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This study aims to explore how shared values improve eudaimonic workplace well-being, the fulfillment that comes from personal development and the utilization of personal capabilities. The authors investigate the serial mediating role that perceived overall justice and emotional exhaustion play in how shared values relate to well-being.

Using data collected from three hundred nurses in Turkish healthcare institutions during the COVID-19 pandemic (Male = 113, Female = 187). The age of participants ranged from 19 to 58 and the average age was 34. The snowball sampling method was used to form the sample and self-administered surveys that could be completed online were delivered to the sampled nurses.

The authors analysis using partial least square structural equation modeling (PLS-SEM) supported the expected relationship between shared values and eudaimonic workplace well-being as well as the mediating role of perceived overall justice and emotional exhaustion. The authors also show a serial mediation where shared values are related to justice perceptions which in turn negatively relate to emotional exhaustion which subsequently relates to higher levels of eudaimonic workplace well-being.

The results of this study suggest that when the shared values between the healthcare institution and the employees are aligned, the eudaimonic well-being of employees is higher. The findings provide implications for the mental health of frontline employees in health organizations to have higher levels of eudaimonic well-being which is especially important in times of intense pressure such as the period during the COVID-19 pandemic.

The objective of this research is to examine the mediating role of employees' well-being in the workplace in the relationship between the dimensions of social capital, namely structural, relational and cognitive social capital and knowledge sharing, as well as the moderating role of enterprise social networks between knowledge sharing and employees' well-being.

A quantitative approach was performed within a sample of 168 middle managers working in knowledge-intensive firms in Tunisia. The Partial Least Squares method was used to analyze the data collected.

Results highlight the importance of the dimensions of social capital as a lever for boosting knowledge sharing. It also reveals that employees' well-being plays a mediating role in the link between structural and relational social capital and knowledge sharing. Moreover, findings show that while enterprise social networks use does not moderate the relationship between employees' well-being and knowledge sharing, it has a positive and significant effect on knowledge sharing.

On the basis of a socio-technical perspective of knowledge management, this research pioneers the examination of the mediating effect of employees' well-being in the link between dimensions of social capital and knowledge sharing and the moderating role of enterprise social networks use within knowledge-intensive firms. Findings of this study may help managers of knowledge-intensive firms in boosting knowledge sharing within organizations, in improving knowledge workers' well-being and thus in motivating and retaining these talented employees.

The purpose of this paper is to provide new evidence on the different dimensions of well-being that can occur in work integration social enterprises (WISEs). This study aims to call for a future discussion on the role of meaningful work (MW) and its impact upon well-being beyond satisfaction.

Explorative interviews were undertaken with professional workers and beneficiaries within a Spanish WISE. These interviews aimed to uncover similarities and differences across aspects of what makes work meaningful to them as workers. Both eudaimonic and hedonic dimensions of well-being were used to analyse the data.

Different groups of employees show that professional employees (those working in the WISE, not because of their disadvantages in the labour market) create their narratives based on MW experiences (eudaimonic well-being), whereas beneficiaries (those working in the WISE because of their disadvantages in the labour market) often describe how satisfied they are at work (hedonic).

The concept of MW within WISEs to achieve well-being for both beneficiaries and professional workers could be enhanced through discussion of the different types of well-being that are being realised in such settings. Engaging with the concept of “eudaimonia” helps the authors to achieve this aim.

Existing literature on algorithmic management practices – defined as autonomous data-driven decision making in people's management by adoption of self-learning algorithms and artificial intelligence – suggests complex relationships with employees' well-being in the workplace. While the use of algorithms can have positive impacts on people-related decisions, they may also adversely influence job autonomy, perceived justice and – as a result – workplace well-being. Literature review revealed a significant gap in empirical research on the nature and direction of these relationships. Therefore the purpose of this paper is to analyse how algorithmic management practices directly influence workplace well-being, as well as investigating its relationships with job autonomy and total rewards practices.

Conceptual model of relationships between algorithmic management practices, job autonomy, total rewards and workplace well-being has been formulated on the basis of literature review. Proposed model has been empirically verified through confirmatory analysis by means of structural equation modelling (SEM CFA) on a sample of 21,869 European organisations, using data collected by Eurofound and Cedefop in 2019, with the focus of investigating the direct and indirect influence of algorithmic management practices on workplace well-being.

