Case Study of As Monaco Basket

OLEKSIY YEFIMOV

IMPROVING EMPLOYEES WELL-BEING AT WORK IN SPORTS ORGANIZATION: CASE STUDY OF AS MONACO BASKET

Final Master Thesis

Programme: Sport Business Management State code 6211LX001

Supervisor: Assoc. prof., dr. Sonata Staniulienė

Defended: Assoc. prof., dr. Rita Bendaravičienė Dean of the Faculty of Economics and Management

Kaunas, 2020 Abstract

Author of Final Master Thesis: Oleksiy Yefimov

Full title of Final Master Thesis: Improving employee’s well-being at work in sports organisation: case study of AS Monaco Basket

Diploma paper Supervisor: Assoc. prof., dr. Sonata Staniulienė

Presented at: VMU, Kaunas, 2020 Number of pages: 55

Number of tables: 13

Number of pictures: 0

Number of annexes: 7

Key words: well-being at work, hedonic, job satisfaction

Even though, there are many studies on improving employees’ well-being at work, practice and reality sometimes presents itself in way nobody could aspect it. The research problem of this paperwork is to explore what are the factors which have a positive and negative impact on well- being at work and how manager can improve it. FMT explores literature review on theoretical backgrounds of well-being, factors which contributes to it and tools how improve it. Furthermore, it describes the field analyses, which is used to analyse collected data, investigates it and discusses results.

Key findings of this research did indicate, the levels of subjective well-being at the organisation, correlation between sport and non-sports related employee’s well-being to each other and positive sports as an entity effect on employee’s well-being. Finally, this research has proved that solutions of employees’ well-being in a sports organization are the same as the ones used in a business company.

2 Table of Contents

Abstract ...... 2

Introduction ...... 5

I. LITERATURE REVIEW ...... 9

1.1 Theoretical background of well-being ...... 9

1.1.1 General concept of well-being ...... 9

1.1.2 Well-being at work ...... 10

1.1.3 Well-being of athletes ...... 12

1.2 Factors contributing to well-being ...... 14

1.3 Improving employee well-being at work ...... 17

II. FIELD ANALYSES ...... 22

2.1 AS Monaco Basket ...... 22

2.2 Identifying employee well-being at work research design executive summary ...... 23

2.2.1 Background information ...... 23

2.2.2 Research method ...... 24

2.2.3 Interview and its procedure ...... 24

2.2.4 Survey and its procedure ...... 25

2.2.5 Methods of confidentiality ...... 26

2.2.6 Implementation ...... 26

2.2.7 Analysis method ...... 27

2.2.8 Employee well-being at work interview project and survey report ...... 27

2.2.9 Overall summary ...... 28

3 III. PROBLEM SOLUTIONS ...... 35

3.1 Identifying the problems and improving employees’ well-being at work in AS Monaco

Basket ...... 35

3.2 Satisfiers ...... 37

3.3 Dissatisfiers ...... 39

3.4 Solutions on existing problems and embracement on opportunities ...... 44

Results and Conclusions ...... 48

List of References ...... 50

4 Introduction

In a rapid evolution and fast pace progress of today’s work industry the concept of well- being has took a significant role of worldwide discussion, as this element in relation with work is getting more and more important. Companies started to acknowledge that having good well-being of employees at work would improve “organisation’s long-term performance, its productivity, the commitment of employees and its brand, facilitate improved retention” (Chou et al., 2012), but most importantly it would improve employees physical and mental health, self-esteem and overall life quality, not to mention, preventing negative outcomes of bad well-being (Virtanen et al., 2012).

As evidence of the relevance of the issue, countries, unions and organisations has established or incorporated index of well-being in their systems which would let them know the situation of this subject and to find necessary tools to improve it, as it is an integral part of being efficient at the work place. Nevertheless, it is important to notice, that there is still a big discussion, how the concepts should be defined, do to different approaches and rapid changes in work industry

Literature review of journals, books and scientific journals has revealed that there are many theoretical and practical researches on the mentioned topic and how to improve well-being of employees. However, it also has revealed that concept of well-being itself is very complexed and many approaches exist to it, so not all strategies could be adoptable to the case which will be analyzed in this paperwork. Despite this, the common opinion between researchers suggest two main dimensions, up on which the concept of well-being is constructed: hedonic and eudaimonic.

The first one is referred to the focus of happiness (e.g. Diener, 1984; Lyubomirsky & Lepper,

1999). The second approach eudaimonic focuses on physiological functioning and self-realisation

(Rogers, 1961; Ryff, 1989). Scientists also have a view of well-being as a multi-dimensional subject (Diener, 2009; Stiglitz, Sen, & Fitoussi 2009). Author of this paperwork will concentrate his research only on hedonic approach in order stay on managerial side of the subject and not to get into phycological aspect of it, which is eudaimonic.

5 Furthermore, it is also important to notice that every individual situation of well-being needs to be assessed specifically as there are different work subjects (e.g. managers, owners, human resources services, trade unions and others), different working environments and different job specifics (e.g. organization size, organization industry, regulations, rules and law of the country which are applied to it) (Anttonen & Rasanen, 2008).

European basketball clubs are not only specific compared to other non-sports industries but also compared to each other. The main reason is different regulations of the leagues these clubs compete in and sports regulations set by countries. However, the distinction is slowly reducing, because of international competitions and their set of rules, as to compete in these tournaments all the participants have to match the organizational requirements. But this compartment will not be analyzed more, as it is more unique to understand the main difference between the sports organization and organization which works in non-sports industry. The uniqueness of sports organization arises from having a sports and business sides of it. The first side contains sport related aspects which are fulfilled by players, coaches, doctors and other sports staff. The other side contains business related aspects which are fulfilled by managers, marketing specialists, accountant operators and other administration staff. Even though, there are two different “divisions” with totally different work specifics, both seek the same goal and both are run by one person – General

Manager (usually it is the most common position in basketball, while there some other names how this position is called). Due to that, it is important to understand, that in this case, the role of manager in improving employee’s well-being at work is very specific as he has to know how to act with two different fields of his workers. For example, sports as a tool can positively affect the well- being of employees who work administrative job, while improving their mental state, however competitive sport, in regards of other group of employees, might do the opposite, it often leads to poor mental health.

