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Authors
Advisor(s)
Abstract(s)
We live in a time of rapid, constant changes from which also organizations are continuously
affected and need to adapt their strategies. Both consumers and employees increasingly
demand a fair treatment from companies and in the latter case, working conditions have
become significant decision criteria for employment. This paper studies how organizations
can compel to the increasing demand of creating an appealing internal company culture and
leverage their employees‟ well-being by regarding them as their main asset. The term wellbeing
is not a new concept, often also referred to as happiness at work or work-life balance.
However, research on leadership practices over the years has not identified a clear,
internationally recognized organizational model for well-being. Instead many consultancies
and coaching agencies emerged who developed their own frameworks on well-being. This
paper orients itself on one of these frameworks by the Semco Style Institute and analyzes
present efforts made in the Portuguese market for more organizational well-being. Combining
all these insights, we developed a well-being model based on 6 interrelated variables, which
when applied together in organizational processes can leverage employees‟ and
simultaneously the organizational well-being.
Description
Keywords
Well-being Change management Leadership Company culture Organizational strategy