Well-Being and Mental Health Of Employees In NAPCO Case Study

Introduction of Well-Being and Mental Health Of Employees In NAPCO Case Study

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1. Theoretical context

NAPCO is one of the leading British organisations which aim in giving services and goods that are affordable and cheaper to the public. NAPCO is famous in the UK for its unique price and for providing high-quality sleep ware, underwear, slipper, “silk eye mask” and many more products. The annual revenue of NAPCO in 2021 is estimated at $720 million. NAPCO has more than three thousand employee in the UK and provides high-quality services to its customers (Thenapco, 2022). NAPCO critically considers the employees' comforts and well distribution of the goods among the customers by offering best deals and unique offers in a daily basis. Employee mental health and well-being are demonstrated as the expectations and work of the employees which impact the overall happiness and health. The outbreak of COVID-19 has affected the business like other supermarkets but the employees of this organisation come collaboratively to assist the organisation. The organisation has established a website before the pandemic so that employees can have access that covers the financial, social, emotional and physical well-being.

• In this study, the stakeholder analysis is initiated to recognise the interest level and impact on the project. Stakeholder analysis is important to understand the well-being and mental health of the stakeholders for the benefit of the organisation.
• The study is going to focus on “Self-determination theory” and “human relations theory” to critically demonstrate the factors of employee wellbeing of NAPCO. NAPCO possess three primary psychological requirements to underline development and growth which includes competence, relatedness and autonomy. Through human relations, the organisation emphasises necessity of attitudes of employees, group dynamics and style of leadership in accomplishing organisational effectiveness.

2. Stakeholder analysis

Table 1: Stakeholder matrix

(Source: Rasool et al. 2021)

In NAPCO, the main stakeholders include customers, suppliers, competitors, creditors, pressure groups, government and local communities. The organisation utilises different methods and approaches of communication to interact with the stakeholders. The organisation serves the customer in more effectively that after the inauguration of e-commerce, the customers’ number has been increased at a rate of nearly 4.25%. Customers are the main and important stakeholders who determine the success factors (Sakka and Ahammad, 2020). Customers have significant effect on the organisational revenue and profitability as it determines the position of organisation in potential marketplace. As opined by Rasool et al. (2021), managers are the main part of the organisation that influence the organisation by creating certain that the employees are well qualified so that the commercial operation runs smoothly and positively. Employees within an organisation are the integral part of NAPCO without them the operation of the company is not possible to complete (Thenapco, 2022).

The business of Nap Co has been operated by the highly skilled technical support team that provides better opportunities for the betterment of the product ns service that appeals to the comforts and the requirements of the core customers of target market (Thenapco, 2022). NAPCO communicates with the suppliers by offering better details about the requirements of the organisation with the deals via emailing or faxing to the common suppliers. The products for NAPCO are sourced from the local suppliers of the Unites Kingdom to develop long term connections with suppliers and growers. The competitive advantage in the potential market of the UK provides the business to utilise the resources effectively and produce affordable products with the best quality (Johnson et al. 2020). The local community is mentioned as the local stores which have a severe impact on the organisation as the organisation has a potential reputation in the UK among all the leading supermarkets that usually connected with the sales rate of the outlets.

3. Research methodology

Secondary method

The secondary method is associated with collecting information from different sources that are available on the internet. The secondary method is extremely affordable and less time consuming (Newman and Gough, 2020). Another wide benefit obtained through secondary research methods is that it provides a broad range of information. Other than using primary research, secondary research has been conducted to obtain information regarding employee wellbeing and mental health. As cited by D?wigo? and D?wigo?-Barosz (2018), the research study has obtained some authentic and reliable information from the official website of the company where it is found that NAPCO has supported the employee throughout COVID 19 and developed mental wellbeing and health.

4. Data analysis

4.1. Factors that influence employee wellbeing in NAPCO

Employee wellbeing is associated with emotional, social, environmental and physical factors of the workplace. Employees' mental health and physical health are stabilised thoroughly if the employees are deeply engaged with the organisation. Employee mental health and well-being are essential because organisations fully realise the power it has to change the lives of the employees, minimise the costs concerning absenteeism, and make a healthy culture of the company. As opined by Inceoglu et al. (2018), there are multiple factors that NAPCO follows to check the well-being and mental health of the employees. “Autonomy”, “stress management frameworks”, “inclusionary frameworks”, “design of the workplace”, “physical safety and comfort” and “remote access” is some of the factors that lead to employee mental health and wellbeing in the workplace. The development of roles that permit the employees to excel and thrive in the collaborative environment is crucial to the bottom line for the long term.

