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This study aims to determine the effects of sexism and unfavourable job conditions on women's mental and physical wellbeing in construction operations. In addition, this study will establish the mediating role of work morale in the association between workplace challenges and wellbeing.

Data for this study were obtained from women working in office environments, onsite professionals and those in trades. A total of 65 participants responded to the survey. The partial least square structural equation modelling method was applied to validate the measurement model and test the hypotheses.

The findings demonstrate that benevolent and hostile sexism directly influences work morale and indirectly affects women's mental and physical wellbeing in the construction industry. Hostile sexism is the most significant challenge for female construction workers in New Zealand.

The finding is theory-building and challenges the assumptions that the nature of the construction industry has a bearing on the mental and physical health of women in construction. In addition, the finding is useful for creating positive work environments that are both inclusive and empathetic to the diverse needs of the modern-day construction workforce. Thus, reducing the challenges experienced by construction women's workforce.

The current study focuses on women and those who identified themselves as such. The conclusions show the relevance of work morale to their mental wellbeing. This exploratory quantitative study contributes to research by advancing understanding of the challenges women face in the industry and the consequences of those challenges on their physical and mental wellbeing.

The purpose of this paper is to examine the relationship between virtual meeting participation and wellbeing. Based on the conservation of resources theory, we hypothesize that participation in more virtual meetings is associated with both negative and positive wellbeing indicators.

An online survey was sent to 3,530 employees across five Belgian universities in April 2020. Useful data from 814 respondents was collected and analyzed to test the hypothesized relationships.

The authors find support for their hypotheses, namely that participating in more virtual meetings is associated not only with negative wellbeing indicators (workload, stress and fatigue) but also with a positive wellbeing indicator, namely work influence.

Given the unique work-from-home context during the pandemic, the generalizability of our findings may be limited. Nevertheless, this study contributes to the literature on Meeting Science and Virtual Work, as it is the first study to empirically relate virtual meetings to wellbeing indicators, including a positive one.

As virtual meetings and work-from-home are expected to remain prevalent, understanding wellbeing implications is of high managerial importance. Their findings can be useful for (HR) managers who develop flexible work policies for a post-pandemic world.

The findings draw attention to the importance of maintaining a healthy balance between productivity and wellbeing in creating a sustainable work(-from-home) context.

The COVID-19 lockdown provided a unique opportunity to obtain insight on the relationship between virtual meetings and wellbeing at an unprecedented scale.

There is dearth of studies in the literature which have discussed the relevance of personal and social resources of employees to protect them from adverse impacts of emotional job demands. However, interaction effect of these two resources on wellbeing of the employees in context to emotional work is inadequate. The present study is aimed to address the existing gap and investigate the relevance of personal and social resources as moderators in the presence of each other between emotional work and employee wellbeing.

The research work has focused on employees working on frontline profiles of civil aviation industry of north India. The responses of 720 frontline employees have been collected through pretested questionnaire. To understand the moderation effect of two variables, model number 3 developed by Hayes (2012) has been applied.

The findings have revealed that moderator role of social support between emotional work and employee wellbeing. However, research has pointed out that at high level of social support personal resources of employees' start to decline which subsequently reduces the wellbeing of employees.

The present research work has analysed the moderated moderation effect of personal and social resources between emotional work and employee wellbeing. Besides, the relative significance of personal resources vis-a vis social resources empirically in context of employee wellbeing in case of emotional work has also been highlighted in the work.

The results of the study have suggested the employees to receive less social support from friends, family and other significant relationships to protect their personal resources in emotional work settings. Moreover, research work has implicated for employers to draw out the various interventions through which personal resources of employees can be enhanced in emotional work settings. Also, the research has assisted in designing the key competencies for different job domains of emotional work setups.

The present study is very substantial in offering various parameters over which wellbeing policies for individuals can be framed. Also, the study has outlined the consequences of receiving different levels of social support which is applicable for that set of population who wants to enhance their personal resources for attaining high wellbeing.

