Mechanisms of Organizational Mindfulness on Employee Well-Being and Engagement: A Multi-Level Analysis

Kriengkrai Kumprang; Suparak Suriyankietkaew

doi:10.3390/admsci14060121

Mechanisms of Organizational Mindfulness on Employee Well-Being and Engagement: A Multi-Level Analysis

Kriengkrai Kumprang, Suparak Suriyankietkaew

Administrative Sciences June 6, 2024 DOI: 10.3390/admsci14060121 (opens in new tab)

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Study at a glance

AI-extracted from the abstract

Characteristics	Qualitative case study Case report Peer reviewed
Population	Management and employees at a Thai manufacturing company
Intervention	Organizational mindfulness program
Topics	Meditation
Citations	39
Key findings	The authors report that an organizational mindfulness program improved employees' psychological capital, emotional intelligence, and perceived resources and alleviated perceived demands. They propose an emergent model that adds mindfulness and emotional intelligence to the job demand–resource framework to explain engagement at work, team, and organizational levels.

Abstract

This article investigates the currently limited multidisciplinary research front in emerging areas of mindfulness practice, employee well-being, and engagement. This evidence-based study aims to explore multifaceted mechanisms on how an organizational mindfulness development may affect well-being and engagement at multiple levels. This study employed a qualitative case study research design using Nvivo 12 software for a data analysis. The job demand–resource (JD-R) model was adopted as a theoretical framework. In-depth interview data were collected from diverse multi-stakeholders, including management and employees, in a Thai manufacturing company. Our findings uncover that the organizational mindfulness program can improve employee’s psychological capital, emotional intelligence, and perceived resources, and alleviate perceived demands. The result implies the importance of the mindfulness practice since it can support well-being and engagement at multiple levels, specifically from individual work and a collective team of colleagues, and toward enhanced organizational performance. Our proposed emergent model also advances the JD-R theoretical framework, by adding mindfulness and emotional intelligence as essential components to enhance engagements at three levels (i.e., work, team, and organizational engagement). Overall, the result critically provides the theoretical development and insightful managerial implications for professional and organizational development.

Comparable studies

Other case reports and case series on meditation, most cited first.

Study	Year	Design	Participants
Brain sources of EEG gamma frequency during volitionally meditation-induced, altered states of consciousness, and experience of the self Advanced meditator	2001	Case study	n = 1
Mindfulness Meditation for Alcohol Relapse Prevention: A Feasibility Pilot Study Adult alcohol-dependent graduates of an intensive outpatient program	2008	Prospective case series	n = 19
How does it feel to lack a sense of boundaries? A case study of a long-term mindfulness meditator. A single long-term mindfulness practitioner (S) with 40 years of practice in...	2015	Qualitative case study	n = 1
Loving‐kindness meditation to enhance recovery from negative symptoms of schizophrenia Individuals suffering from schizophrenia-spectrum disorders with persistent negative...	2009	Case study
Mindfulness-Based Cognitive Therapy for Problem Gambling A female problem gambler	2011	Case study	n = 1

Citations in the library

Cited by 4

Cites 21

and 16 more in the library