Abstract
ABSTRACT Purpose: To test models of mediation and moderation of the organizational culture, competing values and styles of organizational operation having quality of organizational life (QOL) as antecedent and personal organizational well-being (POW) as consequent. Originality/value: Literature has presented tests of mediation/moderation models to understand well-being of employees and support leadership in the implementation of strategies that fit into the organizational realities. Organizational culture has been used as a component variable of some of those models. However, no publication investigating culture as mediator/moderator of the quality of life/well-being relation was found. Design/methodology/approach: Quantitative, transversal survey employing scales that present evidences of psychometric validity applied to 1,292 employees (81%) of the population in a public organization. Two mediation models and two moderation models were tested through multiple regression. Findings: The results of the linear and hierarchic regression analyses used to test the proposed models showed that, except for the bureaucratic culture, all types of culture had significant power of mediation between the variables of QOL and POW. No moderation relation was found. The empirical evidences of the models tests point out the need for considering cultural traits of organizations in the design of strategies of intervention related to QOL and POW, since some may be more applicable to given cultures and less applicable to others.
Highlights
Health, well-being, rights, social justice, decent work and human dignity are important focuses of debate
The variable bureaucratic culture was withdrawn from the testing of mediation models, that were organized in 5 major groups in which each of the quality of organizational life (QOL) independent variables are presented in relation to all other mediator variables (COV and OSO) and dependent variables (POW)
The mediation power of organizational culture to explain the QOL-personal organizational well-being (POW) relation is worth of notice, and emphasizes
Summary
Health, well-being, rights, social justice, decent work and human dignity are important focuses of debate. As early as in 1948, the United Nations (UN) already considered work as a right of all human beings, and the International Labour Organization (ILO) (1981) set rules for safety and health of employees in different contexts. Organizations are one of the more visible work contexts to the society. The commitment towards sustaining environments favorable to the organizational collectivity should be brought to organizational contexts. The commitment to understand the organizational systems and processes that facilitate or hinder the promotion of employee well-being is crucial. This is the core focus of the study
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
