Journal articles on the topic 'Employee well-being'
To see the other types of publications on this topic, follow the link: Employee well-being.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Employee well-being.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Wieneke, Kaisa C., Jason S. Egginton, Sarah M. Jenkins, Gretl C. Kruse, Francisco Lopez-Jimenez, Michelle M. Mungo, Beth A. Riley, and Paul J. Limburg. "Well-Being Champion Impact on Employee Engagement, Staff Satisfaction, and Employee Well-Being." Mayo Clinic Proceedings: Innovations, Quality & Outcomes 3, no. 2 (June 2019): 106–15. http://dx.doi.org/10.1016/j.mayocpiqo.2019.04.001.
Full text
2
Molodchik, N., and P. Sosnina. "THE WELL-BEING PROGRAM: RUSSIAN PRACTICES." Management of the Personnel and Intellectual Resources in Russia 12, no. 1 (April 3, 2023): 57–62. http://dx.doi.org/10.12737/2305-7807-2023-12-1-57-62.
Full textAbstract:
In the article, the employee welfare program — Wellbeing — is considered as a modern direction in the field of human resource management, on which productivity and employee loyalty largely depend. The historical aspects of the evolutionary development of this approach are revealed, the elements of the program that are necessary for systematic use are analyzed. The advantages, disadvantages and risks of implementing the Wellbeing system are revealed. A study was conducted and a list of recommendations for the implementation of the wellbeing program was compiled. Analytical business metrics are presented that allow assessing the level of employee wellbeing and managing the effectiveness of the program. Based on the results of a desk study in the context of each of the five elements of the program, examples of Wellbeing practices used in companies operating in Russia are given.
3
Shuck, Brad, and Thomas G. Reio. "Employee Engagement and Well-Being." Journal of Leadership & Organizational Studies 21, no. 1 (July 16, 2013): 43–58. http://dx.doi.org/10.1177/1548051813494240.
Full text
4
Arnautov, Oleg V., Stepan V. Arutyunov, Alexander L. Gaponenko, and Margarita N. Gaponenko. "Employee well-being corporate program." Public Administration 25, no. 3 (2023): 67–76. http://dx.doi.org/10.22394/2070-8378-2023-25-3-67-76.
Full text
5
Desiana, Putri, Mone Andrias, and Gyandra Ahyinaa. "The mediating effect of employee engagement and well-being on turnover intention in Indonesia." Problems and Perspectives in Management 22, no. 2 (May 31, 2024): 477–87. http://dx.doi.org/10.21511/ppm.22(2).2024.37.
Full textAbstract:
Employee turnover is challenging for firms, and it is usually fueled by employee stress due to their heavy workload. To minimize turnover, firms can implement various initiatives, such as employee well-being and employee engagement programs. Previous studies have examined the influence of work stress, employee engagement, or employee well-being separately on turnover intention. By exploring these factors simultaneously, this study aims to explain the roles of employee well-being and engagement as mediators in alleviating the impact of work stress on turnover. Data were collected from 425 employees working in various economic sectors (e.g., finance, education, research and development, retail, and business) in Indonesia and analyzed using the structural equation modeling (SEM) with the Lisrel 8.8 software. The results confirmed that work stress and employee engagement are factors that can directly influence turnover intention. Nevertheless, employee well-being does not have a direct impact on reducing turnover. The role of employee engagement in mediating the impact of work stress and employee well-being on turnover intention has been proven to be significant. This indicates that the company can withstand the stress that leads to employee turnover by creating jobs that make employees enthusiastically enjoy their work. Furthermore, company initiatives to create employee well-being will only be effective if those initiatives encourage employee engagement. Based on these findings, companies can develop strategies to reduce employee turnover. This can be achieved by prioritizing work stress management and improving employee well-being and engagement.
6
Ungureanu, Paula, Fabiola Bertolotti, and Massimo Pilati. "Organizational Context, Employer-Employee Shared Intentionality, and Well-Being Perceptions." Academy of Management Proceedings 2018, no. 1 (August 2018): 15731. http://dx.doi.org/10.5465/ambpp.2018.15731abstract.
Full text
7
Kuriakose, Vijay, Sreejesh S., Heerah Jose, Anusree M.R., and Shelly Jose. "Process conflict and employee well-being." International Journal of Conflict Management 30, no. 4 (August 12, 2019): 462–89. http://dx.doi.org/10.1108/ijcma-12-2018-0142.
Full textAbstract:
PurposeThe primary objective of this paper is to extend the Activity Reduces Conflict Associated Strain (ARCAS) model. To test the ARCAS model, the study aims to examine the effect of process conflict on employee well-being and the role of negative affect as an intrapersonal mechanism linking process conflict and employee well-being. Further, to extend the emerging ARCAS model, the study examines whether the assumed indirect effect of process conflict on employee well-being through negative affect is conditional upon levels of conflict management styles.Design/methodology/approachIn total, 554 software engineers working in information technology firms responded to the administered questionnaire and hypothesised relationships were tested using Process Macros.FindingsThe findings indicate that process conflict is negatively related to employee well-being and the negative affect state mediates the relationship between process conflict and employee well-being. As hypothesised, it was found that the indirect effect of process conflict on employee well-being through the negative affect state is conditional upon levels of conflict management styles of the employees.Research limitations/implicationsThe study contributes to the conflict literature by establishing the detrimental effect of process conflict on employee well-being. The study also established the explanatory mechanism linking process conflict and employee well-being. Further, the study extended the emerging ARCAS model by establishing the moderating role of conflict management styles as well as the conditional indirect effect.Practical implicationsThe study highlighted the within-individual effect of process conflict in deteriorating employee well-being. The study provides valuable insights to the managers and practitioners about how individuals’ conflict management styles influence well-being.Originality/valueThe study specifically examined the effect of process conflict, which was omitted from conflict literature considering it the same as task conflict, on employee well-being. The study established the within-individual mechanism through which process conflict diminishes employee well-being. Also, the study extended the ARCAS model by examining the effect of conflict management styles with the aid of Affective Events Theory.
8
Kelloway, E. Kevin, Heidi Weigand, Margaret C. McKee, and Hari Das. "Positive Leadership and Employee Well-Being." Journal of Leadership & Organizational Studies 20, no. 1 (November 21, 2012): 107–17. http://dx.doi.org/10.1177/1548051812465892.
