**Table 3.**

*Effects of subjective well-being/disadvantage of male staff of ordinary and innovative companies.*

### *Subjective Well-Being at the Workplace as a Social Action: Opportunities for Management… DOI: http://dx.doi.org/10.5772/intechopen.106595*

These data show that the individual values of personnel in Russia with regard to the organizational development of companies differ significantly in the key areas of OC development: clan and adhocracy. It can be seen that innovative and ordinal companies, regardless of the sphere of business, differ significantly in these indicators of both the current state of OC and the prospective one. The clan component is higher in all cases of comparison, and its representation fluctuates between 22.9 and 30.9% in ordinal companies, and the personnel want to strengthen it up to 28.9–38.2%. The minimal indicator of the desire to develop the company according to the clan type is typical for young doctors, but the management does not use this opportunity, and all other age groups have higher indicators with the maximum in doctors of the older age group. Thus, one can see an increase in conservative attitudes among physicians along with age. In engineers, the rates of adherence to the clan component of OC are similar across age groups.

There is also a tendency to want to strengthen the existing level of the clan component of the OC in innovative companies. This level in the current OC is represented in the interval of 16.5–27.7%, and the interval of 20.1–25.8% is desirable, that is significantly lower than it takes place in ordinary companies. It is noteworthy that the minimum level of the clan component in innovative companies is also recorded in young doctors, and the maximum in older doctors, as in ordinary companies. This indicates that the age trend of increasing clan commitment is more pronounced in medical labor.

Analysis of staff attitudes toward the adhocracy component of OC shows significant differences between innovative and ordinary companies. The actual level of adhocracy in the OC of innovative companies in most cases is significantly higher than in ordinary companies: the interval is 18.8–28.3% in innovative companies against 10.4–18.2%. Employees of ordinary companies wish to strengthen the adhocracy component, statistically significantly not exceeding the existing indicators. Employees of innovative companies are committed to innovative development, and their desires for innovativeness lie between 23.0 and 33.4%. The exception is the evaluations of young doctors of the innovation clinic. Their level of innovativeness appears to be lower than for all other groups and is not statistically significantly different from the corresponding assessments in the ordinariate company. It is also interesting that they lag significantly behind their older colleagues in their desires for innovativeness. Apparently, they expected a higher level of innovative technology, but also too much growth frightens them. If we recall the maximum level of stress in this group of respondents (26.5 points. **Table 2**), the values of innovativeness indicators determined by too high professional responsibility become clear.

Other effects of SW in innovative companies were also revealed. First of all, it is a higher level of labor involvement both at the moment of research and in a 5-year perspective. The indicators of involvement of older age groups seem to be worthy of special attention. While young and middle-aged employees are characterized by close indicators of actual and prospective engagement, with significantly higher indicators in innovative companies, older employees in ordinary companies are characterized by a sharp decline in prospective engagement. In engineers from 1.25 points to 0.3 points, p ≤ 0.01, and in physicians from 1.8 points to 1.1 points, p ≤ 0.01. In innovation companies, older engineers have lower engagement scores than younger age groups, but still significantly higher than peers working in an ordinate company and do not decline in prospective engagement (1.5 and 1.7 points). For older physicians, engagement scores remain high and continue to be so prospectively (2.4 and 2.2 points). These data indicate a high level of SW of senior staff in innovative companies.

Work at innovative companies encourages employees not only to improve their qualifications, which is also done at ordinary companies, but also to work independently with professional information. One can see significant differences in the involvement of the staff of innovative and ordinary companies in this process. Doctors are more involved than engineers. But it should be mentioned here that manufacturing companies have translation bureaus, and this can partially explain the differences in the performance of engineers and doctors. In addition, doctors seem to be more inclined to work on their own professional reputation than engineers, due to the specific nature of their work.

Indicators of employees' self-assessment of age deserve special attention. At innovative companies, employees feel significantly younger than their chronological age, unlike their peers at ordinary companies. Employees at ordinary companies feel significantly older. Young engineers and doctors feel, on average, more than 10 years older than their chronological age, while their peers at innovative companies are not much, but younger: 1.7–2.8 years. Most likely, there is a very strong emotional component in the assessment of one's age sense of self by young employees of ordinal companies, created by bureaucratic organizational conditions, formal requirements without the provision of help and support. For older ages, there is a layering of fatigue and declining health. The self-esteem of older employees of innovative companies seems particularly significant: engineers feel 7.4 years younger on average, doctors 3.2 years younger. The difference in assessments seems to be related to the fact that doctors more adequately assess their condition than engineers. These scores explain well the high willingness of older employees to continue their work activities and their involvement in the work process. They feel SW in the workplace and do not want to lose it, unlike senior employees of ordinaries. Even as they continue to work, they, deprived of a sense of SW, are more likely to support the financial well-being of their families with their work. Were it not for this factor, they would likely leave the workplace, which makes them tired, losing their health, and carrying the stress of the management demands of engaging in innovative activities.