This research confirmed a moderate, direct impact of application of algorithmic management practices on workplace well-being. More importantly the authors found out that this approach has an indirect influence, through negative impact on job autonomy and total rewards practices. The authors observed significant variation in the level of influence depending on the size of the organisation, with the decreasing impacts of algorithmic management on well-being and job autonomy for larger entities.

While the influence of algorithmic management on various workplace practices and effects is now widely discussed, the empirical evidence – especially for traditional work contexts, not only gig economy – is highly limited. The study fills this gap and suggests that algorithmic management – understood as an automated decision-making vehicle – might not always lead to better, well-being focused, people management in organisations. Academic studies and practical applications need to account for possible negative consequences of algorithmic management for the workplace well-being, by better reflecting complex nature of relationships between these variables.

The COVID-19 pandemic has rapidly accelerated a shift to remote working for previously office-based employees in South Africa, impacting employee outcomes such as well-being. The remote work trend is expected to continue even post the pandemic, necessitating for organizational understanding of the factors impacting employee well-being. Using the Job Demands–Resources model as the theoretical framework, this study aims to understand the role of job demands and resources as predictors of employee well-being in the pandemic context.

A self-administered online survey questionnaire was used to gather quantitative data about remote workers’ (n = 204) perceptions of specifically identified demands, resources and employee well-being. Descriptive statistics, Pearson’s correlation and moderated hierarchical regression were used to analyse the data.

This study found that job demands in the form of work–home conflict were associated with reduced employee well-being. Resources, namely, job autonomy, effective communication and social support were associated with increased employee well-being. Job autonomy was positively correlated to remote work frequency, and gender had a significant positive association to work–home conflict. Social support was found to moderate the relationship between work–home conflict and employee well-being. Findings suggest that organizations looking to enhance the well-being of their remote workforce should implement policies and practices that reduce the demands and increase the resources of their employees. The significant association of gender to work–home conflict suggests that greater interventions are required particularly for women. This study advances knowledge on the role of demands and resources as predictors of employee well-being of remote workforces during COVID-19 and beyond.

This paper provides insight on employee well-being during COVID-19 remote work. Further, the findings suggest that organizations looking to enhance the well-being of their remote workforce should implement policies and practices that reduce the demands and increase the resources of their employees. The significant association of gender to work–home conflict suggests that greater interventions are required particularly for women. To the best of the authors’ knowledge, this is the first study carried out to explore the employee well-being during COVID-19 pandemic and will be beneficial to stakeholders for understanding the factors impacting employee well-being.

This chapter analyzes key concepts involved in the development of a well-being organizational culture, as well as theoretical proposals to promote this type of culture at work. It reflects on how companies can – drawing from this effort – articulate the Sustainable Development Goals (SDGs) in their management, strengthen their sustainability, and contribute to sustainability in their societies and exemplify how this topic has been dealt with during the pandemic in several organizations.

Abusive supervision (AS) provides insights into the darker aspects of leadership behavior and its effects on employees. Understanding and addressing AS can contribute to creating healthier work environments and promoting employee well-being. The effect of abusive leadership (AS) on counterproductive work behaviors (CWB) in nursing staff is examined through the theoretical lens of the social exchange theory.

Data were collected from 302 nursing staff working at public and private hospitals through a self-administered questionnaire. Measurement scales were adapted from the literature and the data were tested for validity and reliability before performing hypotheses testing through structural equation modeling in SmartPLS 4.0.

AS positively affects CWB, and psychological contract breach mediates this relationship. However, employees with high Islamic work ethics (IWE) are less concerned with supervisors' dysfunctional behaviors and pay less attention to them; thus, IWE buffers the effect of AS on CWBs.

A positive and supportive organizational climate is crucial for attracting and retaining skilled healthcare professionals. When healthcare professionals are subjected to abusive behaviors, their ability to share knowledge, adopt safety protocols and provide the best patient care may be hampered. Therefore, addressing AS in hospitals is vital to promoting a positive work environment, enhancing employee well-being and improving patient care.

The aim of the paper is to theoretically and empirically explore the issue of well-being (WB) of female administrative employees who work on managerial positions at higher education institutions (HEIs).

