ABSTRACT
Although work can contribute to good well-being, the opposite is also true. To sustain and improve employee well-being, organizations need to implement specific interventions in the workplace. According to multi-level 22theory, interventions can be implemented on different levels of the organization: individual, group, leader, and organizational level. This chapter discusses the implementation of well-being interventions on these different levels of the organization by giving eight (two per each level) practical examples from Horizon 2020-funded H-WORK project. We combine theory and practice by focusing on the theoretical underpinnings of these interventions, as well as the practical content. The examples in this chapter show that organizations can contribute to employee well-being and mental health in many different ways and contexts. Moreover, the examples in this chapter show that interventions can not only decrease work demands (e.g., work stress, work-life conflict, ineffective communication) but also increase job resources (e.g., person-job fit, leadership support, healthy organizational policies). By respecting the multi-level structure of organizations, these interventions can create healthy and productive workplaces and help employees across all levels of the organization.