Scientific researches have indicated that there are many possible ways to support or improve well-being at work of employees, for example, the use of social support resulted in the higher level

6 of well-being. Literature review also presented other tools which could make a positive impact on well-being like motivational factors, environment improvement, the change of nature of the work and others. Nevertheless, these mentioned tools or non-existence of it, can be counted as factors which have a negative impact too.

The research problem of this paperwork is to investigate what are the factors which have a positive and negative impact on well-being at work and how manager can improve it in AS Monaco

Basket.

The object of this research - well-being at work of AS Monaco Basket employees.

The aim of this work is to propose improvements for AS Monaco Basket employee’s well- being at work. In order to reach this aim, a number of more specific objectives must be explored:

• To examine the concept of employee well-being at work and the factors which have an

effect on it from hedonic approach;

• To investigate what is the situation of AS Monaco Basket employee’s well-being at work;

• To propose improvements for well-being at work of AS Monaco Basket employees;

Final Master thesis structure matches the aim and objectives of this work. Without introduction and conclusions this paper includes three main body parts:

- First part explores the literature review based on the objectives that were raised at

the beginning of term paper.

- Second part describes the field analyses, which is used to analyse collected data.

- The third part investigates collected data and discusses results.

Author of this paperwork will use a mixed methods research. This methodology includes collecting, analysing and implementing quantitative data through the instrument of surveys and qualitative data through the instrument of interview. The first method of quantitative research will provide data which can be measured and statistically analysed and the second method of qualitative research will provide data which will be open ended. The selection of mixed research methods will allow to have a better understanding of the problem and how to solve it.

7 Main information sources of this thesis to create a research framework are scientific journals, books and papers. Furthermore, it includes reports, independent studies which are relevant to the topic of this paperwork.

8 I. LITERATURE REVIEW

1.1 Theoretical background of well-being

1.1.1 General concept of well-being

“A concept on well-being considers how people feel and function, and how they evaluate their lives” (Karen Jeffrey et al., 2014). Literature review has reviled a number of definitions and discussions among the scientist about the perception of well-being. Social, psychological or work- related well-being, numerous different concepts, but all of them emerge from two main approaches: hedonic and eudaimonic. The first one is referred to the focus of happiness (e.g. Diener, 1984;

Lyubomirsky & Lepper, 1999). Ryan & Deci (2001) suggests that hedonic approach consists of three main parts: “frequent pleasant feelings, infrequent unpleasant feelings, and an overall judgment that life is satisfying extends”. Diener (1984) has also defined this dimension as subjective well-being as it focuses on individuals own assessment. The second approach eudaimonic focuses on physiological functioning and self-realisation (Rogers, 1961; Ryff, 1989). In other words, this approach concentrates on individuals needs and qualities, which are an integral part for persons growth and development in reaching their full potential. To distinguish these two approaches, it is possible say that hedonic is based on focusing on subjectively determined state and eudaimonic – on objectively good (Kagan, 1992). Furthermore, scientists also have a view of well- being as a multi-dimensional subject (Diener, 2009; Stiglitz, Sen, & Fitoussi 2009). For instance,

Peter Warr (2002) suggest that well-being should be understood as an “umbrella”, underneath which there are multiple specific factors which define the term. Scientist state that defining well- being one way or another is more superior, but empirical work has revealed that there is a distinction between them and relatedness towards (Ryan & Deci, 2001; Waterman, 1993).

Due to the fact, that this paperwork concentrates on the well-being from managerial point of view, author will concentrate only on hedonic approach, avoiding confusion with other disciplines

9 of well-being, such as mental, physical or social. However, it is also important to notice, that some mental aspects will be touched as these disciplines are intertwined between each other.

1.1.2 Well-being at work

The topic of this paperwork suggests, that analyses of well-being concept should be narrowed while looking at it from the standpoint of work. Companies started to acknowledge that having good well-being of employees at work would improve “organisation’s long-term performance, its productivity, the commitment of employees and its brand, facilitate improved retention” (Chou et al., 2012), but most importantly it would improve employees physical and mental health, self-esteem and overall life quality, not to mention, preventing negative outcomes of bad well-being (Virtanen et al., 2012).

The concept of well-being at work is as complicated as general definition of it. European

Agency for Safety and Health at Work (2013) has suggested that it should be assessed by these 5 groups:

• “social wellbeing – having strong and loving relationships;

• community wellbeing – this is realised when organisations invest in their employees,

who in turn invest in their communities;

• financial wellbeing – organisations could help employees achieve this element when

they provide financial advice that contributes to successful money management, and

thereby feelings of financial security;

• physical wellbeing – organisations could assist by incentivising healthy behaviours,

such as providing healthy food, which in turn contribute to the good health and

increased energy of employees;

• career wellbeing – achieved through the development of employees who are then

more likely to engage customers, as they like their jobs”.

10 These groups illustrate that there are multiple hedonic (subjectively determined state) and eudaimonic (objectively set goods) elements incorporated to it.

Furthermore, scientists have noticed that this concept might be approached differently because it involves different work subjects (e.g. managers, owners, human resources services, trade unions and others), it involves different working environments and different job specifics (Anttonen

& Rasanen, 2009). To illustrate it better, we can look at British Media giant has which has presented a list (2019) of best companies to work for, while dividing them in top 100 best non-for- profit organisations, top 25 best big companies, top 100 best companies and top 100 best small companies. One of the factors to determine and select these companies was the level of well-being of employees. Once more it is important to notice that the concept of well-being is very wide and due to that it is important to consider the fact, that these results are not 100 % objective, as they are based on the paradigm by which well-being is understood by list creators. Results has showed that the level of well-being is better in small companies rather than big ones. The main reason for it is that for smaller companies it is easier to understand the needs of their employees compared to bigger ones, but it should not be an excuse as bigger companies could also think as small ones in regards of understanding well-being. That might help them to foster and increase the levels of satisfaction of their employees. One more interesting result they showed is, that the levels of well- being are bigger in non-profit seeking organisations, rather to the companies which are pro-profit.

Again, the observation is that the non-profit organisation purposes are more corelated with employees who has a lower standard or in other worlds an easier approach to their own well-being.

These observations are important because as author of this master thesis has emphasised before, manager in AS Monaco Basket organisation has to deal with two different units of employees, which comes from administrative side and from the sports side. Due to that, the range of well-being at work, in regards of mentioned organisation, expands significantly, as the needs, requirements and priorities are very contrasting.