The readiness of employees to strengthen innovation in companies with a pronounced adhocracy component in the OC indicates that their SW, manifested in high work capacity (low level of fatigue), good health, good psychological well-being in the workplace with a low level of stress, indicates that the innovative format of their companies not only does not destroy the achieved level of SW, but also supports it by understanding the need and opportunity to be at the forefront of innovative development.

And, on the contrary, employees of ordinary companies are afraid of increasing innovativeness, although they do not deny its necessity. But the organizational conditions manifested in the OC restrain the adoption of innovation by the staff and even prevent them. Experienced feeling of subjective disadvantage deprives the staff of the desire to cooperate with management. Employees want growth of a clannish component of OC, but results of research show that in the conditions of introduction of innovations in hierarchical-clannish model of OC aspiration to psychological protection at the expense of support of good relations of SW is not reached.

If we analyze SW indicators, it seems that the age self-assessment of employees can be reasonably considered an integrative indicator. Behind the age self-assessment there is a phenomenon of socio-psychological age of the personnel: managers also assess the personnel as "older," irrespective of chronological age in problem companies and as "younger" in innovative companies ([46], 200), [47, 48]. **Figure 2** shows the correlations between OC values and significant indicators of SW.

*Subjective Well-Being at the Workplace as a Social Action: Opportunities for Management… DOI: http://dx.doi.org/10.5772/intechopen.106595*

**Figure 2.**

*Correlations between the dominant values of the organizational culture of companies and the indicators of SW of employees in the context of innovation.*

We can see that in the conditions of OC with the dominance of hierarchy, typical for ordinary companies, hierarchy and labor involvement are characterized by a statistically significant inverse relationship, hierarchy denies innovativeness, increases the level of stress experienced by the staff and positively connected with the older age self-perception (subjective disadvantage). The opposite situation in OC with the dominance of innovativeness. The more innovative values are represented in OC, the younger (subjective well-being) employees feel, the more they are personally involved in labor activity, the more they do not like hierarchy. The connection between adhocracy and the actual behavior of an employee to develop his/her professional competence through self-education is also significant.

Summarizing the analysis of the results obtained, it should be noted that the transition to an innovative format of development took place over more than 20 years, and in ordinary companies did not take place at all, despite the setting by management of innovative development goals. Technological progress in innovative companies occurred at the expense of management's efforts to change organizational culture and the use of management practices corresponding to this change. As a result of many years of shaping the SW of employees in the context of adopting innovation, there has been a transformation of employee values from stability and relationships in favor of innovation and success in a competitive environment. Could this change have occurred more quickly? It seems that the management of companies did not use all resources in the development of personnel of companies. And first of all, a semantic resource. Training, first of all, connected with personal development, is positively perceived by the personnel, gives daily positive emotions, raises SW of the personnel [63, 64].

Modern labor offers ample opportunity to find and give meaning to it. For example, the meanings of conscious participation in a "green" economy compared with an economy that creates material goods, to the detriment of the environment, the very basis of life, are open to personnel with higher needs. But for personnel with predominantly deficit needs are not independently accessible without special assistance, for example, through corporate training. "Green" economy is able to give the necessary and desirable benefits to both, but only on the basis of the introduction of innovative technologies. This connection opens the finding of personal meanings by employees of innovative companies or those transitioning to an innovative format of development and experiencing significant difficulties in connection with this transition, and the stress associated with it. The ESG Environmental, Social, and Corporate Governance Standards provide assistance in finding personal meanings in

the adoption of innovation. In December 2019, the UK Financial Reporting Council published an updated version of its Code of Governance for Institutional Investors and their Advisors, setting out the highest requirements for responsible governance. It states very clearly that the purpose of governance should be "to create long-term value for clients and beneficiaries, leading to sustainable benefits for the economy, the environment and society" [65]. In Russia, few top managers know about these standards, but practically nothing is known to executives, though for economy they are a basis of attraction of investors, and for employees they have huge humanitarian value, including in finding meanings and purposes of development in labor activity, gaining of reliable basis for SW, and happiness in labor activity in conditions of acceptance of innovations. This new direction of research and management practice certainly needs to be tested, but the prospects seem inspiring.
