The workplace is considered as the best place to promote the health and well-being. The reason is that; there is a large elderly population that can be reached by the health messages. Research shows, 45 percent of the workforce come from groups that are traditionally hard to get the health messages and proper diets (Johansson, & Partanen, 2002). The groups come from low socio-economic areas thus disadvantaged with health messages. Following many statistics showing that these populations are at risk of developing diseases like diabetes, stroke, hypertension and cardiovascular disease, the stakeholders have an interest in health status well-being of the aging population. About 50 percent of employees are unaware of nutritional programs that can promote healthy eating and living (Johansson, & Partanen, 2002). Following the high number of people without information or in any nutritional program, this might attract stakeholders to come together and promote health and well-being among employees.
The reason that stakeholders may be concerned by the diet and well-being on the old population in employed persons is to increase their livelihood. Also, stakeholders have noted that by taking care of the aging population, in most countries they can remain economically active and healthy in the workplace. The employment sector in most countries needs aging population, and therefore, they cannot afford to lose them due to poor nutrition, thus calling for actions from stakeholders. Also, with increasing of diversity in the workplace, the aging populations are needed. Finally, the urge of company's and employers to retain their employees, therefore need to promote the well-being of the aging population. With the large data, this will attract several stakeholders who will contribute towards the success of the program. The nutritional and physical activities program will comprise the following stakeholders' employees, employers, company insurance funds, trade unions, ministries of labor and health, private sectors representing the food sectors and industries, food retailers and producers (Huxham, 2003).
The stakeholders are compelled to get involved in health programs among employees because they believe it is the right thing to do to support the future of employees. It is the duty and role of stakeholders to ensure the well-being of employees as they expect better performance from the workers. The stakeholders also believe that by supporting employees, it is an investment. In that, an employer will expect that the sickness absence costs might diminish and with good health, the employees will acknowledge the efforts by their employees in supporting them thus employees will get morale and motivated, therefore, better performance in return. Also, by supporting health program, the stakeholders perceive potential benefits that they cannot afford to miss out as their competitors are also supporting their employees (Armistead, & Pettigrew, 2004). Each stakeholder will make decisions on how to support the health and well-being program due to the urgency of the program among employees for a better working future.
The stakeholders need to recognize that they are in a long-term program to benefit the employees. They have one interest in diet and exercise, and workplace health among the employees and therefore should make several decisions together on how to achieve the goal. The stakeholders have to develop a public health strategy and create tools, capacity, and resources to deliver the program. As the stakeholders work together, they need technical resources; the technical resources include marketing, research, resource design as well as project management. All the resources can be shared among partners based on what best suits them because each stakeholder will decide on what they will contribute in line with their capacity. Skills, knowledge, and understanding are essential while working with different stakeholders to bring different assets. For example in the nutritional program among employees, the officials from the public health professionals and ministry of health may have a better understanding of the nutritional goals. On the other hand, the trade union representatives in companies will better understand what is needed to make the program success in the companies (Armistead, & Pettigrew, 2004). The sharing and pooling of skills and knowledge will bring success in the program.
Also, the economic resources are core where the demand on health funding is central, for example, some stakeholders will allocate more resources than others based on the potential and availability of assets in sustaining the long-term program. Finally, the availability of beneficiaries. For example, in this nutritional program, there should be selected employees who will be the beneficiaries and will to cooperate with other stakeholders (Huxham, 2003). However, the stakeholders will have decisions to make at their individual level of the success of the nutritional program among employees. Each stakeholder will make the decision on the assets they want to contribute to the program. As the stakeholders make the decisions, they should make decisions that will promote sustainability of the program among the employees even after stakeholder withdrawal.
The employers will be compelled to support the health program on nutritional value for their employees as they understand that the health of the employees their affair. The companies as the primary stakeholders must make some decisions in promoting the well-being of employees. First, the employer should recognize that employees are company's asset and that the success of the organization depends on the health, well-being and the fitness of the employees in their work. As health stakeholders, the employers will be willing to take part to encourage and enable the good nutrition steps, be encouraging employees to take the appropriate exercises. Also, the employers in the context of the stakeholders will promote the safe preparation and the storage of the food for those employees who take their own of food in the office (Johansson, & Partanen, 2002). Also, as stakeholders, they should encourage the employees to take exercises during their breaks whenever possible. The employers should also provide employees with recreation facilities if he or she wants their employees to remain healthy and work for an extended period. These recreation facilities should be within working premises to be accessible whenever one is free. Also, employers should discourage the employees from using their vehicles to and from work, and promote walking to maintain fit and healthy.
The trade unions are possible stakeholders who will be involved in the health programs among the employees. Following the data presented, the trade unions will be forced to make some decisions as well. First, they will become the powerful advocates for the employees' health and nutritional activities. Therefore, the trade unions will raise awareness as well as provide training to the trade union representatives of the companies (Johansson, & Partanen, 2002). They will raise awareness on the importance of proper diet or nutrition and physical activities among aging employees. Also, they will make resources available to support the employers who are active in addressing the exercise and nutrition issues in their workplace. Therefore, the trade unions will make a decision on collaborating with employers who are interested in promoting proper nutrition and physical activities to their employees. Through their support, it will go a long way in improving employees' well-being and long life as they carry out duties.
Also, the major stakeholders are the employees who are the beneficiary of the program. Therefore, they are expected to make a decision so that they can fully benefit from the program. First, they should decide to participate in the workplace health and the well-being programs actively. The employees should create time for the programs and cooperate with agencies bringing the programs to them. Also, as they receive the program, they should purpose to communicate health messages they receive to other people at home and in the community. In that, they should share knowledge and skills outside the workplace to benefit other who are willing to improve (Huxham, 2003). By so doing, they will also reach other employees who lack the program in their companies. Therefore, this will go long in promoting health and wellbeing to the many employees at risk.
Finally, the agriculture industries or the food producers are expected to make decisions on improving the nutritional value among employees. First, they should recognize the importance of nutritional values of foods in different types of food. Therefore, they should decide on measures to put in place to produce products and food ingredients that meet the nutritional values. Before food is distributed to the companies, they must ensure they meet the expected nutritional values. They should encourage the employees to adopt the principles of good nutrition and healthy eating to protect against lifestyle diseases especially the aging population (Huxham, 2003). Also, they should make a decision of pressuring people to make a decision regarding moving to healthy eating and incorporate physical activities as part of healthy living. Through that, they will achieve their goal and ensure sustainability of the program even after they withdraw their support.
In a nutshell, large data attract pools of stakeholders to come together and support a program, unlike small data. Also, the health program should have a significant impact on large population thus attracting more stakeholders as well. In stakeholders' participation, they are expected to make a decision of what level and point they are expected to support the program. Through pooled resources and efforts, it yields to success in any given project.
Armistead, C & Pettigrew, P. (2004). Effective partnership: building a sub-regional networks of reflective practitioners. International Journal of Public Sector Management, 571-585.
Huxham, C. (2003). Theorizing Collaboration Practice. Public Management Review, 401-423.
Johansson, M & Partanen, T. (2002). The role of Trade Unions in workplace health promotion, International Journal of Public Health Policy, 179-193.