11 Finally, due to rapid world development and changes in the societies and organisations, the concept will be changing as well, for example, the adoption of well-being definition in European

Union countries. Only 8 members have incorporated it their own regulations (European Agency for

Safety and Health at Work, 2013).

As it was mentioned previously, the concept of work-related well-being has elements of both approaches, hedonic and eudaimonic. Despite this fact, it can be noticed that literature review has reviled only partially conceptualized well-being at work discipline. Most of it leads to the concept of job satisfaction as a conceptualization of “job enjoyment” or hedonic approach of well- being at work. (Dik, Duffy, & Eldridge, 2009; George & Jones, 1996). But recently, there has been few publications on the models, which examines both of common dimensions such as New

Economics Foundations (2014) Dynamic Model of Well-being at Work and Job-Related Well-being

Model by Teresa J. Rothausen (2013). Nevertheless, this work will only concentrate on hedonic approach in order not to go deep into phycological side of this discipline.

To summarize this part, it is possible to state that literature review has presented multifaceted nature of well-being at work, and it cannot be defined only from a sole perspective such as physicality or mentality, however current conceptualization of this discipline is referred to hedonic approach, while eurdaimonic approach is still emerging.

1.1.3 Well-being of athletes

Finally, after looking at complexity of general well-being concept and the concept of well- being at work, it is also important to understand, how it is perceived by the professional athletes.

Probably it could be stated, that it should be understood the same as well-being at work as athletes are also considered as workers, but their work involves different elements which effect it. However, these different attributes make the difference and needs to be looked at.

As mentioned previously, sport as physical activity is an effective way to increase the levels of well-being in work (Kowalski and Crocker, 2012; Kromhout and Schuit, 2004), but it is not the

12 same in regards of professional sportsmen and a regular person. A professional athlete spends half of his/her life doing physical training, in order to reach high results in his/her sports field. Athletes road to success is not easy, as they face many injuries, illness and pressure from the inside of the organisation or club and from the outside of it (fans, sponsors media). Due to that, athletes face both phycological and physical affects to their well-being (Lundqvist, 2011). Literature review has not presented many researches on the topic of this chapter, but one of the most common scientists on it,

Lundqvist (2011), has expressed her observations that studies cannot provide one true concept of well-being (in regards of athletes). It is the same situation which author has explained while looking at the general concept and job-related concept of the well-being. In the later studies, athletes had described to her well-being from hedonic, eudaimonic and also from social approaches (Lundqvist,

C., Sandin, F. 2014). As from hedonic approach they described it as satisfaction of sport itself in relation to happiness, from eudaimonic perception they described it as self-esteem in correlation with their personal life values, and from social approach they have indicated “importance of being part of a coherence in which people accept you unconditionally” (Lundqvist, C., Sandin, F. 2014).

Finally, the same as it was mentioned in regards of well-being at work, this concept should be evaluated individually as there might be different working subjects, different environment and other attributes, but the biggest attention goes to different organisational systems and culture of the country, where they train and compete, as it is a common practice that many professional athletes make their leaving outside their homeland.

To summarise the chapter about theoretical background of well-being concept it is possible to state, that literature review has presented many approaches of it and conceptualisation is still an issue, despite, which definition we will look at: general well-being, work-related well-being or well-being of athletes. Furthermore, we can assume that rapid evolution of technology, globalisation and new management system implementations will even broaden the concept and it will keep changing. However, it is agreed by researchers that all of it comes from two main streams: hedonic (emotions, like happiness or concerns), eudaimonic (sense of life lived well, sense of

13 purpose while meeting phycological needs) or both combined. Due to the context of this paperwork, author will base his research only from hedonic stand of view in order to stay with the discipline of management and not to get into psychological side of the concept, which is eudaimonic. In the following part of literature review author will analyse factors, which are contributing to well-being in work. These factors later will be used as a framework to analyse and explore the case study of

AS Monaco Basket organisation.

1.2 Factors contributing to well-being

In order to understand, what are the levels of well-being and how well-being can be improved, it is important to know the factors, which contribute to it. European Commission studies report of 15 European countries on general well-being (2011) has excluded quit few elements which affect it:

• subjective well-being (e.g. mood, belief in yourself, luck, genetics);

• economic and employment situation (e.g. money and job satisfaction)

• education and intellectual development (e.g. educational opportunities)

• health and nutrition (e.g. physical health and health care)

• infrastructure (e.g. cleanness and innovative technology)

• interpersonal relationships (e.g. personal relationships and friends)

• civic life (e.g. government and political aspects)

• cultural and spiritual activities (e.g. leisure activities and religion)

• environment (e.g. weather).

This European Commission report does not provide any precise answers, due to the fact that it has indicated every single element, which surrounds the life of human being. Nevertheless, it shows, that even if this paper is examining only the concept of well-being at work, there are a lot of external elements which could affect it, such as politics or weather, which manager cannot control.

14 To narrow factorials of well-being, it is necessary to look at work related concept and what researches analyze on behalf of it. Members of New Economics Foundation (Jeffrey K, Mahony S,

Micaelson J, Abdallah S, 2014) have excluded that main elements which correlate with well-being at work to:

• Personal resources: health and vitality; work-life balance.

• Organisational system: job design (fair pay, job security, environmental clarity,

achievable jobs); management system (feedback, managers behaviour, organisational

management); work environment; social value.

• Functioning at work: use of strengths and feeling a sense of progress; sense of

control; work relationship.

• Experience at work: positive and negative feelings.

Comparing it to the ones, which were excluded by European Commission, there are a lot of similarities, however here we can see a separation between subjectively set means and objectively set goods. To explain it more precisely, elements of personal resources falls under eudaimonic approach and organisational system, functioning at work and experience at work - under hedonic, which is relevant in regards of paperwork context.

Moving forward, and concentrating only on factors, which contributes from hedonic approach, Teresa J. Rothausen (2012) has conceptualised them in three categories:

• Tasks (first order factors: work process, work product, technology used; second

order factors: level of involvement with people, things, ideas);

• Work Relationships (first order factors: supervisor, co-workers, customers suppliers

other professional; second order factors: supervision-technical, supervision-human,

peers-friendships, subordinates-quality mentors);

• Organization (first order factors: leadership and management, reputation, time

policies, working condition; second order factors: flexibility, communication,

strategy and position, stability buildings, technology, inclusiveness).

