The happy-productive worker thesis (HPWT) is considered the Holy Grail of management research, and it proposes caeteris paribus, happy workers show higher performance than their unhappy counterparts. However, eudaimonic well-being in the relationship between happiness and performance has been understudied. This paper provides a systematized review of empirical evidence in order to make a theoretical contribution to the happy-productive worker thesis from a eudaimonic perspective. Our review covers 105 quantitative studies and 188 relationships between eudaimonic well-being and performance. Results reveal that analyzing the eudaimonic facet of well-being provides general support for the HPWT and a much more comprehensive understanding of how it has been studied. However, some gaps and nuances are identified and discussed, opening up challenging avenues for future empirical research to clarify important questions about the relationship between happiness and performance in organizations.
Traditional Human Resource Management (HRM) focusing on maintaining the status quo is no longer in the spotlight. Sustainable HRM has become the new approach, emphasizing the need to attend to organizational results directed toward reaching different goals and integrating the needs of diverse stakeholders. Moreover, in response to the challenges that organizations face in volatile, uncertain, complex, and ambiguous (VUCA) environments, Human Resource (HR) practices can contribute to the development of idiosyncratic deals (negotiation of individual HR practices) that might facilitate employees’ creativity and eudaimonic well-being in the long term and, thus, the sustainability of these organizations. Thus, the aim of this study is to test the mediating role of idiosyncratic deals (i-deals) in the unfolding relationship between HR practices, eudaimonic well-being and creative performance. Using a longitudinal database (three waves), the hypotheses are tested using structural equations modeling. The results support the idea that HR practices function as an antecedent for i-deals. More specifically, i-deals fully mediate the relationship between HR practices and eudaimonic well-being. In turn, i-deals and eudaimonic well-being fully mediate the relationship between HR practices and creative performance, which suggests that, through i-deals, HR practices become more beneficial for both employees and employers. In conclusion, these results are important for sustainable HR development, because HR practices enhance i-deals, which increase well-being, enhancing performance in the long term.
Amsterdam), and Sabina Hodžić (ESSCA École de Management) for their valuable comments on an earlier version of this study. We also want to thank Mariano Meseguer and his research team from Murcia University for providing the database to carry out the EFA included in this study. We would also like to thank the reviewers and the editors for helping us to improve this article.We included the photographs as indicated in the submission webpage
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Individual and group level antecedents in the development of idiosyncratic deals: a cross-level study
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AbstractResearch on workers' proactive behaviors has increased in recent years, emphasizing the need for a more active workforce. In this context, research has been carried out on idiosyncratic deals (i-deals), that is, individualized work arrangements that employees negotiate with their employers about aspects that are mutually beneficial. Because this research topic focuses on individuals' actions, most of the studies analyzing its antecedents examine individual characteristics. However, group and organizational characteristics have been suggested to play a role. The aim of the present paper is to analyze the interplay between individual and group 1 Although the present research has greatly evolved from its inception, this research originated as part of the Master thesis presented by Arianna Knering in the context of the Master on Work, Organizational and Personnel Psychology (WOP-P).Thus, to some extent is one of the fruits of the WOP-P Master, in which prof. Adelino Duarte Gomes was involved as a founder. We would also like to thank prof. Carla Semedo from the Universidade da Coimbra/Evora for her comments and feedback during the development of the research. The Spanish Government with project PSI2015-64862-R (MINECO/ FEDER) supported this work. 2
Organizations and age management are key factors for achieving sustainable workplaces and careers. Thus, it is important to understand how different types of organizations deliver Human Resource (HR) practices to employees at different stages of life and how those employees perceive them. Therefore, the present study aims to analyze age differences in the implementation and perception of HR practices in three organizational types (social, public, and for-profit). Three age groups were considered (employees under 35, from 35 to 50, and over 50 years). HR practices were measured as reported by 159 managers (implemented practices) and by their 1524 employees (perceived practices). Separated ANOVAs were conducted to test hypotheses. Results show significant differences among age groups, showing support for three different models of age management in different organizational types.
The Organizational Culture Assessment Instrument is a common instrument for measuring organizational culture in English-speaking countries based on four factors: Clan, ad hoc, Market and Hierarchy. However, to date, there is no proper translation of the scale into Spanish. In this study, we describe the translation and adaptation of the instrument through Exploratory Factor Analysis with a Spanish sample (n1 = 246; 69.9% men and 30.1% women) and Confirmatory Factor Analysis with a Peruvian sample (n2 = 510; 70.4% men and 29.6% women). The result reduces the four-factor internal structure to a three-factor structure that retains the Clan, Market and Hierarchy factors, but completely excludes the ad hoc factor. Confirmatory Factor Analysis shows acceptable indicators, reliabilities are good and indication of validity is also confirmed. In conclusion, this study has given rise to the instrument in Spanish, called OCAI-12, which is suitable for evaluating organizational culture.
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