**3. Conclusions**

Subjective well-being of personnel is both a humanitarian task of management and a factor of psychological resilience of company personnel, which manifests itself in the involvement of personnel in the innovative development of companies in turbulent conditions of external and internal environment. Subjective well-being has functions of increasing trust to management and emotional regulator of personnel's acceptance of innovations. The formation of subjective well-being as an interactive social action takes place in the context of its systemic determination by the culture of society, organizational culture, personality, and organism. The key determinant of SW is the company's OC, which is an intermediary between the influences of the culture of society and the requirements of management, solving the problems of innovative development, a carrier and translator of innovative values and their corresponding behavior patterns, a factor of organizational stress prevention.

Innovativeness in itself is a factor of SW if it is realized in the model of OC, having a pronounced adhocracy component, and in the corresponding management practices. In this case values of development, model of administrative interaction realized by management, and supporting labor and educational efforts of employees, can be a basis of formation of viable culture.

Personnel security is provided by five basic directions of work of management. The first is associated with the necessary changes in the organizational culture of the company in the direction of achieving the goals of innovative development and is based not only on the value of innovation, but also the value of employees as human capital of the company. If the value of the employee is not the true value of management, it is impossible to implement management practices that provide value reorientation and a new value commitment of staff, and the organizational situation continues to preserve the value conflict and confrontation between management and the rest of the staff. The second direction is manifested in the work to reduce or even remove the psychological costs of innovation. The third is in the supportive style of managerial interaction, which is established by management up to service leadership and ensures that employees trust managers as sources of help in solving complex problems. Fourth, the prevention of stress of innovation, which is realized in the anticipation of changes and preliminary preparation for them on the basis of wide informing the staff about the upcoming changes and the guarantee of preparation for them. And the last, positive reinforcement in terms of behavioral psychology. The problem is that they are usually available to all employees, regardless of the attitude

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

to innovative change, regardless of productivity and quality of work. This approach demotivates the adherents of innovation and creates opportunities to retain personnel focused on minimizing efforts to achieve organizational goals. In this case, programs become a cost, not an investment, and frustrate management. The serious restrictions in realization of these directions can be the generalized approach to the personnel as having general characteristics without taking into account different readiness of employees to accept innovations, adherence to strengthening of a clannish component of OK, desired by the most part of the personnel, absence of competence in realization of supporting and service management interaction.

A separate, not used yet, resource of creation of SW and happiness in labor activity can be meaningful development of the personnel, creating an essential impulse of activity in the direction of increase of innovativeness in labor. It seems that use of this resource will give the effects beyond labor activity. The transition to the meaningfulness of innovative labor, from the meanings of the known world to the meaningfulness of a more complex world and itself in it, in the movement to the unknown, the loss of anxiety and fear of the new, will certainly be important in other areas of human practice and in the education of new generations, already more ready to search for meanings and happiness.

### **Author details**

Lyudmila Zakharova, Zaretkhan Saralieva and Irina Leonova\* National Research Lobachevsky State University of Nizhny Novgorod, Nizhny Novgorod, Russia

\*Address all correspondence to: irina\_leonova@list.ru

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