*2.2.5 Psychophysiological level of determination of subjective well-being of the personnel*

The psychophysiological level of determination of SW is influenced by the first three levels. For example, an employee would like to continue working, but the stress of not fulfilling traditional obligations (for example, the roles of grandparents are expected in the family) stops. Some employees' desire for stability causes dissatisfaction with management, creating a demand to learn new technologies. Other employees would like to use new technologies, but are stopped by personal anxiety: what if they fail. The low level of performance may not allow you to actively improve your skills, especially after a day of work: fatigue develops too quickly. And these examples could go on.

High level of stress experienced by employees increases accidents, causes decision-making errors, reduces activity efficiency up to its complete disintegration, increases conflict of labor relations, causes desire to consume alcohol and psychoactive substances, to stop working, to retire, promotes professional burnout, destroys health. Stress negatively affects the quality of life of an employee in the workplace and outside the organization, negatively affects family relationships, connections with close people [47–54]. Thus, anxiety, worry as precursors of distress, stress intensification up to its most unfavorable forms with its transition to the chronic stage are the key conditions and determinants of the decrease in the resilience of the staff, the disadvantage of the employee in the workplace and in life activity in general.

The brief analysis of determination of SW in the conditions of introduction of innovations allows to define OC of the company with a vector of its development as a system-forming determinant. It is explained by the fact that OC, solving the problems of external adaptation and internal integration [55], firstly, is a kind of psychological buffer between the culture of society and personnel, mitigating the influence of cultural values, which, in particular in Russia, are the factors inhibiting the innovative development. Secondly, OC under certain conditions is a carrier and transmitter of values and behaviors to the personnel that contribute to the innovative development of the company. Thirdly, OC provides organizational support (corporate training, encouragement of self-education, and adoption of innovations) to employees motivated for development together with the company and their labor involvement through management practices appropriate to its

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

type. And, finally, OC is able to reduce the stress of change and even promote the eustress that accompanies motivated creative work, generating and supporting the SW of the staff.

Overcoming of destructive influence of stress is that share of happiness, which brings labor activity in his experience. SW in labor activity extends to the experience of happiness in family and friendship at the expense of the positive emotional states brought into these types of relations.

The variability of the value basis of OC of Russian companies allows us to investigate the specifics of personnel security in innovative companies that successfully enter the technological mode of industry 4.0 and companies with many years of difficulties in transition to the innovative format of development (hereinafter referred to as ordinary companies).

### **2.3 Subjective personnel well-being in organizational cultures of different types: results of empirical research**

### *2.3.1 Design of the empirical study*

The bases of the empirical study were two manufacturing companies (innovative and ordinary) and two medical companies (innovative and ordinary). The innovative companies are highly viable, the management of ordinary companies sets the objectives of innovative development, but experiences significant resistance from the staff.

Type OC in innovative companies is based on market values with preservation of the developed relations in collectives and the expressed innovative component (on typology C.Cameron-R.Quinn) [41]. The hierarchical component in the companies is less represented than the market component. Type OC of ordinary companies is hierarchical-clannish with minimal representation of an innovative component. In the industrial companies, there are gyms, in medical—there are practically no programs, except for the corporate celebrations common for all companies. Corporate training is conducted in all companies. In ordinary companies, it is more formal, the priority is given to theoretical classes, and a certificate of completion of the program is obligatory. In innovative companies, corporate training is carried out with a shift in the balance of theoretical and practical training in favor of practice, the project method and team work are used, independent professional development in thirdparty organizations and internships are supported. However, none of the companies work on the purposeful development of the meanings of innovative development. Innovative values are formed spontaneously.

*Respondents*: Engineers and doctors of resident and innovative companies, men of three age groups: under 35, 35–59, 60, and older (N=425). The work experience of each respondent is less than 3 years, which means that the employees are fully adapted to the organizational conditions of the companies. The results of the study of female staff SW are presented in earlier publications [56, 57].

*Methods*: At the level of society's culture, the results of sociological research on the general cultural values of the Russians were analyzed. Characteristics of organizational culture were studied using the OCAI method of K. Cameron and R. Quinn. Power distance was studied with the help of the author's questionnaire.

Questionnaire question. How does your immediate supervisor address your subordinates in a work situation if he/she is satisfied or dissatisfied with the employee's work? Check the following boxes in the following form.


At the personality level, as indicators of SW were studied using the author' questionnaire, combining questions with direct scaling, self-assessment of fatigue from work activities and organizational conditions, self-assessment of health, psychological well-being in the labor collective. Example of questions of the Questionnaire "Subjective well-being in the workplace":

Question 5.2.