15 Factors presented by Teresa J. Rothausen (2012) verifies and contributes to the previous one, done by members of New Economic Foundation, though they are not exactly the same, but the essence of them are. As it was mentioned previously, literature review has presented that most of work-related well-being is conceptualised on the construct of job satisfaction. (e.g., Guion, 1992;

Meyer & Maltin, 2010). After excluding factors which are contributing to well-being at work, now it is possible to look what is the correlation between job satisfaction and mentioned concept. In order to do that, author will examine Frederick Herzberg Motivator-Hygiene theory as it is well- suited to the situation.

In 1968, Frederick Herzberg has presented a Motivator-Hygiene theory. In literature this theory is also called as Two-Factor theory. Author of this doctrine suggest that there are two important sets of factors motivator and hygiene, which are important and works as stimulation for employees` work. Furthermore, he has noticed that employees are satisfied with motivation factors, but they do not react the same to hygiene factors. According to him “Motivation factors enhance self- satisfaction, hygiene factors eliminate self-dissatisfaction” (Hertzberg, 2003) and that is a backbone to his theory. Employees are disaffected if their employers do not meet hygiene factors, but at the same time meeting them only brings short term solutions. On the other side, in regards of motivational factor, they have much bigger impact on the individuals and have a grater effect on their well-being at work.

Two-Factor theory suggest that every employee is a different case of organism, with different needs of satisfaction and due to that organisation needs to learn what are their employees` motivators, but first they should guaranty that hygiene factors would be met already. Moreover, Hertzberg`s

Motivator-Hygiene theory has suggested some deficiencies, for example, the degree of self- satisfaction do not have direct contact with work productivity and group target. Already here, similarities between job satisfaction and well-being at work can be seen as Ryan & Deci (2001) suggests that hedonic approach consists of three main parts: “frequent pleasant feelings, infrequent unpleasant feelings, and an overall judgment that life is satisfying extends”.

16 Herzberg (1959) has presented two dimensions of factors, which affect employee’s composure on their work. He noticed that factors: salary, supervision, interpersonal relations, company policy and working conditions are hygiene factors. According to him, if work miss hygiene factors it is creating job dissatisfaction, though the existence of it does not motivate or create satisfaction. On the other hand, motivator factors have a different effect. He excluded five elements which enriches employees work: achievement, recognition, the work itself, responsibility, and advancement. These motivators or satisfiers are corelated with a long-term positive impact of employees’ well-being and hygiene factors or dissatisfiers are corelated with short term positive impacts on employee’s performance. The exclusion of satisfier and dissatisfier factors just proves the theory that well-being at work from hedonic approach is conceptualised on the same construct, as factors which were presented in correlation with contributing to well-being match each other. Motivator factors suggests employees` relationships with their work performance while hygiene factors suggest their relationships with their environment where they do their work. Comparing factors of Herzberg, we can see that they are same as those, which were excluded by previous researchers, though in this case they have an exact distinguish between them.

The exclusion of satisfier and dissatisfier factors just proves the theory that well-being at work from hedonic approach is conceptualised on the same construct, as factors which were presented in correlation with contributing to well-being match each other. As this paperwork concentrates only on hedonic approach of well-being at work, these factors and Herzberg theory will become a framework to analyse and improve well-being of AS Monaco employees, while the following chapter will look at the tools how can it be done.

1.3 Improving employee well-being at work

In the final part of literature review it is important to look into element of how employee’s well-being can be improved in organization. Mary Parker Follett (1924) has described management as an art which allows things to be done through/with the efforts of other people. According to

17 Gayane Tovmasyan (2017) “Management is defined for conceptual, theoretical and analytical purposes as that process by which managers create, direct, maintain and operate purposive organization through systematic, coordinated co-operative human effort”. Furthermore, he explains that management is a total of activities which in connection with well-being are: to set objectives, secure employees, direct and motivate the them, supervise and control their performance. Looking back to the excluded factors, which contributes to well-being at work, it can be said that manager is a right person to affect it. Furthermore, Henry Mintzberg (1973) has categorized the roles of manager in interpersonal (leader, figurehead and liaison), informational (monitor, disseminator, spokesman) and decisional (entrepreneur, disturbance handler, resource allocator and negotiator, while Gayane Tovmasyan (2017) identified communication, leadership, professional knowledge and teamwork as essential skills for manager to have, in order to make an positive effect on employees well-being at work.

One of the ways the ways manager can improve the well-being of his employee’s is through the social support. The analyses of social support have begun in the previous century. Cobb (1976) has described social support as a flow of information, due to which a person feels cared about, loved and involved in the society life in general. But again, as more disciplines have adapted the element of social support, more defining’s and understandings have emerged. Due to the fact that this work focuses on the well-being at work, author will only concentrate on the concept which is related to it. Management researches has indicated that social support through the lenses of well- being can be divided in work related and non-work related. This distinction is based on the social support sources, which we have to take a deeper look in.

Literature review has indicated three main support sources in relation with work: organizational, line manager and colleague support (Eisenberger et al, 2001). Non-work support is also relevant to the topic, as well-being of person is not consisted only from one side, but it won’t have a deeper analysis on it, as the competence of manager cannot control the outside elements like

18 family or friends. However, it is possible to say that while improving wellbeing of employees at work, non-work-related well-being will be affected as well.

Organizational support is the first supporting element, which will be looked at. Eisenberger

(2011) has stated that relationships in work consists not only with economical exchange

(service/product=payment), but also it includes social exchange. What he meant, that money is not the only aspect in these relationships, but also support, recognition, respect and other social elements involved here. It can be noticed that it is similar to what has been said by Herzberg, that if hygiene factors (e.g. fair pay) does not exist, it can create dissatisfaction at work, but on the other hand existence of it does not motivate or create satisfaction at work. We can state that everything what combines this support is referred how organization value their employees, their well-being included. In addition, Armstrong-Stassel and Ursel (2009) notices that organizational support is also an expectancy that with organization caring about their employees, it creates a feedback and, in some way, obligation, for employees to deliver better results. It is possible to say that this support work like an exchange, which could lead to higher results, work efficiency and commitment to the organization. But Eisenberger (2012) emphasizes, that these exchanges have to be voluntarily, in other words, employees should not ask for the support from the organization. It should work opposite; organization should act voluntarily and act first to prevent things from badly effecting well-being. For this to happen we have the important role of the manager. Gilbreath and Benson

(2004) explains that the leadership style, behavior, communication skills of the manager or supervisor are just few elements, who can help to predict the employee’s well-being and give them organizational support needed.

