Julie Hodges is Professor of Organizational Change at Durham University Business School, UK and is a leading change in organizations with a specific focus on the people elements of change. She worked as a business consultant for over 20 years in several organizations including PwC, Vertex and the UK British Council. She is the author of Managing and Leading People through Organizational Change, People-Centric Organizational Change and Consulting, Organization Development and Change, all published by Kogan Page.

• Chapter - 01: Theoretical perspectives of workplace change and wellbeing;Chapter - 02: The value of employee wellbeing;Chapter - 03: The impact of workplace changes on wellbeing;Chapter - 04: The benefits of getting workplace change right;Chapter - 05: Wellbeing practices;Chapter - 06: Monitoring wellbeing practices;Chapter - 07: The role and support of managers and leaders on wellbeing ;Chapter - 08: Creating an enabling environment for workplace change;Chapter - 09: Measuring wellbeing practices ;Chapter - 10: Embedding wellbeing strategy ;Chapter - 11: Balancing risks and benefits AI on wellbeing;Chapter - 12: Taking responsibility for wellbeing as an organization;

Julie Hodges is Professor of Organizational Change at Durham University Business School, UK and is a leading change in organizations with a specific focus on the people elements of change. She worked as a business consultant for over 20 years in several organizations including PwC, Vertex and the UK British Council. She is the author of Managing and Leading People through Organizational Change, People-Centric Organizational Change and Consulting, Organization Development and Change, all published by Kogan Page.

• Chapter - 01: Theoretical perspectives of workplace change and wellbeing;Chapter - 02: The value of employee wellbeing;Chapter - 03: The impact of workplace changes on wellbeing;Chapter - 04: The benefits of getting workplace change right;Chapter - 05: Wellbeing practices;Chapter - 06: Monitoring wellbeing practices;Chapter - 07: The role and support of managers and leaders on wellbeing ;Chapter - 08: Creating an enabling environment for workplace change;Chapter - 09: Measuring wellbeing practices ;Chapter - 10: Embedding wellbeing strategy ;Chapter - 11: Balancing risks and benefits AI on wellbeing;Chapter - 12: Taking responsibility for wellbeing as an organization;

Julie Hodges is Professor of Organizational Change at Durham University Business School, UK and is a leading change in organizations with a specific focus on the people elements of change. She worked as a business consultant for over 20 years in several organizations including PwC, Vertex and the UK British Council. She is the author of Managing and Leading People through Organizational Change, People-Centric Organizational Change and Consulting, Organization Development and Change, all published by Kogan Page.

• Chapter - 01: Theoretical perspectives of workplace change and wellbeing;Chapter - 02: The value of employee wellbeing;Chapter - 03: The impact of workplace changes on wellbeing;Chapter - 04: The benefits of getting workplace change right;Chapter - 05: Wellbeing practices;Chapter - 06: Monitoring wellbeing practices;Chapter - 07: The role and support of managers and leaders on wellbeing ;Chapter - 08: Creating an enabling environment for workplace change;Chapter - 09: Measuring wellbeing practices ;Chapter - 10: Embedding wellbeing strategy ;Chapter - 11: Balancing risks and benefits AI on wellbeing;Chapter - 12: Taking responsibility for wellbeing as an organization;