Organisational welfare is a complex private system that offers advantages to a company and its employees. However, when occupational welfare is largely implemented as an “economic” strategy, there is a high probability that it would not necessarily be capable of guaranteeing a profit. The risks and possibilities associated with the implementation of a welfare programme incur further challenges if applied to the context of SMEs. Thus, SMEs are organisational realities characterised by specific emotional and relational dynamics. As such, welfare in these realities takes on deep value and significance and so it potentially impacts processes of valorising human resources. With our study, we analysed welfare practices and representations within specific organisational realities (SMEs) in order to understand how welfare could impact organisational processes of valorising human resources. Based on our results, we realised that welfare can be seen as a sort of magnifying glass that allowed for the detection of the themes that led the organisations to reflect on their rooted values and identities. We suggest that SMEs should think about welfare as a process rather than a product, strengthening their awareness of factors, dynamics and processes that define the complexity of the quality of life in organisations.

D’angelo, C., Gazzaroli, D., Gozzoli, C., Organisational Welfare in Italian SMEs: The Process of Valorising Human Resources, <<SUSTAINABILITY>>, 2020; 12 (22): 1-13. [doi:10.3390/su12229318] [http://hdl.handle.net/10807/165885]

Organisational Welfare in Italian SMEs: The Process of Valorising Human Resources

D’Angelo, Chiara;Gazzaroli, Diletta;Gozzoli, Caterina
2020

Abstract

Organisational welfare is a complex private system that offers advantages to a company and its employees. However, when occupational welfare is largely implemented as an “economic” strategy, there is a high probability that it would not necessarily be capable of guaranteeing a profit. The risks and possibilities associated with the implementation of a welfare programme incur further challenges if applied to the context of SMEs. Thus, SMEs are organisational realities characterised by specific emotional and relational dynamics. As such, welfare in these realities takes on deep value and significance and so it potentially impacts processes of valorising human resources. With our study, we analysed welfare practices and representations within specific organisational realities (SMEs) in order to understand how welfare could impact organisational processes of valorising human resources. Based on our results, we realised that welfare can be seen as a sort of magnifying glass that allowed for the detection of the themes that led the organisations to reflect on their rooted values and identities. We suggest that SMEs should think about welfare as a process rather than a product, strengthening their awareness of factors, dynamics and processes that define the complexity of the quality of life in organisations.
Inglese
D’angelo, C., Gazzaroli, D., Gozzoli, C., Organisational Welfare in Italian SMEs: The Process of Valorising Human Resources, <<SUSTAINABILITY>>, 2020; 12 (22): 1-13. [doi:10.3390/su12229318] [http://hdl.handle.net/10807/165885]
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