Organizational strategies and tools of employee well-being as perceived by employees

The purpose of the study was to examine the organizational strategy and tools of employee well-being, as perceived by employees. Although improving physical, mental, and social conditions of employees have positive impact on economic performance and competitiveness of organizations, little is known about how employee wellbeing appears in human resource management strategy and practices of organizations. Few research is available examining the adaptability of well-being strategy and tools from the perspective of employees as stakeholders. Therefore, the methodology of the current study was an exploratory sequential mixed method, with an embedded case study. Qualitative exploratory phase consisted of 27 semi-structured interviews with human resource management experts of Hungarian and international for-profit organizations. The results supported the definition for selection criteria of case study sampling and the design of a research tool for the quantitative phase. In the case study, interviews and quantitative research were conducted at the selected organization. The self-developed questionnaire included the Workplace PERMA Profile, reflecting the five pillars of well-being: Positive emotions, Engagement, Relationships, Meaning, and Accomplishment. The questionnaire has been filled out by 222 employees. The data integration results explored that the well-being is less characterized by a strategic approach, despite its importance defined by respondents. Employee perception analysis has led to the creation of employee well-being profiles, mapping organizational tools supporting employee satisfaction, and highlighting the inconsistences of organizational strategy and employee perceptions. The results could contribute to further studies and development of human resource management practices to improve employee well-being by directing the focus on its growing importance in economic and labor competitiveness.