Virtuous Organizational Practices: A New Construct and a New Inventory

Abstract

Research on the identification of organizational practices that promote individual and organizational performance is now very extensive. However, several studies have revealed the dark side of these practices on employees’ psychological health. Consequently, researchers have called on the scientific community to focus on the well-being of workers and to identify the organizational practices that promote it. Thus, the aim of the present research was to fill this gap by introducing a new conceptualization of organizational practices supporting the psychological health of employees and proposing a new improved measure to assess them. Drawing on the American Psychological Association’s model of Psychologically healthy workplace, we first conceptualized the innovative multidimensional construct of virtuous organizational practices. We then conducted four studies (N = 1,407) to develop and validate the Virtuous Organizational Practices inventory. Results of exploratory statistical analyses provide strong evidence of the second-order factor structure of the inventory in different French samples and of the convergent, predictive and incremental validity of this tool. Implications for researchers, organizations and practitioners and avenues for future research are discussed.

Positive leadership action framework: Simply doing good and doing well

“…While the personal development of a person is much interwoven with its professional growth, it seems impossible to reduce a work environment merely to its formal aspects; this would simply go against human nature and the social dimension of excellence. What is more, “there is significant conceptual confusion in this research area, notably between formal and informal practices, or organizational and managerial practices” ( Aubouin-Bonaventure et al 2021 , p. 2). Concerning our framework, therefore, we additionally differentiate between (a) basic level actions to foster positivity at the workplace and (b) actions that go above and beyond to achieve individual and organizational flourishing.…”

“…In addition, researchers should develop empirical studies focused on specific segments of the PLAF. Promising ideas and research results come from Geue (2018) and Aubouin-Bonnaventure et al (2021) regarding quantitative studies of positive practices. Finally, we consider that it is necessary to explore further the true nature of organizational virtuousness and its dynamics, in order to be able to develop a more accurate version of the PLAF.…”

Well-being and performance at work: a new approach favourable to the optimal functioning of workers through virtuous organisational practices

“…The adoption of this leadership style by top management and operational managers is a prerequisite for setting up VOPs and more generally for creating a healthy work environment. To this end, we make the following recommendations: Firstly, Biricik Gulseren et al's (2021) R.I.G.H.T leadership scale, which has 15 items quantifying five managerial behaviours and has satisfactory psychometric qualities, can easily be combined with the VOPi (Aubouin-Bonnaventure et al, 2021). Data collected from subordinates can be used to identify the propensity of their supervisors to adopt these healthy leadership behaviours.…”

“…The literature reveals the recent interest in “healthy organisations”, whereby employees actively contribute to the organisation’s effectiveness while having their mental health protected (Di Fabio, 2017), but relatively few articles have focused specifically on win–win organisational practices or programmes that could promote workers’ well-being (Pagán-Castaño et al , 2020). However, the issue has been the focus of a number of disciplines, including organisational psychology (Aubouin-Bonnaventure et al , 2021), HRM (Guest, 2017) and economic science (Isham et al , 2021), highlighting the importance of gaining a better understanding of these positive work environments that enhance employees’ health, well-being and performance (Peiró et al , 2021).…”

“…These systems include “Health-Related HRM” (Huettermann and Bruch, 2019) and “Well-being-oriented human resource management practices” (Cooper et al , 2019). In psychology, Aubouin-Bonnaventure et al (2021) recently introduced VOPs based on the American Psychological Association’s (APA’s) empirical model of the psychologically healthy workplace. This model recommends five key intervention areas: employee involvement; work–life balance; employee growth and development; employee recognition; and health and safety. …”