Full text
9
Wu, Weiwei, Muhammad Rafiq, and Tachia Chin. "Employee well-being and turnover intention." Career Development International 22, no. 7 (November 13, 2017): 797–815. http://dx.doi.org/10.1108/cdi-04-2017-0072.
Full textAbstract:
Purpose Facing a new round of global industrial restructuring, it is vital for less-developed yet populous regions to build a happy, engaged workforce to achieve competitiveness. The purpose of this paper is to integrate an indigenous cultural perspective, i.e. Muslim religious belief, with the job embeddedness theory to delve into employee well-being-turnover issues in a large developing country ingrained with Muslim culture. Design/methodology/approach The authors conducted a questionnaire survey on employees from the media sector in the Muslim country, Pakistan. The data were analysed using moderated hierarchical regression models (investigating three-way interactions), while the significance tests of simple slopes and simple slope differences were also used to support the analysis. Findings The results suggest that all predictors analysed (Muslim religious belief, organisational embeddedness, life satisfaction, and work engagement) were negatively and significantly related to turnover intention. Furthermore, the employee well-being-turnover intention mechanisms are jointly moderated by Muslim religious belief and organisational embeddedness. Practical implications The research considers turnover intention as an outcome of a three-way interaction among employee well-being, Muslim religious belief, and organisation embeddedness, thus proposing insightful implications for other developing country enterprises, particularly those ingrained with Muslim culture. Originality/value The authors propose a novel model which demonstrates the effects of employee work- and life-related well-being on turnover intention from a unique angle by incorporating Muslim religious belief with organisational embeddedness, contributing to the existing body of knowledge. The applicability of western concepts to immature markets is also examined.
10
Ilies, Remus, Helen Pluut, and Sherry S. Y. Aw. "Studying employee well-being: moving forward." European Journal of Work and Organizational Psychology 24, no. 6 (August 26, 2015): 848–52. http://dx.doi.org/10.1080/1359432x.2015.1080241.
Full text
11
Nahum-Shani, Inbal, Peter A. Bamberger, and Samuel B. Bacharach. "Social Support and Employee Well-Being." Journal of Health and Social Behavior 52, no. 1 (February 28, 2011): 123–39. http://dx.doi.org/10.1177/0022146510395024.
Full text
12
Nauman, Shazia, Usman Raja, Inam Ul Haq, and Waqas Bilal. "Job demand and employee well-being." Personnel Review 48, no. 5 (August 2, 2019): 1150–68. http://dx.doi.org/10.1108/pr-04-2018-0127.
Full textAbstract:
Purpose The extant research on emotional labor (EL) has focused on positive and negative outcomes observed in the workplace; however, many fundamental questions remain unanswered. The research has yet to consider what factors buffer the negative outcomes of EL. The purpose of this paper is to investigate the relationship between workload job demand and employee well-being with mediating effects of surface acting (SA) and moderating effects of emotional intelligence (EI) in service organizations. Design/methodology/approach The authors used two wave data from a sample of 207 emergency medical technicians to test the hypotheses. Findings By integrating SA, EI and employee well-being with the conservation of resource theory, the authors found evidence of an indirect effect of workload job demand on emotional exhaustion and job satisfaction via SA. The results of moderated mediation show that the negative relationship between SA and job satisfaction was low when EI was high and the positive relationship between SA and emotional exhaustion was low when EI was high. Research limitations/implications A major limitation of the present study is that all the participants were male and drawn from a single profession within the same organization. Another limitation is that the data were collected through self-reports. Practical implications This research has important theoretical and practical implications for service organizations wishing to buffer the harmful effects of SA on employees. This study presents key theoretical implications for the EL and well-being literatures. An important practical implication is that EI is a good resource for managing SA’s negative outcomes. Originality/value The current study contributes to the extant research by showing that workload job demands have negative effects on employee well-being via SA resulting in reduced job satisfaction and increased emotional exhaustion. Further, the negative outcomes of SA on employee well-being can be buffered through EI by taking EI as an emotional resource. High level of EI helps employees to mitigate the harmful effects of SA.
13
Mellor, Nadine Joelle, Leanne Ingram, Marc Van Huizen, John Arnold, and Anne-Helen Harding. "Mindfulness training and employee well-being." International Journal of Workplace Health Management 9, no. 2 (June 13, 2016): 126–45. http://dx.doi.org/10.1108/ijwhm-11-2014-0049.
Full textAbstract:
Purpose – The purpose of this paper is to assess the effects of mindfulness training (MT) on employee well-being. Mindfulness is the awareness of one’s thoughts, emotions, sensations, actions and surroundings in the present moment. Design/methodology/approach – The authors used pre-post training measures and a four-week follow-up on a sample of 23 employees from a UK-based organization. The MT group (n=12) received a weekly two-hour training over eight weeks whilst the control group (n=11) received no training. Qualitative interviews (n=36) were conducted with the MT group at three time points to further assess the subjective experiences of training participants. Findings – Compared to the control group, the MT group significantly increased their mindfulness skills including observing and acting with awareness. Scores on well-being, i.e. satisfaction with life, hope and anxiety also improved and were generally maintained at follow-up. Some improvements were seen in the control group too but there was a larger difference in change scores in the MT group on most variables. Qualitative data show additional benefits of MT such as improved concentration at work and better interpersonal relationships. More practice at home led to greater benefits suggesting a dose-response relationship between the amount of practice and substantial benefits. Research limitations/implications – Inviting participants to have a greater amount of practice between sessions may further increase the benefits of mindfulness. Future research should consider a longer follow-up period to further explore the sustainability of the training benefits. Originality/value – Employing a mixed-method approach, this study showed that MT is a viable psychological intervention for enhancing employee well-being.
14
Dahlgaard-Park, Su Mi. "Enhancing quality and employee well-being." Total Quality Management & Business Excellence 25, no. 11-12 (October 9, 2014): 1207–9. http://dx.doi.org/10.1080/14783363.2014.970050.
Full text
15
Sonnentag, Sabine, Dana Unger, and Inga J. Nägel. "Workplace conflict and employee well‐being." International Journal of Conflict Management 24, no. 2 (April 19, 2013): 166–83. http://dx.doi.org/10.1108/10444061311316780.
