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Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.

Searching for a job is an important process that influences short- and long-term career outcomes as well as well-being and psychological health. As such, job search research has grown tremendously over the last two decades. In this chapter, the authors provide an overview of prior research, discuss important trends in current research, and suggest areas for future research. The authors conceptualize the job search as an unfolding process (i.e., a process through which job seekers navigate through stages to achieve their goal of finding and accepting a job) in which job seekers engage in self-regulation behaviors. The authors contrast research that has taken a between-person, static approach with research that has taken a within-person, dynamic approach and highlight the importance of combining between- and within-person designs in order to have a more holistic understanding of the job search process. Finally, authors provide some recommendations for future research. Much remains to be learned about what influences job search self-regulation, and how job self-regulation influences job search and employment outcomes depending on individual, contextual, and environmental factors.

The purpose of this paper is to examine the role of well-being in mediating the relationship between workplace spirituality and job satisfaction. It also studies the role of spiritual leadership in moderating the effect of workplace spirituality on well-being.

The study proposes a hypothesized model tested among 515 teachers from Indian higher educational institutions, selected through random sampling. Mediation and moderation analysis are used to test the hypothesized relationships.

Drawn on positive organizational studies, the results indicate that inner well-being, comprising of psychological, emotional, social, spiritual and intellectual dimensions, does not mediate the relationship between spiritual dimension of workplace spirituality and job satisfaction. Same effect is observed for mediation role of physical well-being. However, inner well-being and physical well-being both mediate the relationship between mindfulness and job satisfaction among teachers. Also, teachers experience higher levels of well-being in the presence of spiritual leadership at their workplaces.

The paper contributes to leadership and workplace spirituality literature by testing an integrated framework of mediating role of inner well-being and physical well-being.

The study helps practitioners to integrate their practices and programs with workplace spirituality for improving well-being and attaining positive outcomes, which can further contribute to performance and productivity in institutions.

The proposed framework highlights the impact of workplace spirituality dimensions and mindfulness on inner well-being and physical well-being of teachers which lead to positive outcomes such as job satisfaction. It also enriches the spiritual leadership literature.