• What did he she study? One concept/idea
Frank Martela did research on meaningful work and well-being in companies. The goal is to foster both productivity/performance and deep sense of purpose.
He created a four-dimensional model of well-being at work: Having, Loving, Doing and Being. It means he studied what makes people feel well and motivated at work and therefore identified four needs.
Having: Feeling safe and having basic things (like fair pay and a safe workplace)
Loving: Feeling connected to others (good relationships and a sense of belonging)
Doing: Having meaningful work and chances to learn and grow
Being: Feeling happy, satisfied, and generally good about life
• Why interesting for a company ?
When people needs in each of these four areas are met, they are happier at work and thus work more effectively which is great for the company as it would increase its productivity and performance. In doing so, addressing these needs would keep the teams motivated, cooperative and les likely to leave so it would decrease the employee turnover.
• What did he/she identified ? What his/her main result?
Martela identified that employees’ well being is therefore not about financial ends such as money (wages) or benefits (company’s car, promotions). People needs great relationships, cohesion, find a purpose in what they work for so they live their job experience, be happy to go to work every day (good experience).
• Managerial implication?
Therefore, managers should make sure every employee feels comfortable, safe and are respected (treated fairly): having. They must encourage teamwork and friendly relationships (loving) and give employee a chance to learn and do meaningful tasks (doing. Finally, managers should check in how people feel, not just what they achieve (being) as they could help them improve their working conditions (being), make them feel seen.
• Boundary condition?
This approach works best when leaders are genuinely committed to employee well-being and also when the company or workplace is open to change. For this to work, none area should be ignored but at the same time, it could lead to people feeling over-committed to their work that they find so meaningful. In doing so, they would still burn out.
Moreover, this type of well-being management would be easier to implement in small flat firms rather than large ones.
Frank Martela did research on meaningful work and well-being in companies. The goal is to foster both productivity/performance and deep sense of purpose.
He created a four-dimensional model of well-being at work: Having, Loving, Doing and Being. It means he studied what makes people feel well and motivated at work and therefore identified four needs.
Having: Feeling safe and having basic things (like fair pay and a safe workplace)
Loving: Feeling connected to others (good relationships and a sense of belonging)
Doing: Having meaningful work and chances to learn and grow
Being: Feeling happy, satisfied, and generally good about life
• Why interesting for a company ?
When people needs in each of these four areas are met, they are happier at work and thus work more effectively which is great for the company as it would increase its productivity and performance. In doing so, addressing these needs would keep the teams motivated, cooperative and les likely to leave so it would decrease the employee turnover.
• What did he/she identified ? What his/her main result?
Martela identified that employees’ well being is therefore not about financial ends such as money (wages) or benefits (company’s car, promotions). People needs great relationships, cohesion, find a purpose in what they work for so they live their job experience, be happy to go to work every day (good experience).
• Managerial implication?
Therefore, managers should make sure every employee feels comfortable, safe and are respected (treated fairly): having. They must encourage teamwork and friendly relationships (loving) and give employee a chance to learn and do meaningful tasks (doing. Finally, managers should check in how people feel, not just what they achieve (being) as they could help them improve their working conditions (being), make them feel seen.
• Boundary condition?
This approach works best when leaders are genuinely committed to employee well-being and also when the company or workplace is open to change. For this to work, none area should be ignored but at the same time, it could lead to people feeling over-committed to their work that they find so meaningful. In doing so, they would still burn out.
Moreover, this type of well-being management would be easier to implement in small flat firms rather than large ones.