No abstract

Health in the workplace is an important issue. In addition to the burden placed on the individual, lower employee well-being negatively impacts work behavior and performance (Sonnentag, 2015), and incurs large costs (Cooper & Dewe, 2008). It is, therefore, not surprising that workplace health promotion has been a subject for more than 40 years in a wide range of disciplines (Rojatz et al., 2017) and that workplace health promotion interventions are seen as an important means to increase health and prevent ill-being at work (Proper & van Oostrom, 2019). Even though the interest in and implementation of worksite health promotion has increased in recent

Abstract. The Brief Resilience Scale (BRS) measures the ability to recover from stress. To provide further evidence for construct validity of the German BRS and to determine population-based norms, a large sample (N = 1,128) representative of the German adult population completed a survey including the BRS and instruments measuring perceived stress and the resilience factors optimism, self-efficacy, and locus of control. Confirmatory factor analyses showed best model fit for a five-factor model differentiating the ability to recover from stress from the three resilience factors. On the basis of latent and manifest correlations, convergent and discriminant validity of the BRS were fair to good. Female sex, older age, lower weekly working time, higher perceived stress, lower optimism, and self-efficacy as well as higher external locus of control predicted lower BRS scores, that is, lower ability to recover from stress.

Although researchers and practitioners increasingly focus on health promotion in organizations, research has been mainly fragmented and fails to integrate different organizational levels in terms of their effects on employee health. Drawing on organizational climate and social identity research, we present a cascading model of organizational health climate and demonstrate how and when leaders' perceptions of organizational health climate are linked to employee well‐being. We tested our model in two multisource studies (NStudy 1 = 65 leaders and 291 employees; NStudy 2 = 401 leader–employee dyads). Results showed that leaders' perceptions of organizational health climate were positively related to their health mindsets (i.e., their health awareness). These in turn were positively associated with their health‐promoting leadership behavior, which ultimately went along with better employee well‐being. Additionally, in Study 1, the relationship between perceived organizational health climate and leaders' health mindsets was moderated by their organizational identification. High leader identification strengthened the relationship between perceived organizational health climate and leaders' health mindsets. These findings have important implications for theory and practice as they show how the dynamics of an organizational health climate can unfold in organizations and how it is related to employee well‐being via the novel concept of health‐promoting leadership.

We present and test a multilevel cascading model of organizational health climate and show how and when organizational health climate is linked to employee health via leaders' health mindset and health-promoting leadership behavior, taking into account leaders' identification with the organization as a moderating variable.