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The quality of employees’ working life is an important issue for organizations. Beyond the moral imperative for organizations to promote and maintain employee health and well-being, such actions also yield positive economic outcomes for the organization. Healthy employees are more likely to attend work regularly (ie, less absenteeism) as compared to unhealthy employees (Hanebuth, Meinel, and Fischer, 2006). Darr and Johns (2008) meta-analyzed 153 studies, across public and private sector organizations, and found positive correlations between work stress, psychological illness, physical illness, and absenteeism. Moreover, employees are less likely to perform at optimal levels when they attend work while ill (ie, more presenteeism, Johns, 2010). For instance, Fried et al.(2008) conducted a meta-analysis of 113 samples representing over 22,000 individuals and found role stress to be associated with lower supervisory ratings of employee performance. Therefore, the quality of employees’ working life is not only the right thing for organizations to prioritize, it is also the smart thing to do from a business perspective. The World Health Organization (1948) defines health as:“a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity”(100). We have chosen this definition for this chapter because of its simplicity and comprehensiveness. Our interest here is in the impact of organizational changes on the outcomes of physical health (eg, physiological indicators, psychosomatic complaints), mental health (eg, depression, anxiety, substance abuse), and work-related well-being (eg, work distress …