Full text
16
LOSÎI, Elena. "Employee well-being within work teams." Univers Pedagogic 80, no. 4 (December 2023): 17–26. http://dx.doi.org/10.52387/1811-5470.2023.4.03.
Full textAbstract:
The current relevance and importance of well-being within teams stem from its positive impact on performance, employee satisfaction, mental health, and personal development. In today’s work environment, paying attention to and investing in the well-being of team members is crucial for achieving desired results and building a healthy and thriving organizational culture. This article presents the results of an experimental study conducted on 76 employees (46 women, 30 men) within a customer support organization, aged between 28 and 41. Among them, 68.4% (52) fall in the 28-35 age group, and 31.6% (24) are over 36 years old. The aim of this research was to identify employee well-being based on age and gender, and to analyze the role of team communication in influencing well-being.
17
Kristiana, Yustisia, Rosdiana Sijabat, Niko Sudibjo, and Innocentius Bernarto. "Hotel Employee Well-Being: The Role of Job Crafting and Work Engagement." International Journal of Religion 5, no. 7 (May 7, 2024): 200–211. http://dx.doi.org/10.61707/az74f509.
Full textAbstract:
Employee well-being is very important to encourage positive performance, which in turn will encourage employee behavior. Employee well-being is a challenge facing the hotel industry today. Employee well-being is the main thing to consider for the hotel industry for business sustainability. This research aims to examine the influence of job crafting and work engagement on employee well-being. The research employed a quantitative approach through a cross-sectional survey, targeting managerial-level employees from five-star hotels in Jakarta. A purposive sampling technique was employed, selecting 247 participants who met the criteria of having a minimum of two years of work experience and being currently employed in the hotel industry. SmartPls was used for the statistical analysis, which followed the PLS-SEM method. The findings revealed that job crafting and work engagement have positive effects on employee well-being. This study suggests practical implications of enhancing organizational support for job crafting initiatives. Future research could consider the broader context of the hotel industry and examine other potential variables that can influence the effectiveness of job crafting.
18
Oja, Brent D., Minjung Kim, Pamela L. Perrewé, and Christos Anagnostopoulos. "Conceptualizing A-HERO for sport employees’ well-being." Sport, Business and Management: An International Journal 9, no. 4 (September 9, 2019): 363–80. http://dx.doi.org/10.1108/sbm-10-2018-0084.
Full textAbstract:
Purpose In an attempt to promote sport employees’ well-being, the purpose of this paper is to examine the more traditional constructs of psychological capital (i.e. hope, efficacy, resiliency and optimism) and to feature the inclusion of authenticity, an often overlooked construct, among sport employees. Design/methodology/approach This conceptual paper is designed to create an expanded sport employee psychological capital construct, labeled A-HERO, and a subsequent theoretical model to improve their well-being. Findings In detailing a conceptual model of A-HERO for well-being, the model includes and explains the relationships among sport employee antecedents (i.e. sport employee identification, pride and passion), an organizational contextual variable (person–organization fit), and an important employee and organizational outcome (i.e. employee well-being) in contemporary sport organizations. Research limitations/implications A-HERO offers a necessary first step for future theoretical research and empirical applications to improve sport employees’ well-being. Originality/value By elucidating the role of authenticity at work with traditional psychological capital constructs in the current sport industry, this paper stimulates sport business and management scholars to validate empirically the A-HERO construct and examine proposed relationships for an improved prediction of sport employees’ well-being.
19
Luu, Tuan Trong. "Discretionary HR practices and employee well-being." Personnel Review 49, no. 1 (November 12, 2019): 43–66. http://dx.doi.org/10.1108/pr-05-2018-0162.
Full textAbstract:
Purpose The more HRM systems invest in employees’ work life and career growth beyond legal requirements, the happier employees are. The purpose of this paper is to examine the role of discretionary HR practices in promoting employee well-being as well as mechanisms underlying this effect. Design/methodology/approach The participants for the study came from retail shops of a large information technology company in Ho Chi Minh City, Vietnam. The data set collected from these participants was analyzed through multilevel structural equation modeling and bootstrapping methods. Findings The results of this study provided empirical support for the relationships between discretionary HR practices and the psychological, physical and social dimensions of employee well-being. Job crafting was found to serve as a mediator for these relationships. Abusive supervision played a role in attenuating the effects of discretionary HR practices on the dimensions of employee well-being as well as job crafting. Originality/value This inquiry extends the research stream on the HRM-employee well-being relationship by examining the predictive role of discretionary HR practices.
20
Nöhammer, Elisabeth, Harald Stummer, and Claudia Schusterschitz. "Improving employee well-being through worksite health promotion? The employees’ perspective." Journal of Public Health 19, no. 2 (September 24, 2010): 121–29. http://dx.doi.org/10.1007/s10389-010-0364-4.
Full text
21
Sabil, Ariesto Patria. "Pengaruh Employee Well-being dan Job Satisfaction terhadap Employee Performance." Jurnal Ilmu Manajemen 9, no. 4 (November 26, 2021): 1341–48. http://dx.doi.org/10.26740/jim.v9n4.p1341-1348.
Full textAbstract:
In this globalization era, every corporation works hard to increase and develop to boost their employee performance. There are lot of factors corporation has to take care to increase their employee performance. This research probes employee well-being and job satisfaction as independent variables to employee performance as dependent variables. The selection method of the sample is using purposive sampling and obtained 95 samples from the population of the whole employee of the corporation using a questionnaire to collect the samples.SPSS 26 from IBM is being used for the multiple linear regression analysis techniques. A significant and positive effect is discovered from job satisfaction to employee performance, while employee well-being has a non-significant effect. The company should consider their employee job satisfaction in order to increase company's performance.
22
Wattoo, Mashal Ahmed, Shuming Zhao, and Meng Xi. "Perceived organizational support and employee well-being." Chinese Management Studies 12, no. 2 (June 4, 2018): 469–84. http://dx.doi.org/10.1108/cms-07-2017-0211.