 Mental health at work in the UK

(Source: Bbc, 2022)

From the above data, it can be mentioned that the involvement of the employees within the organisation is increasing year by year with improved wellbeing and mental health. NAPCO at the time pandemic supported the employees by paying full wage that has contributes to enhance the engagement of the workers of the organisation with the management (Brenninkmeijer et al. 2018). NAPCO allows the employees to work from home as per the convenience of the employee where the communication has been managed with such clarity that enhance the productivity of the employees by being motivated.

A specific online portal for the communication among the manager and the employees have been established to strengthen the communication of NAPCO employees which aims to talk openly and remove the factors of stigma concerned with the subject of different difficulties faced by the employees. The organisation has offered flexibility in workplace and several off days to roll out the session training across distribution centres and home offices. In enhancing the well-being factor, the organisation follows the Self-determination theory and factor of inclusive culture which helps in instilling integrity, trust and gratitude across different parts of the organisation. NAPCO also maintains the factor of physical comfort and safety and continues to initiate the training sessions through online platforms where the employees can participate and gain relaxation.

4.2. Impact of organisational culture on employee wellbeing and mental health

Organisational culture is referred to as the accumulation of expectations, practices and values that inform and guide the actions of different members of the team. As opined by Slutsky et al. (2019), NAPCO's organisational culture ranges from how the internal stakeholders treat the external stakeholders and customers to the process of treating each other. The organisational structure of NAPCO is mentioned as a hierarchical structure because it has a wide number of employees doing their work in multiple departments. In NAPCO, the organisation follows the "Autocratic leadership style" where the entire decision making is held by the senior members of the organisation. However, the hierarchy of the organisation thinks about the well-being of the employees which leads to high productivity. Organisational culture impacts the well-being of employees and represents higher job satisfaction, developed retention rates and better health (Taj et al. 2020). NAPCO's trust culture pervades all the occurrences within all the components of the operations of NAPCO. The employees of NAPCO are well structured and organised due to its organisational culture.

 Employee wellbeing

(Source: Mehmood et al. 2020)

NAPCO is mentioned as an organisation with a conscience and dedication to doing the correct thing for the employees, communities and customers. NAPCO's organisational culture offers the employees such grounds that are generally become an aid for paving the path of better communication without losing the felicity of the workplace along with better customer management (Mehmood et al. 2020). However, NAPCO has made "customer pledges" whose success is replicated with "colleague pledges". The four-employee pledges reflect that NAPCO is highlight committed to giving a different workforce which includes:

• Employees are offered equal opportunities
• Transparency of communication is maintained
• No sheer comparison has been contemplated within office culture

All these factors of organisational culture demonstrate that NAPCO is highly committed to acting with integrity and honesty and shows excellence in every aspect of the business. From the help with case study of NAPCO, it has been observed that the workplace culture and the fair management of the organisation have created a positive impact on the worker’s safety and wellbeing. As cited by Sunita (2021), in this context, McClelland's Need Theory holds that the employees within an organisation have three primary requirements which include achievement, affiliation and power. The McClelland's Need Theory is highly associated with personality and human motivation which presents those employees in NAPCO can be self-determined when their requirements are fulfilled.

4.3. Employee wellbeing and its consequence on organisational productivity

Employee wellbeing within an organisation leads to a higher level of engagement of employees and lower absenteeism levels. The theory of human relations states that the higher well-being of the employee is concerned with the higher morale which in turn maximises productivity. The mental health of the individual is an enormously crucial factor that helps in developing performance. NAPCO critically looks after importance of community structure as it works through “human relations theory”. In this part, the organisation considers in seeing the attitude and approach of employees towards organisational goals and effectiveness. As mentioned by Fritz et al. (2018), emotional and mental health are co-related and it is highly linked to higher levels of productivity of labour. Well-being helps the individual to stay mentally fit and healthy. As a result, the mentally fit individual tends to show more creativity towards the work and performance in turn also developed.

