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This study develops a structural model to examine the relationships among subjective perception of health, subjective perception of economic and social support, the perceived freedom in leisure, leisure satisfaction, and the well-being of elders. The subject of this study is the elderly who participated in leisure activities at Evergreen Academy in Kaohsiung City. Convenience sampling and quota sampling are adopted. 1,200 self-administered questionnaires are distributed, and 535 are valid, with a response rate of 45%. The results of this study show that subjective perception of health will positively affect perceived freedom in leisure; subjective perception of economics will positively affect perceived freedom in leisure and well-being; social support will positively affect perceived freedom in leisure, leisure satisfaction, and well-being; perceived freedom in leisure will positively affect leisure satisfaction and well-being; leisure satisfaction will positively affect well-being. There are significant differences in the subjective perception of economic and social support between male and female elders. There are significant differences in the subjective perception of economic, leisure satisfaction, and well-being among those with different education levels.

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.

In the present chapter, we explore how employee well-being changes over time, both linear and psychological during periods of economic instability. Moreover, we examine how employee job embeddedness (JE) buffers the effects of economic shocks on employee well-being, and how these buffering effects change employee perceptions of time. We theorize that employees with higher levels of JE psychologically experience economic shocks as occurring infrequently with the economically unstable period feeling quick, but employees with lower levels of JE psychologically experience economic shocks as occurring frequently with the economically unstable period feeling slow. Finally, we extend these relationships to account for the spread of employee well-being through social connections, both inside and outside of the work context. Because JE requires strong social connections, we theorize that the links component of embeddedness is responsible for economic shocks and employee well-being crossing over the work/nonwork boundary. We discuss the implications for our theoretical model.

This chapter offers a reflection in the form of a three-way dialogue, exploring how peer mentoring supports our aim to contribute to the delivery of two interconnected Sustainable Development Goals (SDGs): 3 (Health and well-being) and 11 (Sustainable cities and communities). These goals have been a constant in our practices (as heritage, public health and education professionals), and working together has been pivotal to achieving goals. The reflection is based on the collaborative experience of the three authors since 2016, recognizing how mentoring has shaped the different projects we have imagined and delivered together. Our reflection and experience engage with the notion of ‘authentic mentoring’, whereby we support each other and contribute to each other's gaps in knowledge and practice. This has occurred in a very informal and organic way, outside of more traditional definitions of mentoring, where a certain hierarchy of knowledge transmission is usually expected. This chapter narrates our collaborations across various projects and focuses on the most recent one, Outreach to Ownership (O2O) (2023), delivered for Historic England using Participatory Action Research (PAR) and Student as Partners (SaP) as our main philosophical and methodological frameworks. The O2O project allowed us to reflect on how we worked together and with our students. The students' role has evolved from peer mentors and mentees to authentic collaborators.

This chapter investigates the relationship between abusive supervision and employee well-being (i.e., job satisfaction, engagement) and ill-being (i.e., burnout, workaholism) and examines whether follower core self-evaluations (CSE) moderate this relationship.

The study uses cross-sectional survey data collected from 111 professional employees across a range of industry sectors.

Results show that abusive supervision is negatively related to employee well-being (i.e., engagement and job satisfaction) and positively related to employee ill-being, namely burnout. In addition, employees low in CSE are less engaged and less satisfied than employees high in CSE.

The study’s cross-sectional design limits the strength of its conclusions.

This chapter notes the ethical and legal obligations of organizations to provide a safe working environment and identifies the policies and procedures that will signal a commitment to employee well-being.

The study contributes to the leadership and well-being literatures by exploring the influence of abusive leaders on follower well-being and engagement. It also goes beyond merely identifying correlations between leadership style and follower well-being outcomes to investigate how leader and follower attributes can combine to influence these outcomes.

This chapter offers an original conceptualization of co-mentoring – situated in the wider literature – together with evidence of its impact and factors facilitating impact across applications of co-mentoring in transnational schooling contexts. Co-mentoring is an alternative to more traditional, hierarchical, and unidirectional approaches to mentoring in education. Extending the extant literature on collaborative mentoring (or “comentoring”), co-mentoring is a collaborative, compassionate, and developmental relationship – informed by specific approaches to mentoring and coaching – that is intended to support participants' professional learning, development, effectiveness, and well-being, and potentially improve their workplace cultures. Detailing three different applications of co-mentoring across the United Kingdom and United States, the chapter evidences the realization of these intended outcomes (professional learning, etc.), and highlights factors found to be instrumental in facilitating the positive impacts of co-mentoring. We end with recommendations for undertaking research and practice that build human and organizational capacity through co-mentoring. A takeaway is that intentional approaches to co-mentoring can have value for participating parties and broader impact, as well as wide applicability.

Spirituality is a foundational concept within African indigenous communities. Spirituality informs the socio-cultural, political, environmental and economic operating systems within these communities. It is perceived as a strength, but with the systemic debasement of the African indigenous spirituality, many systems informed by spirituality have been impacted in various ways, including the ethno-medical livelihood practices.

This chapter is based on a study that used an exploratory ethnographic case study approach with qualitative methods of data collection to explore the understanding of spirituality and its influence on well-being. The study context is Bomvanaland, in the Eastern Province of South Africa. The people of this area are called ‘amaBomvane’. The study is positioned within the social justice, constructivist interpretivist paradigm, combining Resilience theory (Mertens, 2009) with Ubuntu (an African indigenous framework), which is an African moral philosophical framework, as the influencing frameworks of the study. The study outcomes posit a practice of ethno-medical spirituality that is foundational to the identity and culture of the people who come from this area. This practice is embedded in Ubuntu, supporting resilience and well-being that carry the potential to positively influence their economies.

This chapter investigates the relationship between organizational climate, social support, and loneliness in the workplace. Data were collected from 362 employees from various occupational groups. Regression analyses presented support for predicted links between community spirit at work, a climate of fear in an organization, work-based support from co-workers and supervisors, and loneliness at work. The results support the hypothesis that a negative emotional climate and lack of collegial support adversely influences the experience of loneliness in workers. The results suggest that addressing interpersonal problems in the workplace and improving the psychological work environment within an organization may enhance the social and emotional well-being of employees.