Research & Insights for Workplace Wellbeing

This paper provides a historical analysis of workplace wellbeing, showing that modern wellbeing initiatives are not new but part of a long evolution of managing employee health. It identifies three key phases, paternalism, human relations, and managed autonomy, each shaping how employees are expected to think, behave, and care for themselves. Across all periods, wellbeing is framed as a way to create “fit for work” employees while responding to wider social concerns. The study challenges the idea that workplace wellbeing is purely beneficial, highlighting how it has consistently been used as a tool for influencing behaviour and reinforcing organisational goals.

This research highlights that workplace wellbeing has always been shaped by wider social and organisational priorities, not just employee needs.

• Workplace wellbeing has evolved but consistently aims to create “fit for work” employees
• Approaches have shifted from control, to adjustment, to empowerment, but underlying intent remains similar
• Wellbeing is often used to influence behaviour and align employees with organisational goals
• Each wave of wellbeing reflects broader societal concerns and pressures
• There is a risk of over-emphasising individual responsibility for health
• Encourages a more critical, evidence-based approach to designing wellbeing strategies