The study has empirically investigated interaction effect of social and personal resources of employees between emotional work and employee wellbeing which is scarce in the literature. Besides, a dark side of social support in emotional work context has also been highlighted which was scarcely discussed in emotional work settings previously.

The purpose of this study was to describe factors that support and prevent managers' work wellbeing by reviewing international studies and interviewing Finnish social- and healthcare managers.

Twenty-two studies were identified in the systematic literature search. Seven social care and healthcare managers were recruited to participate in thematic interviews. Data were analyzed by using content analysis.

Supportive and preventive factors for managers' work wellbeing were identified in the literature review, including managerial position, decision latitude, job control, social support and ethical culture at the workplace. The interviews further suggested that the supportive and preventive factors affecting social and healthcare managers' work wellbeing could be divided into five broad categories: (1) Individual factors, (2) Social factors, (3) Professional support from one's own manager, (4) Work-related factors and (5) Organizational factors.

We conducted a systematic literature search together with expert interviews to find the factors most crucial to managers' work wellbeing. These findings can assist social and healthcare organizations and policymakers to pay attention to these factors as well as in policies guiding them.

This paper explores mental wellbeing in the events industry. We argue that mental wellbeing is often difficult to achieve in the stressful and deadline-driven events industry, and that better awareness and understanding of specific actions for employees to flourish at work is needed.

We used in-depth semi-structured interviews with event professionals in the UK to investigate their individual coping strategies. To contextualise, we used the Five Ways to Wellbeing framework as an analytical tool.

Our findings reveal that event professionals currently unconsciously engage in a variety of actions to maintain and enhance their mental wellbeing outside of work, but not at work. Out of the Five Ways to Wellbeing, specific actions to Connect, Be Active and Take Notice were most important to event professionals. The remaining two ways, Keep Learning and Give, were also identified in the data, although they were less prominent.

We present recommendations for event professionals to more consciously engage with the Five Ways to Wellbeing and for employers to develop mental wellbeing initiatives that allow their employees to flourish.

In event studies, the Five Ways to Wellbeing have thus far only been applied to event attendees, volunteers and the local community. Our paper highlights how event employees can also benefit from engaging in some of the actions set out in the framework to enhance their mental wellbeing at work.

The purpose of the paper is to show that, though essential, the achievement of business‐oriented performance outcomes has obscured the importance of employee wellbeing at work, which is a neglected area of inquiry within the field of human resource management. Instead the emphasis typically placed on the business case for HRM suggests a one‐sided focus on organisational outcomes at the expense of employees. With this in mind, this paper seeks to examine the effects of HRM practices on employee wellbeing and performance.

Data were collected from a public sector (local government) organisation to identify the link between HRM practices, employee wellbeing at work, and performance. A preliminary staff survey of employees provides a brief overview of the link between HRM practices, employee wellbeing at work and performance.

HRM practices adopted have a significant impact on employee wellbeing at work and tend to be more positive than negative. Overall a consistent result in the study was that management relationship behaviour in the form of support and development of trust, promoted employee wellbeing at work amongst workers. In general, the findings will prove helpful to human resource practitioners, management, policy makers and business practice.

HRM practices that help to maximise employee wellbeing at work are not necessarily the same as those that make up “high performance” HR practices. Moreover, the promotion of wellbeing at work is not likely to be a result of the HRM practices but can be linked to line management leadership and relationships.

The importance of management relationships, support and employees' trust was found to predict wellbeing at work. The decision by management to embrace the business case for employee wellbeing at work is likely to complement more conventional methods of improving employee attitudes and productivity, which in turn can enhance organisational effectiveness and decision making.

This paper builds on existing work within HRM and provides a framework for establishing the linkage between HRM practices, employee wellbeing at work and performance in the public sector that it is suggested could improve individual and organisational outcomes through enhanced efficiency and productivity.

Using conservation of resources as a theoretical lens, the paper aims to investigate distinct objective meaningful work (OMW) and subjective meaningful work (SMW) domains as resources that contribute to wellbeing.

