Online from: 1986
Subject Area: Human Resource Management
|Title:||Authenticity and well-being in the workplace: a mediation model|
|Author(s):||Julie Ménard, (Université du Québec à Montréal, Montréal, Canada), Luc Brunet, (Université de Montréal, Montréal, Canada)|
|Citation:||Julie Ménard, Luc Brunet, (2011) "Authenticity and well-being in the workplace: a mediation model", Journal of Managerial Psychology, Vol. 26 Iss: 4, pp.331 - 346|
|Keywords:||Employee attitudes, Managers, Public sector organizations, Work identity|
|Article type:||Research paper|
|DOI:||10.1108/02683941111124854 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to investigate the link between authenticity at work and well-being. First, the relationship between authenticity at work and hedonic and eudemonic well-being indexes is assessed. Second, the mediating role of meaning of work in the relationship between authenticity at work and subjective well-being at work is investigated.
Design/methodology/approach – In total, 360 managers from public organizations completed self-reported questionnaires. Multiple hierarchical regressions were used to assess the hypotheses.
Findings – Cognitive and behavioral components of authenticity at work explained a significant proportion of variance in each hedonic and eudemonic well-being indexes. Authenticity is positively associated with well-being at work. Moreover, meaning of work is a partial mediator of the relationship between authenticity and subjective well-being at work.
Practical implications – The results suggest that meaning of work is a mechanism in the relationship between authenticity and subjective well-being at work. The study highlighted a growing need to promote authenticity within organizations since it has been associated with public managers' well-being.
Originality/value – To the authors' knowledge, this is the first study showing the positive relationship between authenticity and well-being in the workplace amongst public organizations managers. It sheds a very new light on the importance of authenticity in work settings and on how it could be linked to meaningfulness in managerial roles.
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