The Meaning and Measurement of Well-Being as an Indicator of Success

This chapter discusses the conceptualization and measurement of well-being and success, and the relationships between the two. Many scholars in well-being research agree that well-being consists of satisfaction, positive and negative affect. There are less well established definitions in the area of success. Frequently, success is conceptualized in terms of career success, distinguishing between objective and subjective indicators. These indicators most often include salary, status, and career satisfaction. They are sometimes criticized for being inappropriate in current labor markets and as to their individual meaning. In this chapter, we provide a widening of the understanding of career success. This by incorporating the broader concept of work success in terms of success episodes referring to task performance, pro-social success, appreciation, and feedbac

Why Do Managers Leave Their Organization? : Investigating the Role of Ethical Organizational Culture in Managerial Turnover

The aim of the present longitudinal study was to quantitatively examine whether an ethical organizational culture predicts turnover among managers. To complement the quantitative results, a further important aim was to examine the self-reported reasons behind manager turnover, and the associations of ethical organizational culture with these reasons. The participants were Finnish managers working in technical and commercial fields. Logistic regression analyses indicated that, of the eight virtues investigated, congruency of supervisors, congruency of senior management, discussability, and sanctionability were negatively related to manager turnover. The results also revealed that the turnover group is not homogeneous, and that there are several different reasons for leaving. The reasons given for turnover were grouped into five different categories: (1) lay-off, (2) career challenges, (3) dissatisfaction with the job or organization, (4) organizational change, and (5) decreased well-being/motivation. ANCOVA analyses showed that those managers who stayed in their organization perceived their ethical culture to be stronger than those in turnover groups, and especially compared to groups 3 and 5. The results acquired through different methods complemented and confirmed each other, showing that by nurturing ethical virtues an organization can decrease job changes and encourage managers and supervisors to want to remain in their organization.peerReviewe