The above information shows that the stores of NAPCO have increased which is a reflects better employee management in the workplace. Better employee well-being helps the customer to obtain better services and satisfaction from the organisation. Hence, it can be mentioned from the above data that the organisational productivity of the organisation increases. Organisational productivity of the organisation is demonstrated as the capability of the business to get the desired outcome with minimal resources expenditure (Johnson et al. 2020). NAPCO has stabilised organisational culture with improved well being of the employee and the variables of organisational productivity are mentioned as “innovativeness”, “creativeness”, “competitiveness”, “profitability” and “efficiency”.

5. Conclusion

Employee well-being includes the various well-being related to the workers of that particular company. It introduces different strategies, planning and program aimed at the overall well being of the workers. Nowadays, companies are largely supporting this matter for the benefit of their employees. From the group research, it is identified that some important factors are affecting the employees' well-being of being the company. The decision of stakeholders greatly affects the objectives and results of the company, and in the same way, the company's activities also affect them. The stakeholder sets the objectives of the company. In a group, it is found that employee’s wellbeing are the most crucial factor which impacts on making decisions and recommendations that influence the activities of the company.

In the context of the NAPCO Company, the stakeholders play an important role. The stakeholder is an important aspect of every company which is obtained while conducting group research. In the context of the NAPCO Company, the stakeholder is influencing the company's market. The stakeholder generally rethinks the consumers to rethink their approaches to the organizations. The stakeholder also affects the economic growth and development of the company. In the context of the Napco Company, its stakeholders play an important role in determining the success of the company. However, it is noted that the stakeholder of the company should be improved more for the satisfaction of the customers.

6. Recommendation

Employee wellbeing is a very significant aspect of the growth and development of the company. In the context of the Napco Company, the company should focus on a certain matter for their employees' wellbeing.

Table 4: Statement plan for NAPCO employee wellbeing

• Making mental health a priority: Nurturing the mental wellbeing of team has become more important in these recent times after the emergence of COVID-19. In the survey of the UK, one in four people faces some sorts of mental illness every year and in a survey of around 2000 UK employees where around 89 per cent of them present that their mental health condition impact the working life. NAPCO must implement assistance Programmers for its Employees (EAPs)that can also be beneficial for stakeholders which is a confidential service that assists in staff dealing with workplace problem that effect performance (Schneider et al. 2019). NAPCO may implement EPAs for stakeholders who can comprise counselors who assist in managing the feelings and thoughts at work. Implementing EPA can provide NAPCO’s employee a financial and legal advice.
• Taking care of physical health: Many employers along with NAPCO are initiated to identify the value people but on their occupational and personal health. In CIPD of the UK, it is found that 29 per cent of the businesses plan to maximize investment in wellbeing and health programs. A happy working culture is trustworthy which helps in keeping the low turnover of staff when the employees are healthy (Fritz et al. 2018). NAPCO must have proper “Health and wellbeing programs” which have plenty of advantages and reduce absenteeism which develop employee engagement. The organization must consider certain options that may inspire employees to create healthy habits such as physical activities when designing the package of employee wellbeing.
• Flexible working schedule: The Company should focus more on the implementation of a flexible work schedule. This helps the employees to work more efficiently and without headache. As opined by Inceoglu et al. (2018), the company should emphasize creating the eight working atmospheres for the employee. It enables the employees to be true and the best in their way.

Organizational culture plays a vital role in stimulating employee performance. Thus it is important for Napco, in the current competitive ambience, to implement innovative strategies for stimulating the well-being of the employees. Employees must be recognized, and rewards should be provided to them based on their performance. Furthermore, learning and developmental opportunities serves to influence employee efficiency and well-being in the long term.

7. Reflection

I have observed from the stakeholder analysis that the manager and owner of the company communicate with the employees utilising the staff notice board because it includes the business. In my suggestion, NAPCO is highly dependent on the customers to get the profit in each fiscal year. I have also seen that suppliers within an organisation play a significant role as the products and the suppliers of the company distribute other commodities of the company. From the analysis, I have gathered that Competitors have the capability of maintaining and building a distinctive edge through innovation and reputation and connection with the suppliers.

