Well-being and performance at work: a new approach favourable to the optimal functioning of workers through virtuous organisational practices

Abstract

Purpose The post-COVID-19 era is characterised in the professional field by a deterioration in the psychological health of employees and by “The Great Resignation”. These phenomena require managers to rethink both organisational and HR strategies to protect their workers’ health, to retain them in their job and, in fine, to ensure the sustainability of the organisation. However, studies have demonstrated that high performance work systems (HPWS), which are currently the dominant approach in human resource management, are related to an intensification of work and consequently a deterioration of employees’ health (conflicting outcomes perspective). At the same time, workers’ well-being has been shown to be associated with numerous organisational outcomes, such as individual performance. However, relatively few articles have investigated win–win organisational practices or programmes that promote the well-being and consequently performance of workers. These include virtuous organisational practices (VOPs), which specifically aim to enhance employees’ well-being, considered not as a means to an end, but as an end in itself (mutual gains perspective). This paper aims to develop the general hypothesis that VOPs could increase employees’ performance by protecting their health and thus offer an alternative to HPWS. Design/methodology/approach We review relevant current research on psychological well-being and work performance and present innovative systems of organisational practices such as VOPs that create psychologically healthy workplaces and enhance workers’ optimal functioning (well-being and performance). Findings Based on theoretical arguments and empirical studies, we hypothesise that alternative practices such as VOPs can increase employees’ performance while protecting their health and encouraging them to stay in the organisation. Research limitations/implications After this review, we discuss future avenues for research to encourage the scientific community to test this hypothesis. Practical implications Finally, we make a number of specific recommendations about how to (1) appraise, design and implement VOPs, (2) enhance organisational communication and managerial adherence to VOPs, and (3) train managers in R.I.G.H.T leadership behaviours. Originality/value Presentation of an original approach in this research field: the VOPs.