Workplace Wellbeing Programs in Multinational Companies Evaluating Effectiveness Across Cultures Management
Keywords:
Cultural differences, employee wellbeing, multinational companies, workplace programs, workforce engagementAbstract
This research explores the effectiveness of workplace wellbeing programs in multinational companies, focusing on cultural differences and their impact on employee engagement and productivity. With the growing emphasis on employee wellbeing, multinational organizations are increasingly adopting diverse wellbeing initiatives, but their success may vary across different cultural contexts. The objective of this study is to evaluate the perceived effectiveness of these programs across various regions and identify cultural factors that influence their outcomes. Using a mixed-method approach, including surveys and interviews with employees from multiple countries, the study examines how cultural values and work environments affect the reception and success of wellbeing initiatives. Findings suggest that while wellbeing programs are generally beneficial, their specific design and implementation must align with cultural norms to maximize effectiveness. Implications for multinational companies include the need for customized wellbeing strategies that reflect the diverse needs and expectations of their global workforce.
References
Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328. https://doi.org/10.1108/02683940710733115
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101. https://doi.org/10.1191/1478088706qp063oa
Bryman, A. (2016). Social research methods (5th ed.). Oxford University Press.
Chen, C. H., Lee, T. H., & Chen, W. F. (2021). Cultural influences on organizational wellbeing programs: A cross-country study. International Journal of Human Resource Management, 32(4), 563-580. https://doi.org/10.1080/09585192.2020.1746352
Creswell, J. W., & Plano Clark, V. L. (2017). Designing and conducting mixed methods research (3rd ed.). SAGE Publications.
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268. https://doi.org/10.1207/S15327965PLI1104_01
Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Sage Publications.
Kabat-Zinn, J. (2013). Full catastrophe living: Using the wisdom of your body and mind to face stress, pain, and illness. Delta.
Koh, T., Choong, K., & Lim, T. (2019). Adapting wellbeing initiatives to cultural contexts: The key to success in multinational companies. Journal of Occupational Health Psychology, 24(1), 13-22. https://doi.org/10.1037/ocp0000133
Smith, P. B., Peterson, M. F., & Schwartz, S. H. (2017). Cultural values, sources of meaning, and well-being. Cam-bridge University Press.
Tung, R. L. (2020). Cultural dimensions and the effectiveness of employee wellbeing programs: A multinational perspective. Cross Cultural & Strategic Management, 27(3), 45-63. https://doi.org/10.1108/CCSM-04-2020-0126
