Well-being and Ill-being at Work: Employee’s Representations in a Brazilian Public Company

Pacheco, Veruska Albuquerque; Ferreira, Mário César

doi:10.1590/0102.3772e3651

Cited by 1 publication

(1 citation statement)

References 30 publications

(37 reference statements)

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“…In addition, we argue that employers should focus mainly on reducing ill-being that is directly attributable to their employment. We are concerned here with experiences such as bureaucracy, involving a lack of flexibility; burnout; inadequate working environments and stressful commuting; conflictual relationships including bullying, favouritism and injustice, a lack of autonomy and opportunities for career progression (Neto et al 2017;Pacheco and Ferreira 2020). We come to these conclusions drawing on a new large qualitative 100 interview dataset collected by the authors for the purpose of this study.…”

Section: Introductionmentioning

confidence: 99%

The 'Beyond Workplace Wellbeing' Framework: A New Framework for the Organisation of Work to Cultivate Wellbeing and Productivity in Workplace.

Virhia,

Blavo,

Lordan

2023

Preprint

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Organisations’ attempts to improve wellbeing at work are too narrowly focussed and fail to account for the diverse and individualistic ways employees cultivate wellbeing. Moreover, a clear disconnect exists between the amount of money invested into organisational wellbeing initiatives and the ever-increasing levels of ill-being at work. The ‘Beyond Workplace Wellbeing’ Framework therefore brings together findings from a large qualitative study involving 100 semi-structured interviews across financial and professional services in the UK. We propose that employers should not intervene with wellbeing, but should instead focus more on improving psychological safety and reducing ill-being of employees that is directly attributable to their employment. We also highlight the significance of employees being given autonomy in choosing how and when they carry out responsibilities subject to satisfying operations. This autonomy allows employees to create a work structure that enables them to be both productive and enhance their own wellbeing. Findings are timely in response to Covid-19 and the re-organisation of work. They simultaneously highlight the importance of large and diverse samples in qualitative research.

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Section: Introductionmentioning

confidence: 99%