When a company manager decides to invest in well-being in the workplace, does it improve the company’s economic and social success? This question is relevant given the evolution of our environments. In fact, stakeholders in companies face uncertainty and ruptures due to the globalization of exchange, the internationalization of markets, and the growth of the service economy. But how can company directors, managers and employees contribute to creating well-being in the workplace if they do not know the procedures for facilitating the promotion of well-being? Operationalizing well-being in the workplace is a delicate operation because the concept is not consolidated. In fact, the literature distinguishes several currents of thought. The objective of this research is to find out if certain factors originating from futurology and organizational theory, as well as the flow field and slow management, can help to operationalize the definition and application of well-being. The results stem from a study carried out in three companies in Savoie, France. Firstly, the study highlights the factors linked to futurology, the roles of stakeholders, and slow management, as well as the flow and empowerment characteristics. Secondly, the results demonstrate a connection between well-being in the workplace and economic and social success. Finally, they propose a method for managers and human resources managers for developing well-being in the workplace.
- the roles of stakeholders
- slow management