To continue on the support sources, line managers and the importance of their role, is well noticed in the literature review (Beehr et al, 1990; CIPD, 2012). As it was mentioned before, scientist Henry Mintzberg (2013) has categorized the roles of manager in interpersonal (leader, figurehead and liaison), informational (monitor, disseminator, spokesman) and decisional

(entrepreneur, disturbance handler, resource allocator and negotiator). These skills are tools for

19 manager to become a source of support for improving the well-being of employees and in our case the most important source. However, scientists have noticed that the bad use of these skills might lead to not only improving well-being but also to bad physical effects, which might damage it, like stress or illnesses, (e.g. alcoholism) (Bamberger and Bacharach, 2006).

The final source of support is a support from colleagues. Some of the scientist find it as a mediation thing, in other words, what they say is that this support, helps to connect to other earlier mentioned sources: organization and line manager support (Tucker et al., 2008). As it was mentioned earlier, in regards of the manager support from the bad side, it is possible to say, that colleagues could be the same - not only to improve well-being, but also to make bad psychological effects. Furthermore, the studies have indicated that this kind of support is more effective for men, opposite to line manager support, which is more effective for women. That again, indicates the complexity of manager role as there are so many different factors, which effects employees differently and so many considerations must be examined.

Literature review has also showed other solutions, besides social support, how employee’s well-being could be improved. From the holistic point of view, it is suggested that the wide range of measurements should be taken to indicate well-being (Dollard et al., 2007). In other words, organizations responsibility in improving well-being should not be based on a “guess”. A proper measurement should be implemented, which would not only help to indicate the levels of well- being but prevent it from dropping or built a strategy in order to improve it. For example, a company in Brazil made an internal study on the biochemical hazards to which workforce was exposed (Drucker, 1999). It led to building a strategy on which changes were made in work organization, work environment and even work culture.

Finally, factors which were mentioned as contributing elements of well-being at work, itself work as tools for improvement or drivers of well-being. Job design (fair pay, job security, environmental clarity, achievable jobs); management system (feedback, managers behaviour, organisational management); work environment; social value; use of strengths and feeling a sense

20 of progress; sense of control; work relationship; positive and negative feelings – all these elements

(from the positive side of view) can improve well-being, but there is no one way how to do it as it can be done in many forms (Jeffrey K, Mahony S, Micaelson J, Abdallah S, 2014). For example, as it was mentioned previously, salary falls under dissatisfier category, but it has an effect on employee’s well-being, especially if we would look from the lens of age or gender. Evidence collected through the decades indicated that it is important element to middle age men compared to young and senior employees. Another example is achievable jobs, which means that there are goals formulated in the organisation, but it leads us back to social support which was mentioned before.

To summarise this chapter it can be noticed, that social support has a big role in improving well-being at work, as it covers the internal relationships of the company in many forms and the ways it has to be managed. Furthermore, manager of company and skill set, which he has to have is essential to notice and act on the well-being. It is also essential, to understand that every organisation has different work subjects, different organisational culture and different job specifics.

Due to that, all the implementation cannot be used as one framework. Every situation should be analysed individually, and tools selected properly. Finally, the financial ability of the organisation is a factor as well, as most of the dissatisfier or hygiene elements can be improved only if company has funds to do it.

21 II. FIELD ANALYSES

2.1 AS Monaco Basket

In the first part of field analyses chapter, author will analyse the research organisation – AS

Monaco Basket. Club is a new and uprising project in Europe. It is an independent entity, which was found in 1924, but has reborn in 2014. Six years of new club existence has presented great results, as team has won two promotions in third and second divisions of domestic French basketball leagues. The debut in the first league brought club the record books as new promoted team has become a champion of Leaders Cup (best 8 French League team competition), while also finishing in the top of LNB regular season.

In 2016, club has earned the right to compete in FIBA Champions Basketball League. Team has become a top club in the group stage of the league while in playoffs have eliminated clubs, which have a long and rich history in European Basketball. Finally, the international season was awarded by winning third place and bronze medals of the mentioned tournament.

The following season has brought even better results. Club has repeated the success of

Leaders Cup third season in a row, while in French Championship team managed to reach the finals and became vice-champions.

Finally, in 2018/2019 season club has begun with one more recognition. The strongest and biggest European club basketball organisation – Euroleague, has invited club to compete in 7 Days

Eurocup tournament, which is recognised as the second strongest international club competition in

Europe. Team has ended their run in the previously mentioned tournament while being among Top

16 clubs. Performance in domestic league was awarded by the title of vice-champions.

Club is well supported by the Prince of Monaco – Albert II, and governmental structures of the country. As an example of country support is the help to reconstruct the arena where team competes (Salle Gaston Medecin), which is placed in Stade Louis II stadium. The reconstruction and increase of capacity have allowed team to compete in competition organised by Euroleague.

22 Great AS Monaco Basket performance on the court and of the court, while having efficient marketing campaigns, has led the club to become one of the most exciting and well-known basketball brands in France. As a result of that team has the biggest tv coverage and the fastest increase in social media among other domestic clubs. Nevertheless, the recently brought project has big future plans and is looking to improve in all the aspects of club activities.

In the nature of people, investments are associated with stocks or bonds, however there is other ways how investment could be seen – human resources. The world of business has become a very competitive place and due to that it has become an important factor to have a good recruitment and retainment of company’s employee. As it was mentioned previously, the factor of a high level of well-being of employees` at work is crucial to have better productivity, engagement and loyalty.

Performance and success of the organisation as well-noted to its workers. In addition to that, it is important to understand that basketball organisation consists of two pillars of employees: sports and business. Sports related employees consists of coaching staff, players, doctors, physiotherapists, team managers and other sports staff while non-sports related employees` - marketing specialist, communication specialist, ticketing personnel and others. It is mandatory to mention this separation as these two different groups of employees and their well-being at work is affected differently in regards of many factors such as the specifics of work and work environment.