A cross-sectional questionnaire was conducted with 879 employees, measuring OMW resources (job security and autonomy), SMW using the well-validated multidimensional Comprehensive Meaningful Work Scale (CMWS) focusing on five dimensions (integrity with self, expressing full potential, unity with others, service to others and balancing tensions), and three wellbeing outcomes (positive affect, negative affect and job stress). The authors conducted structural equation modeling, mediation analysis with PROCESS macro including bootstrapping, and dominance analysis, to identify the core relationships between OMW and SMW dimensions and three wellbeing constructs.

OMW resources are largely beneficially related to SMW dimensions; both OMW and SMW resources are mostly beneficially related to wellbeing outcomes; and the overall associations of OMW with the three wellbeing constructs are partially mediated by SMW. The dominance analyses of SMW with wellbeing shows expressing full potential is the most important predictor of positive affect, and integrity with self is the most important (negatively related) predictor of negative affect and job stress.

Our research, in pulling apart the different dimensions of MW, shows that to enhance wellbeing, HR professionals should not just pay attention to practices that support self-transcendent MW but also those that support the self. When not balanced, MW can lead to a loss of wellbeing.

The findings highlight that (1) while the current MW literature places a lot of emphasis on SMW, OMW remains an important consideration, and (2) while the MW literature often focuses on self-transcendent meanings, such as making a difference, the self-oriented dimensions of SMW are more dominant toward wellbeing. This is valuable to employees, managers, and HR professionals considering how to improve MW and wellbeing.

Skill obsolescence among employees can be detrimental to organizational performance and can lead to an ensuing decline in the wellbeing of employees. Today's organizations bank on the employability skills of their human capital to stay afloat in business. The current study examines the impact of developing an employability culture in the organization, the perceived internal employability developed in the employees and impact on employee wellbeing.

Research data were gathered from a sample of 421 software engineers in private IT companies in India. Structural equation modeling using SPSS and AMOS was conducted to examine the impact of employability culture and perceived internal employability on the three dimensions of employee wellbeing.

The study found a positive relationship between employability culture and the components of employee wellbeing. A partial mediation by perceived internal employability was reported between employability culture and the three components of employee wellbeing.

The study is a focused attempt on discerning the effect of organizational elements in the form of employability culture on the employee perceptions and the state of wellbeing, which are considered valuable resources in the career context. The study reiterates the prominence of contextual factors in employees' resource enhancement.

The study is a unique approach to determine the effect of perceived internal employability and employability culture on employee wellbeing based on the social cognitive career theory and the conservation of resources theory.

The purpose of this paper is to compare teachers' wellbeing in different types of schools (elementary, lower secondary and unified school) and to analyze how gender, type of employment, working hours and time served as a teacher affected teachers' wellbeing and perceptions of questions concerning leadership practices and work organization in school.

The holistic school wellbeing evaluation tool was used to study the wellbeing of 1,294 Finnish teachers. The questions covered four categories of wellbeing: school conditions, social relationships, means for self‐fulfillment and health status. Quantitative methodology was used for analysis.

The general picture was that teachers' wellbeing was highest in elementary schools and lowest in lower secondary schools. The wellbeing of a male teacher, a teacher who had fixed‐term employment and a teacher who worked part‐time was higher than that of a female teacher, a permanent teacher and a full‐time teacher. Single questions concerning work organization and leadership practices followed mainly the same lines. Teachers in unified schools had the lowest ratings when questions relating to obtaining help from the principal, or the possibility of receiving further education and equal treatment were asked.

More attention needs to be paid to permanent teachers employed over a long time with regards to enhancing their wellbeing. In the unifying process of schools, equal treatment, obtaining the principal's help for the teachers and the likelihood of updating education are especially important aspects.

The paper presents a theory‐based evaluation of teachers' wellbeing as well as focal points for school development both from the wellbeing and administrative points of view.