The well-being policies in GlaxoSmithKline

Résumé du document

Last year, we observed the changes in GlaxoSmithKline. This trend has deeply modified the way to consider the work atmosphere. New policies are applied to ensure that employees feel good at work and to increase their commitment as well. Companies were forced by the market pressure to adapt themselves to this new trend to keep their staff motivated and remain competitive and informed. We have chosen the well-being topic since we will soon be in the corporate world and we would like to know how the employees are treated in companies. Through this work, we will present the policies of well-being in GlaxoSmithKline. A few decades ago, it was unthinkable that women would be a part of the labor market. The women inculcated the concept of "work-life balance" and "family friendly policies". The workplace is not just the place where you earn some money, it also supports your personal and social life.

Extraits

[...] The well-being is something that can increase and decrease. It is proved that when someone reaches a high salary level, it will not have any impact anymore on his well-being. The richest people have obtained the highest well-being, sometimes even before they were born, and this means they cannot get it increased any further in the current and in the following generations. Efforts can lead to higher performance In the long run, people are more productive when they find themselves in a positive emotional state. [...]

[...] Companies have implemented the well-being in different ways into their structure or corporate culture. A part of them paid attention to the security of their employees, reinforcing the procedures of control and creating new rules to avoid accidents at work. Other companies have developed training programs to increase the knowledge of their collaborators and to continuously update their know-how. Another way to introduce the well-being in the companies was to pay attention to the comfort of the workers, by teaching them the best position to work, or to implement periods of time to relax. [...]

[...] Employee well-being: a predictor The employee well-being is more than a predictor of job satisfaction or job commitment. It is a predictor of whether someone decides to stay or leave their job. Though it is not clear because the well-being can be considered as something that equalizes, that does not change and despite tons of research, the subject of employee well-being is far from complete as something to be misunderstand as well Gérard Cornilleau, Croissance économique et bien-être, Revue de l'OFCE 96, 11-34 (2006). [...]

[...] Gérard Cornilleau, Croissance économique et bien-être, Revue de l'OFCE 96, 11-34 (2006). Jean-François Dortier, Renaud Persiaux, Les lois du bonheur, Sciences Humaines 184, 30-38 (2007). Jean-François Dortier, L'argent fait-il le bonheur, Sciences Humaines 175, 22-25 (2006). Marie-Hélène Mélin, Jean-Marie Peretti, La santé au travail: un enjeu social, Personnel 473, 26-29 (2006) II. Description of GlaxoSmithKline Biologicals (GSK Bio) GlaxoSmithKline is a pharmaceutical group headquartered in the United Kingdom which develops and produces drugs. GSK is one of the worldwide leaders in this activity with a market share of 7%. [...]

[...] It means that employees are not forced to choose healthy meals but if they want to act in this way, GSK provides it. The challenge with the wellness program is to reach everyone and to develop a new company's culture in which the well-being of employees takes a big part. The meals are the easiest way to inform and sensitize the whole staff, because it is a global framework which reaches everybody. So, GSK wants to create a culture of well-being and will start to convince with it trough the meals. [...]