Kevin Daniels is Professor of Organisational Behaviour in the Employment Systems and Institutions Group of Norwich Business School, UEA. His expertise is in workplace health, employee well-being and safety at work. Issues he is addressing include: health promotion in the workplace, mindfulness, resilience, Employee Assistance Programmes, health insurance, happiness at work, worker relationships, socially responsible employers, absenteeism and productivity, and health and safety in the workplace. Most recently he has been exploring personal protection equipment and social distancing in the workplace – and the wellbeing of care home staff - during the COVID-19 pandemic.
In his early career Kevin trained as a psychologist and went on to work on several projects (on managing work-related stress and decision-making vacuums) commissioned by the UK’s Health and Safety Executive. He has also explored decision-making practices in high hazard industries (such as nuclear power and oil and gas) and managing the health and safety of distributed, confined and isolated workforces (including work with the Antarctic Survey and the space travel sector). Kevin is a Fellow of the British Psychological Society and of the Academy of Social Sciences. He is Series Co-editor of the Occupational Health Sciences handbook series and was Editor of the European Journal of Work and Organizational Psychology.
Areas of Expertise (5)
Social Distancing in the Workplace
Safety at Work
Cranfield University: Ph.D., Applied Psychology 1991
University of Liverpool: B.A., Psychology 1988
- Member, editorial board, International Journal of Worplace Health Management, 2020-present
- Associate Editor, European Journal of Work and Organizational Psychology, 2019-present
- Series Co-editor, Occupational Health Sciences handbook series, Springer, 2016-present
- Associate Editor, British Journal of Management, 2014-present
- Member, editorial board, Human Relations, 2007, 2012-present
Media Appearances (5)
How occupational health professionals can add value to workplace wellbeing
Personnel Today online
This is at the heart of SOM’s report published in December, The Value of Occupational Health to Workplace Wellbeing. Written by a team from the University of East Anglia led by Professor Kevin Daniels, a professor in organisational behaviour, and Dr Jenny Napier, an OH physician, it has set out to, as it states, “examine how occupational health practitioners and providers can add value to workplace wellbeing initiatives by focusing on the knowledge, skills and competences required to introduce workplace health and wellbeing programmes”.
Wellbeing in workplace studied by RAND Europe
Cambridge Independent online
Principal investigator Kevin Daniels, professor of organizational behaviour at UEA’s Norwich Business School, said: “This project will build on the existing collaboration between RAND Europe and UEA on research on employee health and wellbeing, and benefit from our ongoing work with the What Works for Wellbeing Centre through the ESRC funded Work and Learning programme.
Professor Kevin Daniels: What can employers do to address social wellbeing?
Employee Benefits online
Positive social relationships confer psychological benefits in a number of ways, such as promoting a sense of identity and belonging, as well as providing support that can help employees and organisations develop greater resilience.
Future50: How to recruit the right talent and retain them
Eastern Daily Press online
Prof Kevin Daniels, professor of organisational behaviour at UEA, said: “Happier people are more creative, more innovative so that is adding to a sense of continuous improvement in the workplace. “But also when people are happy with themselves they tend to be more cooperative.”
Dreading that team-building exercise?
Professor Kevin Daniels, who led the research team, says "Good social relations between workers and between workers and management are amongst the most important factors for well-being at work, resilience and engagement. The research shows that, with the right intent, it can be quite straightforward to improve social relations at work".
Event Appearances (5)
Mindfulness in policing: A randomized controlled trial of two online mindfulness resources
British Psychological Society Division of Occupational Psychology - 2020 Stratford-upon-Avon, U.K.
An evidence based approach to improving employee wellbeing
Reducing Employee Absenteeism - 2019 London, U.K.
Workplace wellbeing: What is the evidence?
Society of Occupational Medicine/Faculty of Occupational Medicine Scientific Conference - 2019 Bristol, U.K.
Implementing workplace wellbeing initiatives
RoSPA - 2019 Edinburgh, Scotland
Occupational psychology guidelines for health and wellbeing programmes
British Psychological Society Division of Occupational Psychology - 2019 Chester, U.K.
Use of work–nonwork supports and employee well-being: the mediating roles of job demands, job control, supportive management and work–nonwork conflictThe International Journal of Human Resource Management
2020 This paper examines the impact of the use of work–nonwork supports on well-being. It first develops hypotheses regarding how a reduction in job demands, and an increase in both job control and supportive management may explain this relationship. We then test these hypotheses using data from Britain’s Workplace Employee Relations Survey of 2011.
The temporal perspective on well-being at work: Lessons learned and future trendsHandbook on the Temporal Dynamics of Organizational Behavior
2020 Although employee well-being has been on the research agenda since the Human Relations movement, explaining and managing employee strain and wellness are still topics of concern for scientists and practitioners alike (Richardson, 2017).
An experience sampling study of organizational stress processes and future playing time in professional sportJournal of Sports Sciences
2020 This study examined the relationships between daily cognitive appraisals of organizational events, affective responses, and coping. In addition, a 5-year longitudinal relationship between coping and performance outcomes at the senior professional level was assessed.