There is great demand for workplace health-promotion programmes that improve co-worker health and provide a return on investment, which is due to the continuous escalation of care costs and the prioritisation of co-worker health by businesses. Early research found that organisations that have achieved good co-worker health with low sickness absence through their conscious and well-structured work were also working according to Quality Management. Health-promotion interventions are possible in every organisation, but before starting a health-promotion programme it is necessary to analyse the organisation and especially its culture. The purpose of this paper is to measure in what way health-promoting activities influence the Quality Management culture, particularly the health-related values 'Leadership commitment' and 'Participation of everybody'. A comparison between the Quality Management culture before starting a health-promotion project and the results a year later is presented. The results show that health-promotion activities do not affect the Quality Management culture, at least not from a year perspective. On the other hand, the results show that health-promotion activities can affect co-workers' perception of their health. © 2014 © 2014 Taylor & Francis.

In this paper, the concept of trust is elaborated upon and compared with the traditional values of quality management. Trust is approached from the areas of relationship marketing and organisational learning where it is a frequent element. The purpose is to create a framework of trust based on previous research, particularly in the areas of relationship marketing and organisational learning, and to analyse whether trust should be regarded as a core value of quality management. Properties of the concept of trust in quality management, relationship marketing and organisational learning are described. Concerning trust as a quality value, it is found that dissimilarities with the current values make it an unsuitable candidate for inclusion in this group. However, examination of the underlying components of the current values of quality management is encouraged with the conviction that trust will prove to be an important element in this endeavour. A tentative framework based on the two dimensions of aspects of trust and components of the relationshipis proposed. This framework broadens the view of trust and its implications for quality management. The proposed framework should be helpful for managers in providing a more structured view of the different aspects of trust in business relationships.