Psychological flexibility as a factor in staff's psychological well-being

Abstract

Introduction. Staff's psychological well-being is an important measure of the effectiveness of the organization. In conditions of social tension and uncertainty, there is a need to identify well-being factors in order to stabilize and improve the quality of staff's life. Aim. To explore the psychological flexibility of employees as an important factor in their psychological well-being in organizations with high organizational stability. Methods. The instruments used included The Psychological Well-Being Scale (PWB), The Subjective Well-Being Scale, The Psychological Flexibility Scale (MPFI), and The Workplace Acceptance and Action Questionnaire (WAAQ). The obtained data were processed using cluster analysis, Mann-Whitney U-test, and one-way analysis of variance (ANOVA). Results. According to their psychological and subjective well-being scores there were identified three types of employees: the unhappy, the happy, and the happiest. Psychological flexibility was found to affect the general level of psychological well-being and its components. Conclusions. Psychological flexibility affects the level of psychological well-being and does not affect subjective well-being. Organizational sustainability acts as a buffer between current socio-economic conditions and staff's psychological well-being.