Yang, Duanyi, Kowalski, Alex, Portocarrero, Florencio F., Bond, Brittany, Fan, Wen, Singh, Jasjit and Ward, George (2025) Organizational field interventions in well-being: challenges and impact. Academy of Management Proceedings, 2025 (1). ISSN 0065-0668
Full text not available from this repository.Abstract
Employee well-being is essential not only for individual health and satisfaction but also for organizational effectiveness and sustainability. Employees with higher levels of well-being are more engaged, productive, and committed, while those with poor well-being often experience burnout, reduced performance, and increased absenteeism, negatively affecting organizational outcomes (Schabram & Heng, 2022; Spreitzer et al., 2005). Managerial strategies play a pivotal role in shaping the workplace environment and improving well-being (Grant et al., 2007; Guest, 2017). This symposium features four field experiments conducted in real-world settings—such as warehouses, veterinary clinics, banks, and private companies across several countries—offer valuable insights into how managerial interventions can address workplace challenges. By testing strategies like participatory voice mechanisms, corporate social responsibility program, work-life balance support, and four-day work week, these studies provide robust, causal evidence of what works and why. Specifically, Kowalski et al. demonstrate the value of worker voice in reducing turnover in e-commerce fulfillment centers. Portocarrero and Rodell highlight the role of corporate social responsibility (CSR) interventions in enhancing employee engagement, showing that workplace empathy, cultivated through CSR activities, motivates employees to volunteer more. Bond, Yang, and Sah investigate whether combining organizational culture interventions with personalized well-being and job crafting strategies for managers more effectively reduces burnout among veterinary staff compared to organizational culture interventions alone. Lastly, Fan et al. assess the transformative impact of a four-day workweek on employee well-being, linking reduced hours to enhanced mental and physical health through better work-life balance and reduced fatigue. Together, these studies underscore the importance of innovative, evidence-based interventions in fostering healthier, more sustainable workplaces. Can Involving Employees Reduce Turnover? A Field Experiment on Employee Voice and Exit Author: Alex Kowalski; Cornell University Author: Erin Kelly; Massachusetts Institute of Technology Author: Hazhir Rahmandad; Massachusetts Institute of Technology Author: Kirsten Siebach; Johns Hopkins University The Effects of Employee Exposure to Community Impact Activities on Emotions and Engagement Author: Florencio F. Portocarrero; London School of Economics and Political Science Author: Jessica Beth Rodell; University of Georgia Organizational Interventions to Alleviate Burnout and Promote Well-Being Author: Brittany Bond; Cornell University Author: Duanyi Yang; Cornell University Author: Sunita Sah; Cornell University Does Work Time Reduction Improve Worker Well-being? Evidence from Global Four-Day Workweek Trial Author: Wen Fan; Boston College Author: Juliet Schor; Boston College Author: Orla Kelly; University College Dublin Author: Guolin Gu; Boston College
| Item Type: | Article |
|---|---|
| Additional Information: | © Academy of Management Proceedings |
| Divisions: | LSE |
| Subjects: | B Philosophy. Psychology. Religion > BF Psychology H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management |
| Date Deposited: | 04 Dec 2025 15:15 |
| Last Modified: | 04 Dec 2025 15:15 |
| URI: | http://eprints.lse.ac.uk/id/eprint/130426 |
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