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Employee well-being from the perspective of human resources professionals

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Języki publikacji
EN
Abstrakty
EN
Purpose: The purpose of the study is to explore how Human Resources (HR) professionals understand the employee well-being (EWB) and how important it seems for employers in Poland as well as what programs that support EWB have been applied in organizations in Poland. Design/methodology/approach: Based on the selective literature review, available reports and own quality research – the semi-structured interviews conducted among HR professionals from organizations in Poland, the author explores how employers can comprehensively support building employee well-being. Findings: This research has shown that most of the HR professionals are aware of the important 14 role of the EWB in determining an organization’s long-term effectiveness and building a competitive advantage. However, the employers’ approach to EWB is more reactive than proactive as only two of the interviewed HR professionals could explained how the EWB was rooted in the business strategy and executed within all of the four areas of integrated EWB. Research limitations/implications: The research has some limitations as the sample of the HR experts was not very large – it consisted of ten HR professionals. Moreover, most of the professionals have represented large corporations. Therefore, it would be recommended to provide future research in various organizations as well as enlarge the sample. Practical implications: The research has shown what actions has been undertaken by the employers to build employee well-being. There were mapped the main tools that support the four areas of integrated EWB used by the employers. Social implications: EWB plays crucial role in sustaining Human Capital and it is an important aspect of corporate social responsibility. The paper might raise the awareness among the employers in Poland about the importance of Sustainable Human Resource Management. Originality/value: The paper shows the integrated approach toward the EWB and explores how the EWB practices may be developed within the organization. The paper may be useful for entrepreneurs, managers and HR professionals.
Rocznik
Tom
Strony
27--37
Opis fizyczny
Bibliogr. 20 poz.
Twórcy
Bibliografia
  • 1. American Psychological Association Dictionary of Psychology (APA). Retrieved from www.https://dictionary.apa.org./well-being, 30.04.2022.
  • 2. Bakker, A. (2011). Towards a multilevel approach of employee well-being. European Journal of Work and Organizational Psychology, 24(6), pp. 839-843.
  • 3. Bartosiak, A. (2021). Burnout can destroy life. Retrieved from https://zdrowie.radiozet.pl/Psychologia/Stres-i-relaks/Wypalenie-zawodowe-moze-zniszczyc-zycie-cierpi-na-nie 8 ponad-polowa-Polakow, 10.03.2022.
  • 4. Czerw, A. (2021). Psychologiczny model dobrostanu w pracy. Warszawa: PWN.
  • 5. Hati, L., Pradhan, R. (2021). Antecedents and Consequences of Employee Well-being: A theoretical framework. In: R. Pradham, U. Kumar (Ed.), Emotion, Well-being, and Resilience (pp. 379-394), Apple Academic Press.
  • 6. Iacurci, G. (2022). The Great resignation continues, as 44% of workers look for a new job, CNBC. Retrieved from https://www.cnbc.com/2022/03/22/great-resignation-continues-as 15 44percent-of-workers-seek-a-new-job.html, 30.04.2022.
  • 7. International Labor Organization (ILO). Retrieved from www.ilo.org/global/topics/safety 17 and-health-at-work/areasofwork, 10.02.2022.
  • 8. Juniper, B., Bellamy, P., White, N. (2011). Testing the performance of a new approach to measuring employee well-being. Leadership and organization Development Journal, 25(4), pp. 344-357.
  • 9. Kowalski, T.H.P., Loretto, W. (2017). Well-being and HRM in the changing workplace. The International Journal of Human Resource Management, 28(16), pp. 2229-2255.
  • 10. Milburn, T. (2022). Build a sustainable culture for employees to thrive in. Workspan Daily, WorldatWork, April 28.
  • 11. Page, K.M., Vella-Brodrick, D.A. (2009). The ‘What’, ‘Why’ and ‘How’ of Employee Well-Being: A New Model. Soc. Indic. Res., 90, pp. 441-458.
  • 12. Palmberg, K. (2009). Exploring process management: are there any widespread models and definitions? The TQM Journal, Vol. 21, No. 2, doi:10.1108/17542730910938182.
  • 13. Ryan, R.M., Deci, E.L. (2001). On happiness and human potentials: A review of research on hedonic and eudemonic well-being. Annual Review of Psychology, 52, pp. 141-166.
  • 14. Sirgy, M. (2012). The psychology of quality of live. New York: Springer.
  • 15. Willis Towers Watson WTW Report (2020). 2020 Covid Benefit Survey. Retrieved from https://www.wtwco.com/en-US/Insights/2020/05/2020-covid-19-benefits-survey, 10.02.2022.
  • 16. Wilson, L. (2013). Wanna sabotage your lean implementation effort? Try this. Retrieved from http://www.industryweek.com/lean-sabotage, 05.03.2022.
  • 17. WorldatWork Report (2012). Report from the Research. Total Rewards and Employee Well 2 Being. The Total Rewards Association. Retrieved from https://worldatwork.org/10.02.2022.
  • 18. Wright, P., Li, W., Ding, S., Pickering, M. (2010). Integrating a personal and social responsibility program into a Wellness course for urban high school students: Assessing implementation and educational outcomes. Sport Education and Society, 15, pp. 277-298, doi:10.1080/13573322.2010.493309.
  • 19. Wright, T.A., Cropanzano, R. (2004). The Role of Psychological Wellbeing in Job Performance: A Fresh Look at an Age-Old Quest. Organizational Dynamics, 33, pp. 338-351. Retrieved from http://dx.doi.org/10.1016/j.orgdyn.2004.09.002, 30.04.2022.
  • 20. Zeng, X, Zhu, W., Zhao, H., Chi, Z. (2015). Employee well-being in organizations: Theoretical model, scale development and cross-cultural validation. Journal of Organizational Behavior, 36(5), pp. 621-644.
Uwagi
PL
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-c7c1e489-4984-40ee-9a4c-e063409f9051
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