Building Thriving Workforces from the Top Down: A Call and Research Agenda for Organizations to Proactively Support Employee Well-Being*

Abstract

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) perspectiveorganizations and managers can directly and positively shape the well-being of their employees.We 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, we 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, we 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. We 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, our review represents a call for organizations to now-more than ever-build thriving organizations.

Adoption of remote work: implications for tax practitioners

“…Consequently, this additional time can be redirected towards other work commitments or personal responsibilities, thus mitigating the pressure exerted by time constraints. Similarly, [11] indicate that the pressure to adhere to strict time schedu les to avoid the stigma of tardiness can be a substantial source of stress. However, they also propose that as remote work becomes more prevalent, this time pressure is expected to diminish.…”

Strategic human resource management in the 21st century: A review of trends and innovations

“…In an era where employee expectations are evolving, organizations that prioritize well-being gain a competitive edge in attracting and retaining top talent (Gabriel et al,2022). By adopting a strategic approach to employee well-being, organizations not only enhance the overall quality of the work environment but also foster a culture where employees feel valued, supported, and empowered to contribute their best.…”

The acceleration of emotional labor research: Navigating the past and steering toward the future

“…Beyond race-based mistreatment at work is the question about how racialized mega-threats and socioenvironmental jolts (Gabriel et al, 2022;Leigh & Melwani, 2019) may affect employees' emotional labor-both in terms of the feelings they have, and the expressions they make. Theory (Leigh & Melwani, 2019) and supporting empirical tests (Leigh & Melwani, 2022) of mega-threats helps illustrate how racially charged societal events (i.e., news about the shooting of a Black child, assault of Asian employees) elicit emotional responses and social sharing amongst those who identify with the impacted groups.…”