The tradeoffs of an organizational strategy for well-being. Analysis of the combination of a bundle of HRM practices, organizational resources, and the roles of managers

This study explores the implementation of human resource management (HRM) practices focused on employee well-being in an IT consultancy company recognized as a Great Place to Work. It addresses the gap in understanding how HR policies interact to promote well-being and the complex interplay between HR practices, organizational resources, and employee well-being. The research uses an in-depth case study approach to examine how line managers strategically implement a bundle of HRM practices to create an organizational well-being strategy, despite inherent trade-offs and contradictions. The company under study has experienced significant growth since its inception in 2005, with employee well-being positioned as the core of its strategy and culture. The organization operates with a minimal HR function, placing the responsibility of realizing this strategy on managers. The research questions focus on how line managers implement and manage HRM practices with the strategic objective of organizational well-being, and the positive and negative trade-offs for employees and line managers.
This study contributes to the understanding of HRM practice interactions in promoting workplace well-being, highlighting their ambiguous effects and potential trade-offs through a qualitative case study. The findings emphasize the critical role of line managers in executing well-being strategies within an organization with a limited HR function and the challenges in maintaining well-being values during expansion. Additionally, the research demonstrates that workplace well-being can be a core value in a company's growth strategies, despite creating inconsistencies and trade-offs. This study addresses the need for more qualitative research in understanding how HR practices 'produce' employee well-being within a quality of life at work climate. It also contributes to the limited knowledge on how HR practices are implemented and managed daily, particularly focusing on the roles of top and line managers in executing well-being strategies.