Author of this paperwork believes, that the research of well-being of employees` at work will help to measure the levels of their job satisfaction, loyalty and trust, while also implementing and taking action to make situation better and build a stronger connection between employer and it workers.

2.2 Identifying employee well-being at work research design executive summary

2.2.1 Background information

This chapter concentrates on the outcome of employees` well-being at work research, which

23 was made in 2019, November. Research includes data which was arranged from fifteen sports related employees (players, coaches and other sports personnel) and five non-sports related employees, who are full-time workers at the club.

AS Monaco Basket has been doing well-being at work survey to all non-sports employees every season. During the season a survey of well-being at work is administered. The outcome of these surveys has indicated the decline of morale for non-sports related employees`. Author of this paperwork, who is also a General Manager of the team, has proposed to address this issue and to improve situation (Annex 2 for a copy of the proposal). Nevertheless, before proceeding to a detailed analyses of employee well-being at work, an assessment of subjective well-being at work survey is needed, in order to identify the levels of mentioned subjects. Author also expects that the aim of this research will be beneficial to company’s development. This paperwork will expose, what are the levels of AS Monaco Basket employee’s well-being at work and will suggest tools how it can be improved, in order to increase efficiency of work performance. It is important to notice, that research will not only investigate the well-being of non-sport employees at work, but also sports related employees too.

2.2.2 Research method

2.2.3 Interview and its procedure

To construct well-being at work protocol, author of this paperwork has used a hybrid

24 approach: Appreciate Inquiry (AI) and traditional questions combined. The inclusion of Appreciate

Inquiry method is used in order that participants would suggest a solution and not only identify the problem. This tool allows to reflect employees` view of things which were good while using in the past, which are good while using now and things which would improve their future working environment and how it can be implemented. Questions from interview are included in Annex 3 for non-sports related employees and in Annex 4 for sports related employees. They deal primarily with employee well-being at work, what is the perfect work environment to them, how can they implement these changes by themselves and how they would act if they were general managers of the club.

Author has been taught of AI protocol implementation, of approach to his employees without judging them and keeping information which are provided by them in confidentiality, of taking the right field notes and conducting the interview. Electronic recording device, paper and pen were used to record the sessions. The reason for having written recoding tools were used in order to indicate employees` emotions, mood and overall behaviour, while also working as a backup if electronic recording device would fail.

2.2.4 Survey and its procedure

Survey as an instrument to collect quantitative data will be used based on The Office for

National Statistics’ (ONS4) subjective well-being at work suggested form. From 2011 this survey has been implemented in United Kingdom Integrated Household Survey in order to determine the levels of subject well-being of countries habitants. Furthermore, it has been used in New Economics

Foundations (2014) Dynamic Model of Well-being at Work. However, the questions of the survey have been reconstructed by removing generality of subjective well-being and narrowing it to subjective well-being at work (Annex 6). Survey consists of four questions with a response scale of

0-10 (very high, high, medium or low, see Annex 7), intended to capture what people think about their well-being at work. It assesses how people are satisfied with their job overall, asking whether

25 they feel they have meaning and purpose in their jobs, and asks about their emotions during a particular period at work.

Procedure of survey was done by sending google form for recipients in order to avoid subjectivity and ensure the confidentiality of participants answers.

2.2.5 Methods of confidentiality

In regards of this inquiry nature it was necessary to guaranty that content and implementation of it would remain confidential. Due to that, author had to take all the possible actions that participants would be assured, that no information would be leaked. Moreover, interviewees were guaranteed that their identity won’t be revealed. Sessions started with introduction of confidentiality methods which are used, and all the participants were asked to honour it as well as to honour their colleagues while expressing concerns in regards of issues raised in the questions. The assurance of confidentiality was again repeated at the closing stage of the sessions. Eventually, author of this paperwork has decided not to take additional data from surveys, such as gender or age of the participant, as to a small target group of the research it might affect their confidentiality.

2.2.6 Implementation

For the implementation of interview there were a total of 20 individual (one-on-one) interview sessions (five non-sport related employees and 15 sport related employees). One hour was set-aside for each session. Sessions took from 15 minutes to around one hour, while the average duration was 30 minutes. Interviews have started with introduction from this paperwork author, during which he has presented the essence and reasons of conducting the project, while also assuring the rules of confidentiality. Furthermore, during the introduction, author has encouraged participants to be honest and say positive and negative opinions. After asking a question author has also encouraged a discussion to have a better understanding on participants opinions. Finally, at the

26 closing part of sessions, author has given comment cards for the participants that they would make additional notices on the procedure or just make extra comments, which they did not express verbally on the issues which were raised during the interview. Interviews were done in English as all the employees speak this language fluently.

For the implementation of surveys there were a total of 20 individual (5 non-sport related employees and 15 sport related employees). Surveys was taken by two separate groups of earlier mentioned employees while the process lasting approximately 90 seconds for each individual. The same as with interview procedure, questions were written in English as all the employees are fluent in this language.

2.2.7 Analysis method

After completing the sessions, author of this paperwork has made a transcription of the records. Furthermore, a statement of confidentiality was signed before the conduction of this project

(according to Monaco law). Recordings of the sessions were destroyed when author made the transcriptions of it. Author has also made a transcription of the comments, which were made by the participants on comment cards. All transcriptions were rearranged to major themes.

After rearrangement, author has looked to the comments one more time in order to clarify that all the major themes matched the definitions, which were assigned.

For the data collected by surveys, all of it were put on the Excel file in order to divide the subject of the question while identifying the average numbers of it for sports-related employees, non-sports-related employees and total.

2.2.8 Employee well-being at work interview project and survey report

This report emphasises the results and the method from the employee well-being at work survey and interview project. Information included in the report is:

• Project background information and substantiation for it;

27 • Information on the methodology, questions for the participants, participants selection

procedure, confidentiality tools, data analysis and transcription;

• Findings and a summary of it;

• Major theme exclusion and description;

• Measuring subjective well-being at work levels;

• Observations throughout the project.

