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Well-Being and Organizational Outcomes A number of practitioner-based consulting firms have begun to describe holistic well-being, engagement, and wellness as an integrated set of concepts in man- aging and building workplaces. The common sense idea is that to fully be engaged is to also have a sense of personal well-being. There are both psychological and physical components to well-being that are inter- related. We are interested in understanding the emerging direction of research on well-being, engage- ment, and employment outcomes to broaden our view on organizational interventions. Several of the articles below look at a components of well-being and some of the research is not peer reviewed. The awareness of the topic is especially valuable during healthcare re- form and because of the high demand to engage and retain talent. Tom Giberson Oakland University Suzanne Miklos O.E. Strategies Gallup survey research (Yu & Harter, 2013) has re- ported that engaged employees are more likely to be involved in wellness programs and to eat healthy and are less likely to be obese and have chronic disease than their less engaged counterparts. They also found in their research that employees who are actively dis- engaged rate themselves as having lower well-being than those who are unemployed. This is striking given that financial well-being and purpose are two of the elements that Gallup considers in its index. The others are social, community, and health. Wellness, which focuses primarily on physical health, has been a long term investment made by up to 90% of companies (Parks & Steelman, 2008). Parks and Steelman conducted a meta-analysis to clarify the lit- erature on wellness and important organizational out- comes. Their study found that wellness program par- The Industrial Organizational Psychologist 113