Organizational Well-Being in a Public Research Agency: The Point of View of Administrative Staff and Researchers

Abstract

Abstract:The aim of this paper is to investigate organizational wellbeing in a Public Research Agency, exploring the point of view of two different categories of workers, administrative staff and researchers, employed in the same organization. We hypothesized that, in a complex organization, the kind of work performed, along with other factors, could influence the representation of organizational well-being. The study involved 37 administrative staff and 24 researchers of the Italian National Research Council (CNR), the largest Public Research Agency in Italy. According to different key areas of organizational well-being in CNR, seven focus groups were carried out and collected data was analyzed using the qualitative data analysis software NVivo9. Results of this study seem to confirm the authors' hypothesis. In effect, even though the framework of organizational well-being is the same for the two categories of employees considered, there are differences in meaning and in importance given by stakeholders to each dimension of the construct. As a whole, the specificity of the points of view might be explained by considering not only the different working conditions and the different kind of work performed, but also the different cultural values of the Research Institutes and of the Central Administration. These aspects should be taken into account in the predisposition of tools for evaluation of organizational well-being, above all in complex organizations, in order to have at the organization's disposal research tools able to be representative of the entire population. A set of recommendations for improving organizational well-being in complex organizations are provided.

The relevance of communication for the well-being of public personnel in local government: does it have an impact on citizen satisfaction?

“…Emery et al, 2014). Knowing how to communicate, for a public administration, is tantamount to promoting well-being not only between the citizenry and the public administration itself (Stivers, 1994;Capolupo et al, 2019) but also between public personnel (Col ı and Rissotto, 2015). This paradigm change has also focused attention on what from within public administration should not be overlooked: organizational well-being (Fida et al, 2011).…”