Increasingly, organizations are recognizing the benefit of developing, implementing, and evaluating wellness initiatives. Despite this recognition, the current literature is devoid of participatory research frameworks to meet these aims, from the perspective of those most impacted: employees. This paper discusses the use of Concept Mapping (CM) as a tool for planning, implementing, and evaluating organizational wellness initiatives. After a brief review of literature related to organizational wellness, this paper will explain CM research methodology and offer a case example for the application of this method at a multi-state social service agency. The conclusion considers the implications derived from the case example and explicates future research possibilities related to the use of CM and organizational wellness endeavors.
|Keywords:||Organizational Wellness, Social Services, Concept Mapping|
Assistant Professor, College of Social Work, University of Kentucky, Louisville, Kentucky, USA