Full textAbstract:
Purpose Considering work and family responsibility has become an important issue due to changes in the lives of people, understanding work and family responsibilities is essential for organizations in assisting employees to increase their well-being. Therefore, the purpose of this paper is to find the impact of perceived organizational support (POS) on work–family facilitation (WFF) and work–family conflict (WFC) and eventually on employee well-being. Design/methodology/approach A survey questionnaire is administered to 1,340 employees of Chinese enterprises. Structural equation modeling is used to test the model fit. Findings Results of this study indicate a significant positive relationship between POS and WFF and significant negative relation between POS and WFC. Results of this paper also indicate that WFF and WFC partially mediate the relationship between POS and employee well-being. Originality/value Over the past two decades, the extent of research on work–family literature has been increased. Most of the work–family research works have been conducted in the Western countries. Very little is known about whether these results are applicable to Eastern societies. This study is extended to focus on work–family literature by drawing a sample from different regions of China. The findings of this study may provide a good understanding of WFC and WFF for Chinese employees. This study stresses the importance of providing organizational support to increase the well-being of employees.
23
Erkutlu, Hakan, and Jamel Chafra. "Benevolent leadership and psychological well-being." Leadership & Organization Development Journal 37, no. 3 (May 3, 2016): 369–86. http://dx.doi.org/10.1108/lodj-07-2014-0129.
Full textAbstract:
Purpose – The purpose of this paper is to examine the relationship between benevolent leadership (BL) and psychological well-being (PWB) as well as to test the moderating roles of psychological safety (PS) and psychological contract breach (PCB) on that relationship. Design/methodology/approach – Data encompasses 1,009 employees from 23 five-star hotels in Turkey. The moderating roles of PS and PCB on the BL and PWB relationship were tested using the moderated hierarchical regression analysis. Findings – The moderated hierarchical regression analysis results reveal that there was a significant positive relationship between BL and employee PWB. In addition, the positive relationship between BL and well-being was stronger when PS was higher than when it was lower. On the contrary, high-PCB weakened the positive relationship between BL and PWB. Practical implications – This study showed that both PS and BL enhance well-being. Managers could promote PS by breaking down the barriers preventing effective communication and discussion. Moreover, the results of this study indicated that the state of the psychological contract is a significant predictor of employees’ well-being. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to prevent PCB, an important source of employee dissatisfaction and distrust. Originality/value – The study provides new insights into the influence that BL may have on PWB and the moderating roles of PS and contract breach in the link between BL and employee well-being. The paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in building trust and enhancing well-being.
24
Jaskeviciute, Vaida, Asta Stankeviciene, Danuta Diskiene, and Julija Savicke. "The relationship between employee well-being and organizational trust in the context of sustainable human resource management." Problems and Perspectives in Management 19, no. 2 (May 21, 2021): 118–31. http://dx.doi.org/10.21511/ppm.19(2).2021.10.
Full textAbstract:
As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.
25
Ben, Bulmash. "On Workplace Investment in Employee Well-Being." Research in Economics and Management 1, no. 2 (November 22, 2016): 166. http://dx.doi.org/10.22158/rem.v1n2p166.
Full textAbstract:
<p><em>Many modern organizations invest substantially in employee well-being, especially knowledge-intensive companies. However, decision makers fail to make informed choices based on theoretical advancements and empirical evidence provided by years of high-quality research on individual well-being. This study reviews five fundamental scientific principles regarding people’s experiences of well-being and discusses the possible implications of the findings on organizational well-being initiatives. My purpose is to encourage organizations and decision makers to make more effective evidence-based investments in employee well-being.</em><em></em></p>
26
Vanhala, Sinikka, and Kaija Tuomi. "HRM, Company Performance and Employee Well-being." management revu 17, no. 3 (2006): 241–55. http://dx.doi.org/10.5771/0935-9915-2006-3-241.
Full text
27
Huong, Le, Connie Zheng, and Yuka Fujimoto. "Inclusion, organisational justice and employee well-being." International Journal of Manpower 37, no. 6 (September 5, 2016): 945–64. http://dx.doi.org/10.1108/ijm-12-2015-0212.
Full textAbstract:
Purpose The purpose of this paper is to examine the relationship between employee perceived well-being and the four dimensions of organisational justice, namely, procedural, distributive, interpersonal and informational justice, and how dimensions of organisational justice affect employee well-being in the Australian tourism industry. Design/methodology/approach The sample is selected from employees who work in the tourism industry in Australia, and the survey was conducted online (n=121). Factor analysis is used to identify key items related to perceived organisational justice, followed by multiple regression analysis to assess the magnitude and strength of impacts of different dimensions of organisational justice on employee well-being. Findings The results support the established view that organisational justice is associated with employee well-being. Specifically, informational justice has the strongest influence on tourism employee well-being, followed by procedural justice, interpersonal justice and distributive justice. Research limitations/implications The authors acknowledge key limitations in the study such as a relatively small sample size and gender imbalance in the sample. Practical implications The authors provide strategies for managers to increase levels of organisational justice in the tourism sector such as workgroup interactions, a consultation process, team culture and social support. Originality/value This study builds on limited literature in the area of inclusion and organisational justice in tourism organisations. The study provides a new path to effective organisational management within the context of a diverse workforce, adding to the current debate on which dimensions of organisational justice contribute to improving employee well-being.
28
Kalshoven, Karianne, and Corine T. Boon. "Ethical Leadership, Employee Well-Being, and Helping." Journal of Personnel Psychology 11, no. 1 (January 2012): 60–68. http://dx.doi.org/10.1027/1866-5888/a000056.
Full textAbstract:
In this multi-source study, we examined the link between ethical leadership, human resource management (HRM), employee well-being, and helping. Based on the Conservation of Resources Theory, we proposed a mediated moderation model linking ethical leadership to helping, which includes well-being as an intermediary variable and HRM as a contextual moderator. Results from 221 leader-employee dyads revealed that the relationship between ethical leadership and helping occurs through well-being only when HRM was low, but not when HRM was high. Job-related well-being fully mediated the relationship of the interaction between ethical leadership with HRM and employee helping.
29
Stevens, Susan. "Toshiba’s proactive approach to employee well‐being." Strategic HR Review 4, no. 3 (March 2005): 10–11. http://dx.doi.org/10.1108/14754390580000601.
