Well-being as a lever for competitiveness : employee needs and organisational innovation - a case study
Ziemiańczyk, Urszula (Uniwersytet Rolniczy im. Hugona Kołłątaja w Krakowie)
Muro Rodríguez, Anna (Universitat Autònoma de Barcelona)
Babicz, Anna (Uniwersytet Rolniczy im. Hugona Kołłątaja w Krakowie)

Data:	2025
Descripció:	10 pàg.
Resum:	Purpose: The aim of this paper is to integrate two usually separate lenses - enterprise competitiveness and employee well-being - into one analytical framework. Competitiveness is operationalized through specific organizational innovations classified according to the Oslo Manual (2018), while well-being is conceptualized using Martin Seligman's (2011) PERMA model and empirically grounded in employees' stated needs. The theoretical foundations are drawn from positive psychology and strategic human resource management. Design/methodology/approach: An anonymous PERMA-based online survey (April 2025) yielded 49 usable replies from 139 invited office employees. The instrument combined 10-point Likert items with open-ended questions. Descriptive statistics, inter-item correlations and Cronbach's alpha (α = 0. 91) confirmed internal consistency. The analysis identified which PERMA dimensions required the greatest support and, on that basis, matched the revealed needs with organisational-innovation. The resulting set of innovations is intended to address the priority well-being gaps while simultaneously enhancing the firm's competitive advantage. Findings: The study shows that employees rate sense of purpose and awareness of personal strengths highest (mean = 7. 9 on a 1-10 scale). The lowest scores concern the ability to engage co-workers (6. 5) and regulation of negative emotions (6. 7). Fully 96 % of respondents believe that raising well-being will directly enhance the firm's competitiveness. Open-ended comments most often mention the need for better stress-management techniques, practical opportunities to use talents and a more systematic, goal-oriented work style. These gaps were mapped onto the four organisational-innovation types defined in the Oslo Manual (2018): workplace organisation, business practices, external relations, knowledge management.
Drets:	Aquest document està subjecte a una llicència d'ús Creative Commons. Es permet la reproducció total o parcial, la distribució, la comunicació pública de l'obra i la creació d'obres derivades, fins i tot amb finalitats comercials, sempre i quan es reconegui l'autoria de l'obra original.
Llengua:	Anglès
Document:	Article ; recerca ; Versió publicada
Matèria:	Employee well-being ; Organisational innovation ; Corporate competitiveness ; PERMA ; Oslo Manual 2018
Publicat a:	Scientific Papers of Silesian University of Technology - Organization & Management Series, Num. 234 (2025) , p. 697-706, ISSN 1641-3466 2720-751X

DOI: 10.29119/1641-3466.2025.234.38

10 p, 407.0 KB

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