Original Research

Managing employee well-being: A qualitative study exploring job and personal resources of at-risk employees

Cecile Gauche, Leon T. de Beer, Lizelle Brink
SA Journal of Human Resource Management | Vol 15 | a957 | DOI: https://doi.org/10.4102/sajhrm.v15i0.957 | © 2017 Cecile Gauche, Leon T. de Beer, Lizelle Brink | This work is licensed under CC Attribution 4.0
Submitted: 09 June 2017 | Published: 21 November 2017

About the author(s)

Cecile Gauche, WorkWell Research Unit, North-West University, South Africa
Leon T. de Beer, WorkWell Research Unit, North-West University, South Africa
Lizelle Brink, WorkWell Research Unit, North-West University, South Africa


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Abstract

Orientation: Job and personal resources influence the well-being of employees. Currently, limited information exists in literature surrounding the experience of these resources in employees identified as at-risk of burnout.

Research purpose: To investigate the experience of job and personal resources from the perspectives of employees identified as at-risk of burnout.

Motivation for the study: Empirical evidence on the integrative role and influence of job and personal resources on the well-being of employees in the South African context is currently limited. Attaining a better understanding of the manner in which at-risk employees experience resources can empower organisations to actively work towards creating an environment that allows for optimal employee well-being.

Research design, approach and method: A phenomenological approach was taken to conduct the study in a South African-based financial services organisation. A combination of purposive and convenience sampling was used, and 26 employees agreed to participate. Semi-structured interviews were used to collect data, and data analysis was performed through the use of thematic analysis.

Main findings: Employees identified as at-risk of burnout acknowledged both job and personal resources as factors influencing their well-being. Participants in this study elaborated on received job resources as well as lacking job resources. Information was also shared by participants on personal resources through describing used personal resources as well as lacking personal resources.

Practical/managerial implications: Knowledge gained from the study will contribute to empower organisations to better understand the impact of resources on the well-being of employees, and allow organisations to adapt workplace resources to ensure adequate and appropriate resources to facilitate optimal employee well-being.

Contribution: This study contributes to the limited research available in the South African context regarding the experience of job and personal resources from the perspective of at-risk employees. The study may also enable organisations to create a workplace that is more supportive and empowering with appropriate resources to deliver on expected demands.


Keywords

human resource management; industrial psychology; organisational development; employee wellbeing

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