Why should errors be tolerated? Perceived organizational support, organization-based self-esteem and psychological well-being

Abstract

Purpose On the basis of conservation of resources theory, the purpose of this paper is to propose a framework linking an organizational factor, organizational error tolerance, with employees’ psychological well-being through gains of psychological resources: perceived organizational support (POS) and organization-based self-esteem (OBSE). Design/methodology/approach Across three-wave data collected from 220 hotel frontline employees, this study tests the proposed model using structural equation modeling through AMOS. Findings Employees’ perceived organizational error tolerance positively influenced their psychological well-being through significant sequential mediation effects of POS and OBSE. Practical implications This study contributes to the existing literature of psychological resources, positive psychology and error management by providing insights into how organizational practice in error situations can be positively related to employees’ psychological well-being. Originality/value This paper identifies error-related organizational practices as precursor of individual psychological well-being and explores the non-work-related outcome variable of error management for the first time. The examination of the linkage between organizational error tolerance and employees’ psychological well-being via the underlying mechanism of psychological resources provides the insight into how resources dynamics play important roles in influencing employees’ psychological well-being.

How Toxic Workplace Environment Effects the Employee Engagement: The Mediating Role of Organizational Support and Employee Wellbeing

“…Similarly, previous studies also support our results [ 85 , 86 , 87 ]. This relationship is supported by organizational support theory [ 88 ]. So, the above discussion proves that organizational support and employee well-being reduce a toxic workplace environment and increase the level of employee engagement.…”

Well-being and career change intention: COVID-19’s impact on unemployed and furloughed hospitality workers

“…More importantly, personal control often serves as a buffer against stressors or negative life events, and thus, the research has shown that individuals with higher levels of personal control have fewer health problems and higher levels of wellbeing when encountering a crisis (Greenaway et al, 2015). Further still, ample studies have demonstrated similar results in the hospitality workplace (Wang et al, 2020;Xu et al, 2020;Yoon and Yoon, 2019).…”

“…As argued by Ariza-Montes et al (2018), if the hospitality industry fails to promote the well-being of its workforce, the industry may soon lack enough committed workers. Therefore, hospitality scholars have frequently examined how work stressors influence the well-being of hospitality workers (Ariza-Montes et al, 2018;Haver et al, 2019;Hsu et al, 2019;Wang et al, 2020).…”

“…Finally, this study examined the mediating role of personal control in the proposed model and further operationalized the psychological sense of personal control as self-efficacy. Several similar concepts, such as self-esteem or psychological capital, have frequently been used to examine the individual differences when coping with stressful working environments in hospitality (Wang et al, 2020;Xu et al, 2020;Yoon and Yoon, 2019) or adverse life events (Price et al, 2002;Romppel et al, 2013). The study results showed that possessing high personal control qualities can help buffer adverse outcomes, which is consistent with previous studies.…”

Inspired and Effective: The Role of the Ideal Self in Employee Engagement, Well-Being, and Positive Organizational Behaviors

“…Our results provide clear evidence that when an employee has included their job in their ideal self, employees feel more satisfied and more engaged by the existential challenges of life (i.e., PWB). Additional to previous research relating psychological well-being to different factors and antecedents such as emotional intelligence (Kamboj and Garg, 2021) and organizational error tolerance (Wang et al, 2020), the ideal self comes to create a more comprehensive picture of what leads to employee well-being.…”