Full text
30
Arampatzi, Efstratia, and Martijn Burger. "Facility management services and employee well-being." Journal of Facilities Management 18, no. 2 (February 12, 2020): 109–30. http://dx.doi.org/10.1108/jfm-10-2019-0055.
Full textAbstract:
Purpose Although a large number of studies have examined the relationship between the physical work environment and employee performance, the relationship between employee well-being and facility management (FM) has received limited attention. The purpose of this paper is to explore the relationship between FM services and employee well-being in terms of job satisfaction, satisfaction with the workplace, job affect and engagement within the context of the job demands-resources (JD-R) model, distinguishing between soft FM services and hard FM services. Design/methodology/approach The analysis is based on the responses of 1,390 employees, who responded to all the relevant items used in this analysis. In addition to the linear estimations, the research uses an instrumental variable (IV) estimation, the Lewbel IV estimator (Lewbel, 2012), to establish a causal relationship between FM services and employee well-being. Findings The findings of this paper suggest that there is a positive relationship between the FM index and the four well-being proxies. In addition, the findings indicate that the effect of soft FM on employee well-being is generally weaker than the effect of hard FM, especially with regard to job affect and engagement. Originality/value The current research treats FM services as a resource instead of a cost and goes beyond the financial value of FM by providing a quantitative analysis on the added value of FM services in terms of employee well-being. Most importantly, this study incorporates FM services in the JD-R model and uses an alternative approach to linear regression and traditional IV regression to solve for endogeneity issues.
31
Mackie, J. "Employee well-being support: a workplace resource." Occupational Medicine 58, no. 6 (August 26, 2008): 445. http://dx.doi.org/10.1093/occmed/kqn100.
Full text
32
Jro Mangku Deny Saputra, I Gede Riana, Made Surya Putra, and Ida Bagus Ketut Surya. "Perceived organizational support, work engagement, and employee well-Being." World Journal of Advanced Research and Reviews 19, no. 3 (September 30, 2023): 1154–64. http://dx.doi.org/10.30574/wjarr.2023.19.3.1925.
Full textAbstract:
This study aims to analyze and explain the relationship between perceived organizational support, work engagement, and employee well-being. This research was conducted at Toya Devasya. The population in this study is 128 people. The number of samples used were all Toya Devasya employees, 128 employees, using the total sampling method. Data collection was obtained through questionnaires and interviews. The analysis technique used is descriptive statistical analysis and inferential statistical analysis. Data were analyzed using SEM (Structural Equation Modeling) with Partial Least Square (PLS) approach. The results showed that perceived organizational support had a positive and significant effect on employee well-being and work engagement, work engagement had a positive and significant effect on employee well-being. Work engagement complementary partially mediates the effect of perceived organizational support on employee well-being. Companies need to pay attention to the implementation of perceived organizational support and work engagement in a comprehensive manner so that employee well-being can be implemented better.
33
Marin-Garcia, Juan A., and Tomas Bonavia. "Empowerment and Employee Well-Being: A Mediation Analysis Study." International Journal of Environmental Research and Public Health 18, no. 11 (May 28, 2021): 5822. http://dx.doi.org/10.3390/ijerph18115822.
Full textAbstract:
This study examines the relationship between structural and psychological empowerment and its effects on employees’ psychological, physical, and social well-being. Despite the quantity of previously published works, empirical evidence about these relationships in the workplace is scarce. We developed a mediation model in which structural empowerment predicts employee well-being via psychological empowerment. We based our study on the EU-27 data from the 6th European Working Conditions Survey (EWCS). Data were collected from a questionnaire administered face-to-face to a random sample of employees and the self-employed representative of the working population in the European Union (number of valid responses in this study: 23,468). The effects of the relationships among the variables considered were evaluated using Partial Least Squares (PLS). Results indicate that structural empowerment was positively related to psychological empowerment, which was positively related to job satisfaction, work engagement, and social well-being. The expected relationships for work stress and physical well-being were not found.
34
Fridayanti, F., N. Kardinah, and Tyas Julianti Nurul Fitri. "Peran Workplace Well-being terhadap Mental Health: Studi pada Karyawan Disabilitas." Psympathic : Jurnal Ilmiah Psikologi 6, no. 2 (December 31, 2019): 191–200. http://dx.doi.org/10.15575/psy.v6i2.5754.
Full textAbstract:
Disability employees are still relatively few employed in he company. When disability employees have to work in tandem with normal employees, of course there will be a little different treatment from their normal coworkers. It will have a impact on psychological conditions especially on mental health and workplace well-being disability employee, both in internal and external factors. This study examined the effect of workplace well-being on mental health. The study was conducted at one company located in Garut, West Java. Total participants are 70 employee with disability (30 men and 40 women). The researcher used a workplace well-being Questionaire and General Health Questionare (QHG). Data were analyzed using simple regression analysis. The results showed that there was an effect of workplace well-being on mental health. It can be seen from the significance value of 0,000 less than 0.005.
35
Westwood, Claire. "Employee Well-being Support - A Workplace ResourceEmployee Well-being Support - A Workplace Resource." Nursing Standard 22, no. 40 (June 11, 2008): 30. http://dx.doi.org/10.7748/ns2008.06.22.40.30.b769.
Full text
36
Sivapragasam, P., and R. P. Raya. "HRM and Employee Engagement Link: Mediating Role of Employee Well-being." Global Business Review 19, no. 1 (September 24, 2017): 147–61. http://dx.doi.org/10.1177/0972150917713369.
Full textAbstract:
The debate concerning the link between human resource management (HRM) and employee level as well as organizational outcomes has reached an interesting crossroads. While studies continue to demonstrate a relationship between financial success and the organization’s commitment to management practices that support people’s goals and treat people as assets, yet in reality, the focus on achieving short-term financial performance has obscured the consideration of people-oriented goals. Given the centrality of HRM practices to organizational success, this study reports the results of a survey conducted among 626 knowledge professionals working in IT companies in Chennai city of the Indian state of Tamil Nadu. The study found statistically significant relationship between HRM practices and employee-level outcomes such as perceived efficacy, engagement and employee well-being, where employee well-being plays a mediating role. The implications of the findings of the theory and practice of HRM have been discussed.
37
Mazelis, Lev S., Kirill I. Lavrenyuk, and Andrey A. Krasko. "Modeling the development of employee competence by investing in well-being program activities." Market economy problems, no. 3 (2023): 53–67. http://dx.doi.org/10.33051/2500-2325-2023-3-53-67.
