Study title

These are qualitative interview data from seven case studies of organisations implementing workplace health and wellbeing strategies. The data consist of repeat interviews (up to three per participant) conducted over several months. Some 74 participants provided data in 192 interviews. Participants included those responsible for developing and implementing strategies and practices, as well as those who were targets of strategies and practices.On the one hand, the evidence of links between workplace health and wellbeing, employee engagement and work performance is robust and reliable. On the other hand, although some practices show promise of effectiveness, we do not have strong evidence that single workplace health and wellbeing practices by themselves - such as resilience training or mental health first aid training - reliably improve worker health, wellbeing, engagement and performance. In this research, we build on the observation that the leading organisations on managing employee health and wellbeing adopt a range of different practices (e.g. resilience training, workplace health promotion, management development), often combined in an integrated and coherent health and wellbeing strategy. We examine the factors that enable or hinder the implementation of workplace health and wellbeing practices and whether certain combinations of practices are more effective than other combinations, or effective for some types of organisations and not others. In these respects, we will consider the influence of factors in organisations' wider regional, sectoral and economic contexts as well as factors internal to organisations, including levels of engagement, health, wellbeing and performance prior to the introduction of new health and wellbeing practices. We will also examine what combinations deliver the best return on investment - that is the combinations of practices that are most cost effective. One central concept in our research is the notion of high quality work...