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In the occupational field, the post-COVID-19 era is characterized by a deterioration of employees' psychological health, and the "Great Resignation," or "Big Quit," leading to labor shortages in some activity sectors. In this context, identifying the factors of workers' psychological health and staff retention on which organizations can act is therefore a crucial issue. The new integrative construct of virtuous organizational practices offers promising prospects to address this issue. The aims of this study were twofold. The first was to explore the relationships between virtuous organizational practices on the one hand, and employees' need for recovery and turnover intentions on the other. The second was to test the mediating role of work ability between them. We conducted an empirical study with a sample of 521 individuals working in French organizations. Consistent with our assumptions, structural equation modeling revealed that virtuous organizational practices were negatively associated with employees' need for recovery and turnover intentions. Resampling analyses showed that virtuous organizational practices could provide a protective effect by promoting work ability, which in turn could decrease the need for recovery and turnover intentions. Theoretical contributions, limitations, and practical implications are discussed. [ABSTRACT FROM AUTHOR]

This study aimed to identify a new lever to prevent workers' burnout, work-family conflict, and turnover intentions by investigating psychosocial safety climate's relation to these undesirable outcomes. More specifically, drawing on self-determination theory, we explored the mediating role of psychological need thwarting in these relationships. Study 1 used a cross-sectional design to demonstrate that psychosocial safety climate was negatively related to employees' work-family conflict and turnover intentions, through the mediation of psychological need thwarting. Study 2 built upon these results by using a cross-lagged design to show that psychosocial safety climate, through its relation with psychological need thwarting, related to a decrease in burnout three months later. Burnout itself explained an increase in work-family conflict and turnover intentions. Altogether, this paper contributes to self-determination theory in organizations and sheds light on the longitudinal beneficial effect of psychosocial safety climate to prevent undesirable consequences for employees and organizations both. Theoretical contributions and perspectives, as well as implications for practice are discussed. [ABSTRACT FROM AUTHOR]

Research on the identification of organizational practices that promote individual and organizational performance is now very extensive. However, several studies have revealed the dark side of these practices on employees' psychological health. Consequently, researchers have called on the scientific community to focus on the well-being of workers and to identify the organizational practices that promote it. Thus, the aim of the present research was to fill this gap by introducing a new conceptualization of organizational practices supporting the psychological health of employees and proposing a new improved measure to assess them. Drawing on the American Psychological Association's model of Psychologically healthy workplace , we first conceptualized the innovative multidimensional construct of virtuous organizational practices. We then conducted four studies ( N = 1,407) to develop and validate the Virtuous Organizational Practices inventory . Results of exploratory statistical analyses provide strong evidence of the second-order factor structure of the inventory in different French samples and of the convergent, predictive and incremental validity of this tool. Implications for researchers, organizations and practitioners and avenues for future research are discussed., Competing Interests: FL headed AD Conseil. The remaining authors declare that the research was conducted in the absence of any business or financial relationship that could be construed as a potential conflict of interest., (Copyright © 2021 Aubouin-Bonnaventure, Fouquereau, Coillot, Lahiani and Chevalier.)