the municipality are supported with resources. Furthermore, the municipality does not prioritise the health and wellness of the senior officials who work remotely. This is evident as there was no correspondence from the municipality regarding health or wellness to the senior officials who worked remotely. Therefore, this study will include recommendations to the JB Marks Local Municipality in terms of the implementation of an implementation framework to manage the wellness of employees working remotely.