Organizational Well-Being as a Determinant of Efficiency and Efficacy: An Instrument for Monitoring and Management Actions
Abstract
In contemporary organizations, performance is increasingly linked not only to structural and financial factors but also to the well-being of employees. This study explores organizational well-being as a multidimensional construct that significantly influences both efficiency and effectiveness.
The paper introduces the Q-Bo instrument, designed to assess work-related stress and its impact on organizational functioning. The model integrates a wide range of variables, including organizational culture, climate, workload, and individual psychological characteristics such as resilience and self-efficacy. Through a multi-level analytical framework, the instrument enables comprehensive evaluation of risks, relationships between variables, and potential intervention areas.
Empirical findings demonstrate that factors such as job satisfaction, organizational culture, and cooperation among colleagues play a crucial role in reducing turnover intentions and workplace conflicts. The study concludes that systematic monitoring of organizational well-being provides a solid basis for targeted managerial actions and long-term performance improvement.
References
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