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|Title: ||Mindfulness training and employee well-being|
|Authors: ||Mellor, N.|
Van Huizen, M.
|Issue Date: ||2016|
|Publisher: ||Emerald / © Crown Copyright.|
|Citation: ||MELLOR, N. ...et al., 2016. Mindfulness training and employee well-being. International Journal of Workplace Health Management, 9 (2), pp. 126-145.|
|Abstract: ||Purpose - The aim of this paper was to assess the effects of Mindfulness Training (MT) on employee well-being. Mindfulness is the awareness of one’s thoughts, emotions, sensations, actions, and surroundings in the present moment.
Methodology – We used pre-post training measures and a four week follow-up on a sample of 23 employees from a UK-based organization. The MT group (n=12) received a weekly two-hour training over eight weeks whilst the control group (n=11) received no training.
Qualitative interviews (n=36) were conducted with the MT group at 3 time points to further
assess the subjective experiences of training participants.
Findings – Compared to the control group, the MT group significantly increased their
mindfulness skills including observing and acting with awareness. Scores on well-being i.e. satisfaction with life, hope, and anxiety also improved and were generally maintained at follow-up. Some improvements were seen in the control group too but there was a larger difference in change scores in the MT group on most variables. Qualitative data show additional benefits of MT such as improved concentration at work and better interpersonal relationships. More practice at home led to greater benefits suggesting a dose-response relationship between the amount of practice and substantial benefits.
Research limitations/implications – Inviting participants to have a greater amount of
practice between sessions may further increase the benefits of mindfulness. Future research should consider a longer follow-up period to further explore the sustainability of the training benefits.
Originality/value – Employing a mixed method approach, this study showed that MT is a
viable psychological intervention for enhancing employee well-being.|
|Description: ||This paper is embargoed until June 2017.|
|Version: ||Accepted for publication|
|Publisher Link: ||http://dx.doi.org/10.1108/IJWHM-11-2014-0049|
|Appears in Collections:||Closed Access (Business School)|
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