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Despite growing scholarly attention to occupational stress and gender, the role of organisational design in shaping gendered stress experiences remains insufficiently theorised and empirically explored. This study addresses a critical gap by examining how organisational design, beyond individual or role-based factors, shapes gender-specific stress experiences and productivity outcomes. While existing research has explored occupational stress and gender dynamics, limited attention has been given to how organisational structures, cultures, and embedded norms sustain these disparities within specific professional contexts. Focusing on Social Auxiliary Workers in a South African public sector setting, the study provides contextually grounded insights into the organisational determinants of gendered stress. It explores how organisational arrangements generate systemic challenges experienced differently by men and women, influencing both well-being and performance. The study highlights gendered perceptions of workplace stressors, including those related to hierarchical positioning, role expectations, and unequal access to career opportunities. Data were collected from male and female Social Auxiliary Workers employed by the Mpumalanga Department of Social Development. Guided by Person–Environment Fit Theory, the study conceptualises stress as arising from the alignment or misalignment between individual characteristics and organisational environments. The findings underscore the need for gender-sensitive organisational practices, inclusive workplace cultures, and targeted wellness interventions to mitigate stress and promote equity. The study contributes to scholarship by extending theoretical and empirical understandings of gendered occupational stress within under-researched public sector contexts, while highlighting the importance of addressing organisational stressors to enhance employee well-being, sustainable productivity, and equity.

The study explored social workers' perspectives on utilising employee assistance programmes (EAPs) as intended for the beneficiaries of the service. A qualitative approach was adopted for the data collection and analysis. Thematic analysis was applied to the data from a sample of social workers employed by the Department of Social Development in the Gauteng province of South Africa. The study revealed that EAPs were regarded as intervention programmes rather than holistic wellness programmes, which resulted in the loss of its primary role as a supportive structure. The study also revealed fear of stigmatisation and poor marketing of the programmes as hindrances to the utilisation of the programmes. The study further revealed that decentralisation, improved marketing, visibility of EAP staff, and a structured and specialised EAP service would enhance the programme's functioning. The College of Human and Social Sciences Research Ethics Committee approved the study with ref NO (Rec-240816-052).

Improving population health requires the commitment of a multitude of community partners, including employers. Since 2008, successive economic crises have reduced the national health system's capacity to meet the needs of its citizens in Italy. ENI is an Italian oil company employing over 31,000 people in nearly 62 countries. In the Italian community of ENI, there are about 20,000 employees. Between 2022 and 2023, ENI made relevant services and goods available for each employee. This work aims to identify a framework to measure the culture of health in ENI. It is the first step in developing an in-depth analysis of the culture of health in ENI, which will be the subject of in-depth studies after this work. Today, promoting health cannot be the sole purpose of public healthcare systems in Western contexts. Italy is an emblematic context of these phenomena. The development of the corporate welfare case in ENI is an opportunity to reflect on the evolution of private expenditure concerning the interventions promoted by a multinational oil and gas company such as ENI towards its employees. In all this, the culture of health represents a valid approach to the design and the evolution of corporate welfare models over time. The idea of the culture of health is an essential framework that can support why companies must work towards complementarity in providing services and interdependence with public health systems. By incorporating strategies such as inclusive health education, community engagement and partnering with public health systems to address social determinants of health, companies can contribute to building a culture of health rooted in equity, providing employees with the resources and support needed for a better and more equitable life.

This article provides comprehensive coverage of the concept of employee health, examining its connection to employees' overall performance and the ideal workplace culture and environment necessary for achieving success. This passage provides a concise overview of the difficulties encountered by employees in achieving a harmonious equilibrium between their professional and personal lives, as well as the subsequent impact on their general well-being. The primary inquiry of utmost significance is to the requisite organizational measures that must be undertaken to foster employee welfare within the ongoing COVID-19 pandemic and in the aftermath, with the ultimate aim of achieving Sustainable Development Goal (SDG) Three. This study employs a qualitative approach by doing a desktop analysis of material through a comprehensive examination of existing literature. The data is subjected to conceptual analysis. The study examines the utilization of employee wellness programs (EWPs) as organizational frameworks to ensure employee satisfaction and productivity. These programs are grounded in the notion that employee health is interconnected with employee performance and external factors. Furthermore, this study provides recommendations that can be used to enhance the effectiveness of Employee Wellness Programs (EWPs) in order to achieve the objectives outlined in Sustainable Development Goal 3 (SDG 3) and enhance employee performance.