Workplace Well-Being as a Priority for HR Strategyin the Context of Young Employees' Expectations
Purpose: The research gap lies in the need for comprehensive insight into specific HR strategies that organizations can implement to create a mentally healthy work environment. This article examines the impact of employee perceptions of workplace well-being, in the context of generational differences, on HR strategies and presents new HR strategies to improve employee well-being. The paper addresses two questions: How do generational differences in perceptions of well-being influence HR strategies? and What changes should HR strategies in specific areas of human resources management implement to better incorporate workplace well-being? Design/Methodology/Approach: To achieve the research objectives and identify effective strategies to improve employee well-being in the workplace, a literature review was conducted, enabling a comprehensive analysis of the topic. Findings: Adding a generational perspective to HR strategy is crucial, as differences in the perception of workplace well-being between Generations Z and X influence the design of HR policies. Research shows that existing generational differences in the perception of workplace well-being among Generation X and Z employees are reflected in expectations regarding employer branding, organizational culture, internal communication, development and training, and the segmentation of well-being activities. Furthermore, the trend of workplace well-being in human resources management will become increasingly integrated with specific HRM functions in the coming years. This article presents proposed changes in the following areas of human resources management: recruitment and selection, employee evaluation, employee development, motivation and remuneration, interpersonal relationship management, communication, and work organization.. Practical implications: Managers will better understand the crucial role workplace well-being can play in improving productivity. These findings will help organizations and human resources (HR) departments understand the importance of employee well-being in the workplace. Social implications: This research will help improve the personal and social lives of employees and managers by better understanding workplace well-being. This will have further economic implications, such as higher organizational performance. Originality/Value: This research makes important scientific and practical contributions to workplace well-being. It is crucial to reassess areas of human resource management, such as recruitment and selection, employee assessment, employee development, motivation and remuneration, interpersonal relationship management, communication, and work organization, in the context of employee well-being perceptions across generations, to adapt to the new demands of the new work environment. An integrated approach that encompasses strategies within employer branding, organizational culture, internal communication, development and training, and the segmentation of well-being activities ensures improved workplace well-being.