2.2.9 Overall summary

Author has analysed the results of interview in order to exclude major themes. Themes which were identified are: workload, equity, physical facilities, bureaucracy/processes, trust, relationships, support, recognition, what can I do, overall satisfaction (see Annex 1, tables 1-

10 for themes and their definitions). Before analysing separate themes, it is important to mention general outcomes, which were noticed during the procedure of interviews (for more detailed comments, see Annex 5). Many of AS Monaco Basket employees expressed that they were passionate about working at the club as they have showed a strong emotional connection for why they worked/played/represent the organisation. Furthermore, participants enjoyed being part of this process and were glad they were asked to participate. However, confidentiality was a big concern.

People were concerned that their transcripts would be released. They were concerned that the Club's

President would have access to their data. Some participants expressed concern that their suggestion would not be heard if it did not surface as a “theme.” They asked questions about if other people had mentioned their suggestions because they wanted to know if enough people brought it up for it to be considered a theme. Nevertheless, the goal was reached as they have expressed their opinion, which led author to construct major and small themes in order to improve well-being at work.

One of the first major themes which were indicated was physical facilities. Participants has indicated more negative view towards it. Non-sports related employees (NSE) have mentioned not having window office, that they feel crowed in the workplace, lack of lighting, furniture and

28 absence of privacy or confidentiality due to sharing offices. In regards of sports-related employees

(SE), opinions were different as they have noticed that gym was small and old but at the same time cosy and pleasant to play at. However, comments on lockers and other basketball facilities were negative due to the fact of being too small and poorly equipped.

Second major theme, which was excluded by author of the paperwork – equality. That was especially noticed between NSE. They made comments on fair pay (negative and positive), favouritism and different standards regarding co-works. While SE have emphasised the fairness of the effort and given reward (in most cases players have expressed a positive approach toward them, as hard they give themselves during the practices as more playing time they receive).

Next major theme which were noticed during the procedure was bureaucracy and work processes. This theme was brought up only by non-sports related employees as they have indicated that the lack of spending time in the office by the General Manager prolongs the procedures of work being done. Furthermore, they have expressed that in many cases of work processes they feel not being heard.

The fourth major theme and one of the most mentioned was – work relationships. This major theme includes sub-themes such as hierarchy in the club, team bonding, collaboration across units, co-working with internal and external staff. Includes comments about the structure and management in the club. Once again more negative reaction was received from NSE, rather than

SE. Sports related employees have expressed a strong relationship between them, but it comes to no surprise as it is due to the nature of their work, as not having a good relationship would lead to bad results and that it is not the case in this situation (interviews with SE were taken during good period of results). On the other hand, NSE have expressed their doubts on fragile work relationships and the lack of action or not willingness to improve it.

Workload was another popular theme amongst the participants, though SE were affected more by external factors like hard game scheduling, long trips to the game while NSE were affected by internal factors like co-workers sometimes no willing to help each other, different work

29 distribution and low number of administration employees, which leads to overloading and has influence on the time spent with their family member. In the same essence could be mentioned the support as another major theme as it closely correlates with workload. Support on basketball court is backbone of success and sports-related employees feels it, but non-sports related employees would like to see a bigger influence of this factor to each other.

The seventh major theme which were indicate was trust. This theme has also revealed many sub-themes such as fear of retribution, decision-making ability of superiors, respect, autonomy and empowerment. It comes to no surplice that the lack of support and due to the workload, has negatively affect NSE trust as it became an outcome, especially in cases of getting bad feedback while expressing or suggesting your own opinion. On the other hand, sports-related employees would not succeed without it, as without it, it would lead to failure on the court, no improvements could be done.

Continuing with major themes – what I can do, is the next one. Many suggestions were made during the interviews as employees (both NSE and SE) were exited to give their ideas.

Nevertheless, some of them have expressed fear and disbelieve, that their ideas and suggestions might not be implemented or forgotten, which leads author to believe, that the main thing is, first, always to listen and after discussing with arguments things can be changed or not. This way employees will be heard and if their suggestions won’t be implemented, they would know the reasons why.

Finally, the last to major themes which were excluded by the author of this paper were recognition and overall satisfaction. Both sports-related and non-sports related employees have mentioned that it is important for them to be recognised for the work they do, despite the form how it is done, as it might be one of the tools to increase their general well-being and overall satisfaction.

In the following section, author of this paperwork has excluded small themes. These themes have been identified by a smaller segment of participants. Nevertheless, it was identified because it

30 was presented as important issue to them. Small themes listed in Annex 1 are: departmental organization, criticisms of the method, employees’ focus and professional development. The small themes were only expressed by non-spots related employees, while some of them have expressed concerns regarding efficiency of current organisational system, remarks on club’s personal skills development program and objective outcomes for the goals which were set.

Nevertheless, major and small themes excluded by author of this work, will become pillars for the framework which will be built in identifying exact problems and looking for the solution how to solve them in order to improve general levels of well-being at work. And the levels of current well-being at work were measured by special surveys, which have confirmed the difference of sports-related and non-sports related employees.

Surveys were analysed to measure the level of employee’s subjective well-being at work. As it was mentioned previously, subjective well-being at work consists of four elements: job satisfaction levels, worthwhile levels, happiness levels and anxiety levels. Findings were constructed based on non-sports related and sports related employees, while producing averages of each sub-section and comparing it to each other. Visual differences between sports related and non- sports related employees can be seen in Figures 1-4 below.

JOB SATISFACTION

100,00% 90,00% 80,00% 70,00% 60,00% 50,00% 40,00% 30,00% 20,00% 10,00% 0,00% Very high 10-9 High 7-8 Medium 5-6 Low 0-4

Sports-related employees Non Sports-related employees All employees

Figure 1. Levels of employee subjective well-being at job satisfaction

31 WORTHWHILE

100,00% 90,00% 80,00% 70,00% 60,00% 50,00% 40,00% 30,00% 20,00% 10,00% 0,00% Very high 10-9 High 7-8 Medium 5-6 Low 0-4

Sports-related employees Non Sports-related employees All employees

Figure 2. Levels of employee subjective well-being worthwhile at work

HAPPINESS

100,00% 90,00% 80,00% 70,00% 60,00% 50,00% 40,00% 30,00% 20,00% 10,00% 0,00% Very high 10-9 High 7-8 Medium 5-6 Low 0-4

Sports-related employees Non Sports-related employees All employees

Figure 3. Levels of employee subjective well-being happiness at work

32 ANXIETY

100,00% 90,00% 80,00% 70,00% 60,00% 50,00% 40,00% 30,00% 20,00% 10,00% 0,00% Very low 10-9 Low 7-8 Medium 5-6 High 0-4

Sports-related employees Non Sports-related employees All employees

Figure 4. Levels of employee subjective well-being anxiety at work

The outcome of the collected data has presented interesting results compering to each other.