I have realised from gathering information that the different facts of employee wellbeing and mental health and its theoretical context is explored to understand the matter in depth. Since the COVID-19 pandemic created a huge issue for the business organisation, the employees at that time are also valued and provided a free 24*7 helpline to assist the employees with their mental health (Corporate, 2022). I have observed that it assists in mitigating the financial worry for more than 12000 colleagues who are required to self-isolate. It is clearly visible from the evaluation and analysis of NAPCO’s business function, the employees are highly valued but the company need to emphasise more on their needs and wants.

References

Journals

Brenninkmeijer, V., Vink, M., Dorenbosch, L.W., Beudeker, D.A. and Rink, F., 2018. Regulatory fit at work: gravitational effects and associations with employee well-being. European journal of work and organizational psychology, 27(6), pp.809-821.

D?wigo?, H. and D?wigo?-Barosz, M., 2018. Scientific research methodology in management sciences. Financial and credit activity problems of theory and practice, 2(25), pp.424-437.

Fritz, M.M., Rauter, R., Baumgartner, R.J. and Dentchev, N., 2018. A supply chain perspective of stakeholder identification as a tool for responsible policy and decision-making. Environmental Science & Policy, 81, pp.63-76.

Inceoglu, I., Thomas, G., Chu, C., Plans, D. and Gerbasi, A., 2018. Leadership behavior and employee well-being: An integrated review and a future research agenda. The Leadership Quarterly, 29(1), pp.179-202.

Johnson, A., Dey, S., Nguyen, H., Groth, M., Joyce, S., Tan, L., Glozier, N. and Harvey, S.B., 2020. A review and agenda for examining how technology-driven changes at work will impact workplace mental health and employee well-being. Australian Journal of Management, 45(3), pp.402-424.

Malinen, S., Hatton, T., Naswall, K. and Kuntz, J., 2019. Strategies to enhance employee wellbeing and organizational performance in a postcrisis environment: A case study. Journal of Contingencies and Crisis Management, 27(1), pp.79-86.

Mehmood, K.K., Rasheed, R. and Jaan, J., 2020. How does stakeholders pressure affect organization performance and employee wellbeing? Study of multiple mediating roles. Journal of Business and Social Review in Emerging Economies, 6(1), pp.55-68.

Mohajan, H.K., 2018. Qualitative research methodology in social sciences and related subjects. Journal of Economic Development, Environment and People, 7(1), pp.23-48.

Newman, M. and Gough, D., 2020. Systematic reviews in educational research: Methodology, perspectives and application. Systematic reviews in educational research, pp.3-22.

Rasool, S.F., Wang, M., Tang, M., Saeed, A. and Iqbal, J., 2021. How toxic workplace environment effects the employee engagement: the mediating role of organizational support and employee wellbeing. International journal of environmental research and public health, 18(5), p.2294.

Sakka, G. and Ahammad, M.F., 2020. Unpacking the relationship between employee brand ambassadorship and employee social media usage through employee wellbeing in workplace: A theoretical contribution. Journal of Business Research, 119, pp.354-363.

Schneider, D. and Harknett, K., 2019. Consequences of routine work-schedule instability for worker health and wellbeing. American Sociological Review, 84(1), pp.82-114.

Slutsky, J., Chin, B., Raye, J. and Creswell, J.D., 2019. Mindfulness training improves employee well-being: A randomized controlled trial. Journal of Occupational Health Psychology, 24(1), p.139.

Sunita, P.K.G., 2021. The A STAKEHOLDER MANAGEMENT CONCEPTUAL FRAMEWORK. Turkish Journal of Computer and Mathematics Education (TURCOMAT), 12(14), pp.6039-6044.

Taj, A., Ali, S., Zaheer, Z. and Gul, M., 2020. Impact of Envy on Employee Wellbeing: Role of Self-efficacy and Job Satisfaction. Journal of Behavioural Sciences, 30(2), p.97.

Vveinhardt, J. and Sroka, W., 2020. Mobbing and corporate social responsibility: does the status of the organisation guarantee employee wellbeing and intentions to stay in the job?. Oeconomia Copernicana, 11(4), pp.743-778.

Websites

Bbc, 2022, About Mental health at work: Five charts on the challenge, Available from: https://www.bbc.co.uk/news/business-51093712 [Accessed on: 22nd April 2022]

Thenapco, 2022. Homepage. Available from: https://thenapco.com/ [Accessed on: 22nd April 2022]