Full textAbstract:
The study was conducted within the framework of an urgent task aimed at modeling the development of employee competence through the implementation of the well-being program of the organization and, thereby, contributing to the achievement of key employee performance indicators. The purpose of the work is to develop an economic and mathematical tool that functionally describes the impact of the process of investing in the activities of the well-being program of the organization on the development of employee competencies. Regression models of panel data of two types are constructed in the work. In the models of the first type, the principal component method was used to get rid of multicollinearity and reduce dimensionality while preserving maximum information. Models of the second type were constructed for exogenous variables aggregated into six categories. The analysis of the models showed that the models using the main components are superior in quality to the models of the second type. The proposed tool will provide the management of the organization with additional analytical data to make a decision on the creation and development of the corporate environment of the organization, taking into account the impact of its individual elements on the development of employee competencies. In the future, this will make it possible to determine the optimal portfolio of well-being program activities to promote the achievement of the target values of key performance indicators of employees by developing their competence and reducing the level of burnout.
38
Li, Zeyi, and Jiayin Hu. "Key Factors for Sustainability - Corporate Culture and Employee Well-being." Advances in Economics, Management and Political Sciences 78, no. 1 (April 18, 2024): 263–67. http://dx.doi.org/10.54254/2754-1169/78/20241734.
Full textAbstract:
In the context of sustainable development, the impact of corporate culture on employee well-being is particularly significant. This paper examines why corporate culture is a key factor in enhancing employee well-being and driving corporate sustainability. Research shows that when corporate culture emphasizes respect, inclusiveness, justice and teamwork, it can significantly enhance the enthusiasm and creativity of employees, thus promoting the innovation and long-term development of enterprises. In a diverse work environment, building a supportive and inclusive corporate culture is essential to accommodate the needs of employees from different backgrounds. This will not only help improve the job satisfaction of employees, but also enhance the social responsibility and market competitiveness of enterprises. The paper also analyses the role of corporate culture in responding to modern workplace challenges such as remote working and work-life balance. Flexible work arrangements, employee health and welfare programs, and continuous career development opportunities were identified as key to enhancing employee well-being. These measures not only improve the quality of life of employees, but also enhance their loyalty and sense of belonging to the enterprise. A positive, inclusive and supportive corporate culture is essential to improve employee job satisfaction and loyalty and promote the long-term beneficial development of the business.
39
Matsuda, Yoriko, and Rie Ishikawa. "Organization-Based Self-Esteem and Employee Well-Being." Stress Science Research 27 (2012): 40–48. http://dx.doi.org/10.5058/stresskagakukenkyu.27.40.
Full text
40
Johari, Johanim, Faridahwati Mohd Shamsudin, Tan Fee Yean, Khulida Kirana Yahya, and Zurina Adnan. "Job characteristics, employee well-being, and job performance of public sector employees in Malaysia." International Journal of Public Sector Management 32, no. 1 (January 14, 2019): 102–19. http://dx.doi.org/10.1108/ijpsm-09-2017-0257.
Full textAbstract:
Purpose The purpose of this paper is to examine the structural relationships between the job itself (i.e. job characteristics), employee well-being and job performance in light of the new administrative reform called the Government Transformation Program in Malaysia that stresses on measurable performance outputs. Design/methodology/approach A total of 208 public sector employees from various public agencies and departments in the northern region of Peninsular Malaysia were surveyed. Some of the agencies that took part in the study include state departments, the fishery department, agriculture-related agencies and the rural development agency. Findings The authors observed that feedback positively influenced employee well-being, which served as a significant mediator in the relationship between feedback and job performance. The results indicated that 26.4 percent of the variance that explained employee well-being was accounted for by the different characteristics of a job. The authors also demonstrated that employee well-being accounted for 41.8 percent of job performance. Research limitations/implications The authors recommended that public sector managers consider the element of feedback and enhance employee well-being to improve job performance. Originality/value This study offers an insight into the effect of perceived changes in the job itself on employee well-being and subsequent job performance in light of government reforms.
41
Vasylyk, A. V., H. V. Smalichuk, and Y. O. Luzhko. "Well-Being of Employees in the Organization: The Essence, Components and Tasks of Personnel Management." Business Inform 11, no. 526 (2021): 419–24. http://dx.doi.org/10.32983/2222-4459-2021-11-419-424.
Full textAbstract:
In the current socio-economic conditions, the issue of ensuring the well-being of workers in the workplace is of relevance. The purpose of the research is to generalize the theoretical bases for determining the essence, components and objectives of ensuring the well-being of the organization staff; analysis of the current status of well-being of Ukrainian companies based on the authors’ own sociological research, as well as development of recommendations for maintaining the well-being of staff under the current conditions. It is proved that organisations can reorganize work in such a way that employees not only feel their best, but also work more efficiently, strengthening the connection between the staff well-being and the work outcomes. The role of well-being management is proved through high returns, motivation and efficiency of the staff work; unique value proposition of the employer; involvement and loyalty of staff; employer brand for potential employees; profitability of the business. It is displayed that one of the main directions of development of well-being programs in the context of the COVID-19 epidemic and the associated crisis is the support of emotional and mental health of employees. According to the results of the authors’ own sociological survey, the status and problematic places in ensuring the physical, psychological, social, career, financial well-being of employees in Ukraine are defined, the needs of employees in priority measures on the part of the employer in the sphere of well-being management are identified. According to the results of the research, the main directions of improving the practice of staff management in terms of ensuring all measurements of the employee well-being in the workplace can be summarized. These directions should become elements of well-being strategy in companies and include changing organizational and psychological aspects of the staff work, preventing stress and professional burnout, reducing threats to life at work, maintaining physical, mental and psychological health, career and financial well-being. Well-being of staff in the novel socio-economic conditions should become a new philosophy and culture of management, and HRM should be aimed at preserving and using human potential as best as possible, provided that staff are healthy and well-being.
42
Ashmawy, Iman. "Inclusive Leadership for Employee Workplace Well-Being in Public Organizations." European Conference on Management Leadership and Governance 19, no. 1 (November 13, 2023): 1–8. http://dx.doi.org/10.34190/ecmlg.19.1.1676.
