The White paper on Transforming Public Service Delivery no 1459 of 1997 stipulates that the wellbeing of employees needs to be accounted for. A directive to have employee health and wellness programmes established in all government departments was given by the director-general of the Department Public Service Administration in 2008. The Employee health and wellness programme is aimed at promoting and improving employee wellbeing, which is also linked to organizational wellness. The primary aim of the Employee Assistance Programme (EAP) is to make a positive contribution towards maximum employee productivity and effectiveness in the workplace. Employee health assessment conducted by the Department of Social Development in 2006 and 2009 confirmed that South African organizations, including the Department of Social Development, experience high levels of employee poor health. Studies suggest that both employees and the employers need to pay attention to the improvement of employee health and wellness. In 2012, an integrated employee health and wellness policy was developed to improve the Department of Social Development employee wellness. The interest to conduct the study emanates from the researcher‟s own supposition that the policy has not been fully implemented, this deduction is based on the fact that, although the policy has four critical focus areas, some of these areas, such as counselling, are not rendered. Literature reviewed includes the process of policy implementation and description of employee health and wellness, benefits of employee health and wellness programme for both employees and employer. A mixed method study was conducted to explore the implementation of the employee health and wellness policy as a strategy to improve both employee and organizational wellness within the Department of Social Development, Eastern Cape - Amathole District. The population of the study included both DSD management and non-managerial employees from Amathole District; the study also includes the Eastern Cape Department of Transport, Amathole District Municipality and South African Police Service (Mdantsane). Themes that were identified from qualitative data through semi- structured interviews by means of audio-recorder were triangulated through questionnaires and document analysis. Since the policy came into effect in 2012, results show that the implementation has been confronted with a number of challenges which include lack of support from the top management. Lack of buy in by DSD management has serious implications on the policy objectives; these include the inadequate distribution of capital, human and physical resources necessary to implement the policy. In order for the DSD to improve the implementation of employee health and wellness policy, the management needs to ensure that there is adequate provision of human and capital resources. Employees should be well-informed on policy guidelines and procedures and benefits to stimulate maximum utilisation. A decentralisation of implementation to Area offices is necessary to promote accessibility of services and prevent unnecessary delays in service delivery.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:ufh/vital:29269 |
| Date | January 2017 |
| Creators | Lutuli, Nondwe |
| Publisher | University of Fort Hare, Faculty of Social Sciences and Humanities |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis, Masters, MSoc |
| Format | 146 leaves, pdf |
| Rights | University of Fort Hare |
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