NAME: KUHLE

SURNAME: MTIMKULU

STUDENT NUMBER: 15014486

SUMMERTIVE ASSESMENT:
WORKPLACE PSYCHOLOGY SA2

SUPPORT CENTER: SANDTON

The COVID-19 pendemic caused significant difficulties for medical professionals
throughout. Lack of personal protective equipment (PPE) like masks, gloves, and
gowns was one of their biggest problems. PPE was in low supply in healthcare
facilities as a result of the strong demand, which exposed healthcare workers to the
virus while treating patients. Additionally, this made healthcare professionals feel
pressured, discouraged, and at risk for burnout. (Ashley et al., 2021)

Work overload was another difficulty faced by healthcare professionals during the
pandemic. A surge in demand for healthcare services was caused by the unexpected
influx of COVID-19 patients, highlighting the already strained healthcare system. The
low staff to patient ratio was made worse by the critical demand for qualified
professionals, forcing healthcare personnel to put in lengthy shifts without adequate
rest. The pandemic significantly increased the danger of getting the virus. Healthcare
professionals were on the front lines of dealing with COVID-19 patients, which meant
they had intimate contact with those who tested positive for the virus. Because of
their everyday encounters with infected patients, healthcare personnel, including
doctors, nurses, and other healthcare professionals, were also more prone to getting
the virus. Many healthcare personnel were terrified and anxious as a result of this
risk. (Ashley et al., 2021)

The concept of well-being and subjective well-being (SWB) is gaining popularity in

workplace psychology research. A growing body of evidence demonstrates that
happy moods, meaningful relationships, and a sense of purpose at work are
important factors in obtaining SWB. As a result, companies are recognizing the
significance of well-being and SWB in the workplace, as it has a direct impact on
employee productivity, retention, and innovation. (Sahai et al., 2020)

Workplace well-being and subjective well-being (SWB) promotion is being

increasingly acknowledged as an important part of organizational outcomes. Well-
being refers to a condition of pleasant emotions, satisfaction, and fulfillment in life,
whereas SWB refers to an overall assessment of one's life. Individual and
organizational results like as productivity, motivation, turnover, and work satisfaction
are intimately tied to these notions. Promoting well-being and SWB can benefit not
just the individuals but also lead to enhanced organizational performance. (Sahai et al.,
2020)

Well-being and SWB are important elements that influence a variety of

organizational outcomes, including productivity, motivation, turnover, and work
satisfaction. Promoting workplace well-being and SWB entails creating an
environment that encourages employee engagement and satisfaction. This includes
providing employees with a variety of physical and psychological resources, such as
training and development programs, flexible work arrangements, mental health
services or counseling, and the creation of social networks. Employees are more
engaged and devoted to their work when these tools are available, resulting in
improved levels of performance, satisfaction, and less stress. (Sahai et al., 2020)

Ultimately, the value of well-being and SWB in the workplace cannot be overstated. A
cheerful and positive work atmosphere is directly related to a company's growth and
sustainability. Employers must therefore take responsibility for creating a work
environment that promotes employee well-being and SWB. (Sahai et al., 2020)

There are several strategies for promoting well-being and SWB in the workplace.
These include fostering a healthy work environment, encouraging work-life balance,
facilitating personal and professional development, and recognizing and rewarding
employee achievements. Promoting constructive communication, providing chances
for socialization, and recognizing and respecting diversity can all help to create a
positive work environment. Work-life balance can be accomplished by allowing
employees to work from home and encouraging them to take breaks. Training
programs, mentoring, and coaching can all help in personal and professional
development. Employee efforts can be recognized and rewarded in a variety of
ways, including incentives, promotions, public acknowledgment, and appreciation
messages. (Sahai et al., 2020)

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Reference List

Ashley, C., James, S., Williams, A., Calma, K., Mcinnes, S., Mursa, R., Stephen, C.
and Halcomb, E., 2021. The psychological well‐being of primary healthcare nurses
during COVID‐ 19: A qualitative study. Journal of Advanced Nursing, 77(9): 3820-
3828. Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8447215/pdf/JAN-77-3820.pdf
[Accessed 11 June 2023]

Sahai, A. and Mahapatra, M., 2020. Subjective well-being at workplace: A review on

its implications. Journal of Critical Reviews, 7(11): 807-810.

Wu, A.W., Buckle, P., Haut, E.R., Bellandi, T., Koizumi, S., Mair, A., Øvretveit, J.,
Power, C., Sax, H., Thomas, E.J. and Newman-Toker, D., 2020. Supporting the
emotional well-being of health care workers during the COVID-19 pandemic. Journal
of Patient Safety and Risk Management, 25(3): 93-96.