Organizational Well-Being: A New Theoretical Model and Recommendations for Future Research

Organizational Well-Being: A New Theoretical Model and Recommendations for Future Research

Kalpana Sahoo
DOI: 10.4018/978-1-6684-2405-6.ch003
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The aim of this paper is two aspects: to provide an overview of organizational wellbeing (OW) research; to present a new model of OW focusing on successful outcomes and its operationalization of the construct and the recommendations for future. A summary literature review of the OW literature, focusing on organizational well-being and its possible consequences. The literature is used to develop and propose a new model of OW and its success indicators. Testable relationships are proposed between these indicators. The research model has not been tested empirically. It is an external representation, is a new and untested concept in the OW literature. The paper provides a model that leaders, managers and newcomers may find useful to successfully establish the OW process. The model proposed is novel and raises the important issue of appropriate OW success indicators. New propositions are made regarding relationships between antecedents and output variables.
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Organizational Wellbeing

With the growth of companies, in terms of employee numbers, and in terms of service quality and complexity, they provide the human factor which has become a prime competitive advantage on the market. Organizational wellbeing is a holistic concept. It can be operationalized from multiple variables. It requires the congruence between the needs and values of employees and the organization and enabling conditions include providing a safe and supportive environment for shared meaning-making effective boundary management, and engaging, invigorating and inspiring employees.

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