Full textAbstract:
Various public organizations realize that promoting workplace well-being is crucial for the effectiveness of their employees. It is believed that when creating an environment where employees feel welcomed, are treated fairly, and their contributions are appreciated, they will be happy and work better. Therefore, diversity management has gained increased attention. However, since diversity does not necessarily mean inclusion in decision-making and the appreciation of employee differences and input, a growing body of research has advocated the adoption of positive relational leadership styles, such as inclusive leadership. Inclusive leadership embraces employee differences, manages diversity, and recognizes employee input. Hence this paper investigates how inclusive leadership correlates to employee workplace well-being in public organizations. Relying on quantitative analysis, a questionnaire was distributed to N= 234 Egyptian local government officials who demonstrated diversity in gender and educational levels. The data collected were analyzed using SPSS version 20. The study's conclusions reveal that inclusive leadership has an uneven influence on employee workplace well-being based on educational levels. The correlation was strongest among the least educated and weakest among the highly educated. Gender, on the other hand, did not show any significant difference in the correlation between inclusive leadership and workplace well-being and hence, was not considered for further analysis. Moreover, the traits of inclusive leadership have different effects on employee workplace well-being based on their educational levels. For the least educated, leadership accessibility had the greatest influence on employee workplace well-being, while for the highly educated, leadership openness had the strongest influence. In conclusion, this paper highlights the importance of inclusive leadership in promoting employee workplace well-being in public organizations, especially for marginalized groups who may feel excluded in the workplace. Additionally, public organizations should recognize that inclusive leadership practices should be tailored to meet the diverse needs of employees based on their educational levels.
43
Baskar, Karuna, Ellen Mrinalini B. Shinde, and Deepti A. Srinivasan. "Promoting Mental Well-Being Through Employee Assistance Programmes." NHRD Network Journal 14, no. 1 (January 2021): 64–82. http://dx.doi.org/10.1177/2631454120979764.
Full textAbstract:
Mental health is increasingly being recognised as a critical component of employee well-being. Employee Assistance Programmes (EAPs) provide a comprehensive range of services to corporations to enhance the mental well-being of employees, leading to greater productivity. Increased uptake of EAP services across industries in India over the past two decades clearly indicates the growing recognition of the value of such services. Is there a real need in India for mental health services or are EAPs more suited to a western context and typically introduced only in response to a global mandate? How do employees and organisations benefit from the introduction of an EAP? This article seeks to address these questions by examining mental health data and EAP utilisation trends in India. It also explores the business case for EAP, outlines the components of a comprehensive EAP and draws attention to the unique attributes that would make an EAP effective in the Indian context thereby providing a significant return on investment for the organisation.
44
Ibrahim, Hadziroh, Nabilah Asyikin Mohd Noor Shatri, and Md Lazim Mohd Zin. "Workplace Spirituality, Work-Family Conflict, Perceived Organizational Support and Employee Well-Being among Hotel Employees." Annals of Contemporary Developments in Management & HR 2, no. 2 (May 1, 2020): 1–9. http://dx.doi.org/10.33166/acdmhr.2020.02.001.
Full textAbstract:
The main purpose of this study is to investigate the factors influencing employee well-being among employees. Specifically, the study is conducted to examine the relationships between workplace spirituality, work-family conflict, perceived organizational support, and employee well-being among hotel’s employees in Perak, Malaysia. A total of 140 questionnaires were used for data analysis. Pearson correlation analysis shows that workplace spirituality and perceived organizational support have positive relationships to employee well-being, and work-family conflict has a negative relationship to employee well-being. Based on multiple regression analysis, the study found that two independent variables, which are workplace spirituality and work-family conflict, have significant relationships with employee well-being among hotel’s employees. Meanwhile, perceived organizational support have no significant relationship with employee well-being. The implications and limitations of the study are also presented.
45
Mafini, Chengedzai. "The Contribution Of Organisational Climate To Employee Well-Being." Journal of Applied Business Research (JABR) 32, no. 4 (June 30, 2016): 1157–68. http://dx.doi.org/10.19030/jabr.v32i4.9728.
Full textAbstract:
There is ample space for further human resource based research in the service industry sector in South Africa. For that reason, this study developed and tested a conceptual framework that linked employee well-being to four organisational climate factors; namely, manager-employee relationships, working conditions, remuneration and work allocation. An adapted six section structured questionnaire was administered to a conveniently recruited sample composed of 164 employees drawn from seven service industry enterprises located in Southern Gauteng, South Africa. Hypotheses were tested using regression analysis. All four organisational climate dimensions were statistically significant, implying that they predict employee well-being in the service industry. The results of this study may be used by managers in similar environments as either diagnostic tools or as a reference benchmark for strategic interventions in solving employee well-being related problems.
46
Alzghoul, Amro, Salman Abu lehyeh, Enas Ali Theeb AlNawafleh, and Ghaith Abdulraheem Ali Alsheikh. "Servant leadership and employee well-being: Mediating role of job burnout, role overload, and anxiety in the Jordanian hospitality sector." Problems and Perspectives in Management 21, no. 4 (November 16, 2023): 384–97. http://dx.doi.org/10.21511/ppm.21(4).2023.30.
Full textAbstract:
The objective of this study is to investigate the impact of servant leadership on employee well-being in the Jordanian hospitality sector. Furthermore, it attempted to explore the potential mediation effects of job burnout, role overload, and anxiety on this relationship. The data in this study were obtained from a sample of 341 individuals who were employed in five-star hotels located in Amman using a simple random sample. For analysis, the study employed the SEM-AMOS software. The results indicated a noteworthy and favorable influence of servant leadership on the well-being of employees (p = 0.001), emphasizing its crucial meaning in creating a nurturing work atmosphere that promotes enhanced well-being among employees. Additionally, the study has identified anxiety and job burnout as a mediator (p = 0.001), indicating that servant leadership has an impact on well-being by reducing levels of anxiety and job burnout. Nevertheless, the hypothesized mediating effect of role overload was not supported (p = 0.070) in the specific setting under investigation. The study’s theoretical implications contribute to the broader comprehension of the complex connections between servant leadership, employee well-being, and mediating variables. Furthermore, it provides empirical insights within the specific context of the Jordanian hospitality business.
