Repas is a recently re-branded mid-sized restaurant chain, specialising in healthy Mediterranean- style food and good quality, reasonably priced, wines and beers. Repas has a small Head Office in London and, to date, 10 city-centre restaurants located in Manchester, Leeds, Belfast, London, Nottingham, Newcastle, Glasgow, Edinburgh, Cardiff and Dublin. Most of the restaurants were acquired as existing enterprises, except for Cardiff and Dublin which are new set-ups in new-build premises. Each restaurant has its own local management structure - a restaurant manager and several shift managers. The new set-ups also have deputy managers supporting the restaurant manager.
Since setting up the organisation the CEO has worked hard to integrate the separate restaurants into one cohesive organisation, with a very recognisable, uniform image (hence the re-branding), and consistent policies. Plans are in motion to expand further, acquiring more restaurants, and to establish formal partnerships with a range of specialist wine and food producers.
Whilst much progress has been made and Repas is maintaining reasonable financial returns, the CEO is keen to keep moving forward, particularly in the area of people management. The last few years have been tough, with the pandemic and the rising cost of living, and the CEO would like to find affordable ways of making life a little easier for her employees. Evaluate two key ‘wellbeing’ theories, including how they can be applied to current issues of wellbeing in the workplace. Finding and keeping the right people is not easy and the CEO genuinely wants Repas staff to feel valued and to enjoy coming to work.
With this goal in mind, the CEO has asked you to provide a written paper which explains the general theory and practice of wellbeing and which will enhance her understanding of the subject. She would also like you to include in the paper a proposal for a staff wellbeing programme that would be suitable for Repas.
Having carried out some research and an anonymous survey you have identified that:
- staff turn-over is higher than pre-pandemic rates although in line with current sector data
- short-term staff absences attributed to ‘stress’ have risen consistently since the pandemic
- staff perceptions of the Repas organisation are mixed, with around a quarter of survey respondents feeling that Repas ‘does not do anything to support employee wellbeing’.
- however, the majority felt that Repas ‘cares slightly more than other organisations’
- none of the survey respondents felt that Repas ‘cares highly about employee wellbeing’
- response to the question about how well managers support employee wellbeing was particularly polarised with managers either scoring very highly or very poorly
- some pockets of staff resentment due to a few localised, informal people practices were highlighted. Examples include 1) some managers allow staff to have a free meal every workday, whilst others only allow free meals when there is ‘surplus food’ and 2) one manager operates an informal ‘parental priority’ approach, asking parents first when allocating holidays and some shifts, causing increasing bad feeling amongst the non-parents.
- most staff felt ‘optimistic’ about the changes being made at Repas and curious about the opportunities these might bring, but others felt ‘there had been too much change too quickly’ or were ‘unable to see how the changes would bring opportunities for them’.