Is everything okay with your cardiovascular system?

−5\_\_\_\_−4\_\_\_\_\_−3\_\_\_\_\_−2\_\_\_\_−1\_\_\_\_\_0\_\_\_\_\_+1\_\_\_\_\_+2\_\_\_\_\_+3\_\_\_\_\_+4\_\_\_\_\_+5 I literally feel like an invalid I feel completely healthy.

At the psychophysiological level of SW determination, the experienced organizational stress was evaluated using R. Kessler's test [58]. The effects of SW included values of innovative organizational development, personal involvement in the work process, age-related self-esteem, and independent work on selfeducation. Priorities in values of organizational development are revealed with the help of OCAI method of K. Cameron and R. Quinn. The method of personal selfidentification by M. Kuhn and T. McPartland [59] was used to determine personal involvement in work activities. Behavioral characteristics were studied with the help of the author's questionnaire, the answers to the questions of which involve checking.

Example of questions in the "Working with Information in Professional Activity" questionnaire:

Question 4: How often do you refer to publications on professional Russian sites?

4.1. very day\_\_\_\_\_ (5 points)

4.2. Every week\_\_\_\_\_\_\_\_ (4 points).

4.3. Every month\_\_\_\_\_\_\_\_\_ (3 points)

4.4. Several times a year\_\_\_\_\_\_(1 point)

4.5. Never\_\_\_\_\_\_\_\_\_ (0 points)

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Question 5: Which Russian professional websites do you find most useful in your professional field?

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

*2.3.2 Key results of the empirical study of personnel security of ordinary and innovative Russian companies*

*Indicators of subjective well-being in labor activity*: The results are presented in **Tables 2** and **3**.

The data in **Table 2** show that SW of the personnel of innovative and ordinary companies, regardless of the sphere of business and age of the respondents, significantly differs by all studied indicators: fatigue, self-assessment of health, psychological well-being in the work collective. It is noteworthy that employees of innovative companies feel fatigue from work significantly less than their colleagues and peers in ordinary companies. The exception is employees older than 60 years old, the differences in the degree of fatigue from work do not reach the level of statistical significance.

This data suggests that the fear of employees of ordinary companies to innovate is vain. Work with new technologies after mastering them will be less time-consuming and leave more energy for non-labor activities. Organizational fatigue will also go away. Regardless of age, organizational fatigue in innovative companies is less than in ordinary companies. This is especially true for younger employees, with a score of 8.8 at an ordinary company versus 3.1 at an innovative company for engineers, p ≤ 0.01 and 8.7 at an innovative clinic versus 4.5 at an ordinary clinic, p ≤ 0.01. These data show that university training is more likely to match the organizational conditions of innovative companies, and the management requirements of ordinary companies are too heavy for young employees, stifling their creativity and initiative. Their work fatigue is significantly less than that of the organizational conditions. Then comes adaptation to these demands, and only in the senior group of resident physicians does fatigue from organizational conditions significantly exceed fatigue from work activities. The explanation most likely lies in the fact that this age group of doctors with their work algorithms developed over many years and a reputation as an experienced doctor is the most unpleasant and tiring of the management requirements of switching to innovative work methods (5.7 points of fatigue from organizational conditions versus 3.2 points of fatigue from labor activity, which, incidentally, is the minimum level of fatigue from labor activity for a doctor).

We can see that the self-assessment of health, both in relation to the cardiovascular system and the nervous system, is also better in most cases in innovative companies. The differences do not reach statistical significance only in the group of young doctors. They still feel very well, while their peer engineers feel healthier in innovative companies. Self-assessment of health declines somewhat with age, especially with regard to the cardiovascular system, but it is still higher in innovative companies. Particularly appealing is the fact that employees of innovative companies have a better nervous system condition: even at the age of over 60, it reaches 3.6 and 4.5 points against 2.6 and 2.3 points for employees of ordinary companies.

This is no coincidence. The study examined the health indicators most clearly associated with stress. It can be seen that stress indicators are significantly higher in ordinal companies than in innovative ones. In all cases, they averaged higher than 20 points on the R. Kessler scales. The young doctors of the ordinariate company have a stress index of 32.6 points. It is also high in the young doctors of the innovative clinic—26.5 points, but still significantly lower. The high level of stress in young doctors seems to be related to the high responsibility of their work activity. There is data in the literature that high social responsibility with a high level of stress may


*Happiness and Wellness - Biopsychosocial and Anthropological Perspectives*

