Well-Being or Well-Appearing? A Multi-case Analysis of Employees' Perceptions of Organizational Well-being Initiatives

The aim of this study is to investigate the relationship between well-being initiatives and employees' perceptions of well-being initiatives in different organizational contexts. We conducted a cross-context analysis of well-being initiatives in three companies operating in different sectors. Findings highlight that organizational contexts (organizational culture, organizational structure and work processes) shape management's strategic intentions about the well-being initiatives offered (i.e., the criteria used to configure the well-being packages), and the intentions that employees attribute to management's decision to offer a given configuration of well-being packages. We contribute to the process-based research of HRM and to the well-being literature by theorizing on the interplay between employers' strategic intentions and employees' attributions of intentions.