Conceptualizing the role of different forms of employee well-being in learning organizations

Purpose Although employee well-being has been examined extensively, how it is manifested in the context of learning organizations remains to be explored. Thus, this paper aims to conceptualize different forms of employee well-being based on the characteristics of learning organizations. Design/methodology/approach This paper synthesizes relevant literature using a narrative literature review approach. Findings This paper conceptualizes five forms of employee well-being: colloquy, interchange, aspiration, flow and self-actualization well-being. In addition, this paper proposes the following. First, an employee’s perceived ease of engaging in serendipitous and spontaneous conversations has a positive impact on the employee’s colloquy well-being in a learning organization. Second, an employee’s perceived quality of peer exchanges has a positive impact on the employee’s interchange well-being in a learning organization. Third, an employee’s perceived organizational support in expanding personal capacity and competency has a positive impact on the employee’s aspiration well-being in a learning organization. Fourth, an employee’s perceived use of full capacity at work stemming from personal competency and social learning has a positive impact on the employee’s flow well-being in a learning organization. Finally, an employee’s perceived development of personal wisdom and maturity has a positive impact on the employee’s self-actualization well-being in a learning organization. Originality/value This paper extends the concept of employee well-being to the context of learning organizations. This paper also offers several managerial recommendations that may help managers create and maintain a learning environment where employee well-being is fostered.