This study is based on both literature studies and explorative empirical research conducted in Poland with the use of snowball sampling. It adopted a questionnaire authored by Parker and Hyett and covered 121 respondents.

Literature studies show that invisibility of work, low level of empowerment, increased stress, workload and expectations, reduced resources, high level of anxiety, fatigue and low level of vitality negatively impact the WB of HEIs’ administrative staff. The presented research provides insight into the internal structure of the administrative staff’s WB. Both the main construct (i.e. employees’ WB) and its subconstructs are on moderate level. Respondents’ age and tasks performed are correlated only with the subconstruct of WB in the form of intrusion of work into private life.

Although the research is not based on large sample, it provides both practical and theoretical implications.

Most of studies discuss the issue of WB of scholars. The paper fills the research gap in terms of examining female administrative employees who work on managerial positions at HEIs.

This study aims to examine the association between shared transformational leadership and workplace spirituality in teams. While articulating its theoretical propositions, this research draws on the theory of motivational effects of charismatic leadership based on the self-concept.

The paper has adopted the quantitative method and cross-sectional research design while examining the study’s variables’ multi-level relationship. The authors researched 141 project teams in India’s information technology setting.

This study shows that shared transformational leadership is associated with workplace spirituality. This research has also found significant within-team variance in team members’ workplace spirituality experiences.

The study’s results show that the information technology companies’ employees aspire to cultivate individual-specific meaning at work. Therefore, team leaders should strive to display transformational leadership behaviours to build individual-specific meaning and a sense of community among team members.

The study’s findings imply that shared transformational leadership can reduce individualistic utilitarianism and the resulting baneful impact of hedonism. Society can also benefit from shared leadership’s impact on individuals’ self-work integration as it will probably strengthen the “other-benefitting” behaviour instead of mere hedonistic orientation.

This paper has addressed the theoretical tensions regarding the role of shared transformational leadership in inducing employees’ inner life, meaning at work and sense of community. This paper helps us understand shared transformational leadership’s effects on individual workplace spirituality experiences.

Based on previous research on millennial employee management in China, this study aims to extend the understanding of the underlining mechanisms and boundary conditions between job characteristics and millennial employee creative performance. Drawing on the self-determination theory and the theory of situation interaction, this study proposes hedonic and eudaimonic well-being as dual mediators, to explain the positive effect of job characteristics on millennial employees’ creative performance. Further, the study proposes that inclusive leadership and achieving styles could separately moderate these two mediation paths.

The data comprises information on 288 millennial employees in China.

The results show that both hedonic and eudaimonic well-being mediate the positive effect of job characteristics on millennial employees’ creative performance. The positive effect of job characteristics on millennial employees’ hedonic well-being is stronger when inclusive leadership is stronger; and the positive effect of millennial employees’ hedonic well-being on creative performance is stronger when direct achieving style and instrumental achieving style are stronger. There was no significant moderating effect of inclusive leadership on the relationship between job characteristics and millennial employees’ eudaimonic well-being, and no significant moderating effect of achieving style on the relationship between millennial employees’ eudaimonic well-being and creative performance. Job characteristics exerted a positive indirect effect on employees’ creative performance through employees’ hedonic well-being and that this cascading effect was moderated by inclusive leadership, direct achieving style and instrumental achieving style.

The findings have important implications for both job design practices and employee performance research. Organizations should pay more attention to improving the creative performance of millennials employees through innovative job design or other organizational level motivational drivers. At the same time, the findings in this study align with the findings in Sheldon et al. (2018) study where extrinsic values rather than toward intrinsic values will bring improved hedonic well-being to the individual in the short term. One further practical implication is that if organizations need a short-term boost of creative performance from their millennial employees, organizations can provide more extrinsic motivators. When organizations want to see more long-term creative performance results, intrinsic motivators should be established.

As part of a series of research on Chinese millennial employee management, this paper extends existing research results. First, the authors verify the main effect relationship between job characteristics and employee creative performance. Second, based on the self-determination theory, this study constructs a dual mediation model and tests the mediating effect of hedonic and eudaimonic well-being between job characteristics and employee creative performance. Third, considering the situational characteristics of the study, the authors propose the boundary conditions of the relationship between job characteristics and creative performance from two levels of individual characteristics and leadership types, namely, inclusive leadership and achieving style.