47
Park, ChoonShin, and JaeYoon Chang. "Emotional labor actors, well-being, and objective performance." Korean Journal of Industrial and Organizational Psychology 30, no. 3 (August 31, 2017): 393–413. http://dx.doi.org/10.24230/kjiop.v30i3.393-413.
Full textAbstract:
To manage the emotional labor demands, employees may primarily rely on one strategy or the other while they may use surface and deep acting in conjunction. However, most research on emotional labor have investigated how two emotional labor strategies function to predict employee well-being separately. This variable-centered perspective is difficult to capture subpopulations of employees who may differ in their combined use of surface and deep acting. Using latent profile analysis, the current study examined potential emotional labor profiles from a person-centered perspective. We identified 5 emotional labor profiles: trying yet faking, some faking, high deep actors, high regulators, and moderates. Also this profiles differently predicted employee well-being (emotional exhaustion and job satisfaction) and objective performance (new sales and member increase). The present study captured the particular conditions in which emotional labor may lead to positive or negative outcomes for employees and organizations.
48
Tentama, Fatwa, and Cita Yuliantin. "Peran Subjective Well-Being dan Trust in The Employer terhadap Organizational Citizenship Behavior (OCB) Karyawan." Journal An-Nafs: Kajian Penelitian Psikologi 6, no. 2 (December 4, 2021): 152–64. http://dx.doi.org/10.33367/psi.v6i2.1402.
Full textAbstract:
Organizational citizenship behaviour is one of the behaviours that can affect the company's success, so it is necessary to study the factors that can influence it. This study examines the effect of subjective well-being and trust in the employer on employee organizational citizenship behaviour. The population in this study were 110 permanent employees at an automotive company in Yogyakarta. The research sample was 70 employees with the characteristics of working in an automotive company, a minimum of one year of service, a permanent employee who did not work in the workshop. The sample selection was male and female with a nonprobability purposive sampling technique. The research instrument used was organizational citizenship behaviour, subjective well-being, and trust in the employer scales. Hypothesis testing using multiple linear regression analysis with SPSS V.21 program. Simultaneous analysis results show a significant effect of subjective well-being and trust on employee organizational citizenship behaviour. The partial analysis shows a very significant positive effect of subjective well-being on organizational citizenship behaviour and trust in the employer on organizational citizenship behaviour. Subjective well-being and trust in the employer contributed 49% to organizational citizenship behaviour. The amount of contribution given by subjective well-being contribution is 20.66%, and trust in the employer is 28.31%. Thus trust in the employer provides a more dominant contribution to organizational citizenship behaviour
49
Pawar, Badrinarayan Shankar. "Workplace spirituality and employee well-being: an empirical examination." Employee Relations 38, no. 6 (October 3, 2016): 975–94. http://dx.doi.org/10.1108/er-11-2015-0215.
Full textAbstract:
Purpose The existing literature suggests that employee well-being is an important concern for organizations. The purpose of this paper is to carry out an empirical examination to assess whether employee experience of workplace spirituality has positive relationships with multiple forms of employee well-being. Design/methodology/approach This paper focussed on four forms of employee well-being, namely: emotional well-being, psychological well-being, social well-being, and spiritual well-being. It specified and empirically tested, using a survey design, four hypotheses, each proposing a positive relationship between workplace spirituality and one of the four forms of employee well-being. Findings All four hypotheses were supported indicating that workplace spirituality has a positive relationship with emotional, psychological, social, and spiritual well-being. Research limitations/implications This paper may encourage future research to assess whether various forms of employee well-being result from specific dimensions of workplace spirituality. Practical implications Organizations may implement workplace spirituality for simultaneously enhancing multiple forms of employee well-being. Social implications As employee well-being is a matter of social concern, the findings of this study indicating a positive association between workplace spirituality and employee well-being have a social relevance. Originality/value To the author’s knowledge, this is the first study to examine the relationship between workplace spirituality and four forms of employee well-being, namely; emotional, psychological, social, and spiritual well-being. As employee well-being is an important concern for organizations, the contribution of the study findings is that workplace spirituality implementation can simultaneously enhance multiple forms of employee well-being.
50
Ngo, Tuyet, Thi, Huong, Xuan Vu, and Chau, Dang Nguyen. "THE INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEE WELL-BEING AND PRODUCTIVITY: INSIGHTS AND RECOMMENDATIONS FOR VIETNAMESE ORGANIZATIONS." American Journal of Management and Economics Innovations 6, no. 3 (March 1, 2024): 53–65. http://dx.doi.org/10.37547/tajmei/volume06issue03-07.
Full textAbstract:
The impact of organizational culture on employee well-being and productivity is a crucial factor in determining the success of an organization. This study aims to investigate the relationship between organizational culture, employee well-being, and productivity, with a specific focus on Vietnamese organizations. By conducting an extensive review of literature and analyzing empirical evidence, the research identifies key cultural dimensions and organizational practices that influence employee well-being and productivity within the Vietnamese context. This paper delves into how cultural values, leadership styles, communication patterns, and organizational structures shape employee satisfaction, motivation, engagement, and performance. It also sheds light on the unique cultural nuances prevalent in Vietnamese organizations, such as collectivism, hierarchy, and uncertainty avoidance, and how these factors impact employee experiences. Additionally, the research examines case studies from selected Vietnamese companies to gain insights into their organizational cultures and management strategies. Through this analysis, it identifies the challenges and opportunities that exist in enhancing employee well-being and productivity within the Vietnamese cultural landscape. Expanding on these insights, the article presents practical suggestions for cultivating a favorable organizational culture that nurtures the well-being, engagement, and efficiency of employees. These recommendations encompass the promotion of trust, transparency, and inclusivity, the implementation of initiatives to enhance employee well-being, the alignment of organizational objectives with employee values, and the fostering of supportive and empowering leadership. Furthermore, the article puts forth tailor-made workshop sessions for Vietnamese companies, providing guidance on comprehending organizational culture, fostering employee well-being, improving productivity, and honing leadership skills to create a supportive work environment. By addressing the distinct cultural dynamics and offering actionable strategies, this research enables organizational leaders to establish a positive and productive work atmosphere, thereby contributing to the overall success of Vietnamese organizations.