Both groups of participants have indicated high levels of job satisfaction as an average of sports- related employees (SE) was 9.3, while non-sports related employees reached an average of 7.6

(table 12).

Table 12

Subjective well-being at work estimates sports related and non-sports related employees

Work satisfaction Work satisfaction Work satisfaction SE NSE (combined employees) Mean 9.3 7.6 8.9 Very high 66.6% 20% 55% High 34.4% 60% 45% Medium 20% 20% 5% Low 0% 0% 0% Worthwhile Worthwhile Worthwhile SE NSE (combined employees) Mean 9 8 8.8 Very high 60% 20% 50%

33 High 40% 80% 50% Medium 0% 0% 0% Low 0% 0% 0% Happiness Happiness Happiness SE NSE (combined employees) Mean 8.2 7.2 8 Very high 53.3% 0% 40% High 33.3% 60% 40% Medium 6.7% 40% 15% Low 6.7% 0% 5% Anxiety SE Anxiety NSE Anxiety (combined employees) Mean 1 4.6 1.9 Very low 79.9% 40% 65% Low 0% 40% 10% Medium 13.4% 20% 20% High 6.7% 0% 5%

However, the difference between each other is more than visible, as an average of SE surpasses NSE by 1.7 (see figure 16).

Table 13

Subjective well-being at work difference in means between sports related and non-sports related

employees

Work Worthwhile Happiness Anxiety satisfaction Difference in +1.7 +1 +1 -3.6 means

Finally, not a single employee has identified a low level of job satisfaction. The indication of employees worthwhile or, in other words, the purpose they see in what they are doing were very similar. Both groups have expressed very high or high levels of worthwhile, respectfully 8 (NSE) and 9 (SE), despite the difference in one point. The third indicator of subjective well-being at work, how happy did the participants feel yesterday, showed interesting outcomes. Averages of both

34 groups kept high results of happiness 7.2 (NSE) and 8.2 (NSE), however NSE has showed no high level of happiness indications and SE has reported medium or even low levels. Finally, the indicator of how anxious employees have felt yesterday has suggested most interesting results as it has revealed a big difference between the groups (3.6) and unusual high number of anxieties of NSE.

To sum up, it is possible to state that an average level of subjective well-being at work is high, however the difference between two groups are more than obvious. This qualitative research mixed with interview procedure and data collected from that, will allow to have a better understanding and analysing how to improve employee’s well-being at work and what exact actions to take for each group.

III. PROBLEM SOLUTIONS

3.1 Identifying the problems and improving employees’ well-being at work in AS Monaco Basket

Literature review has revealed the hedonic approach of well-being at work, is constructed on the same elements as Herzberg theory which, has presented two dimensions of factors, which affect employee’s composure on their work. He noticed that factors: salary, supervision, interpersonal relations, company policy and working conditions are hygiene factors. According to him, if work miss hygiene factors it is creating job dissatisfaction, though the existence of it does not motivate or create satisfaction. On the other hand, motivator factors have a different effect. He excluded five elements which enriches employees work: achievement, recognition, the work itself, responsibility, and advancement. These motivators or satisfiers are corelated with a long-term positive impact of employees’ well-being and hygiene factors or dissatisfiers are corelated with short term positive impacts on employee’s performance. The examination of mentioned factors will reveal, what and how to improve well-being of employees` at work, while using hedonic approach to it. While using

Herzberg theory and the outcomes, which were noticed during the interviews, following sections will

35 be divided to motivators (satisfiers) and hygiene factors (dissatisfiers). Moreover, it is important to take it into account, that two different groups of employees have participated in this research – sports related employees` and non-sports related employees`, because of different work specifics and different work environment.

First of all, general notifications will be presented, which is believed to support the collected data:

• ONS4 survey has indicated that general levels of subjective well-being at work are high of

both groups of employees, but bigger improvement needs to be done in regards of NSE

employees and a difference between them and SE is visible.

• High anxiety numbers of NSE is most worrying factor as it has a big difference compared to

SE, which work specific should suggest different results;

• In many cases interviewers have mentioned examples why they are not happy with situation

in their current job and also, they gave suggestions how to improve it. However, survey

results have identified high levels of subjective well-being at work for both groups of

employees NSE and SE.

• Employees did come up with suggestions in regards of things they would likely do if they

had power in their hands, but struggled to give suggestions, how they could act as

individuals to improve the situation. Nevertheless, later on, the did mentioned how they

could be more proactive.

• Fear of confidentiality were an obstacle during the procedure as participants feared to give

precise examples because of possibility of being identified, but that was noticed only in the

group of NSE.

• Some of the employees` have identified that they were concerned if the results of the

procedure will be used in practice.

To generalize the interviews, it is possible two exclude these Herzberg two-dimensional

36 paradigm factors, which were mentioned the most:

A. Satisfiers: achievements and recognition, work itself;

B. Dissatisfiers job design (salary and job security), working conditions and interpersonal

relationship.

Next section will take an analytic look to every individual factor in order to indicate the reasons of the problems and to find ways and tools how well-being at work of AS Monaco Basket employees’ could be improved.

3.2 Satisfiers

Satisfiers are motivator elements that enrich a person's job. These motivators (satisfiers) were associated with long-term positive effects in job performance. As it was mentioned previously, employees of AS Monaco Basket during the interviews have excluded these motivators: work itself, achievements and recognition.

Work itself. Probably it was the most mentioned motivating factor of all. To work in a sports organisation, it is not enough to have a proper skill set. The most important thing is to have a passion for sports and in this particular case – basketball. Excitement and passion for this sport could be excluded as a force, which made Club employees` to choose this job. Furthermore, the dynamic of this job, unpredictability - these definitions came to employee’s mind regarding their attitude towards their work in AS Monaco Basket. It is possible to say that just the uniqueness of a job in a basketball organization, works as one of the most important motivators for the employees.

Finally, it can be noticed that employees` understand that there are many people who love the sport of basketball, but not all have the opportunity to work in such highly regarded organisation as AS

Monaco Basket.

Even bigger satisfaction of this motivator came from SE group. Not one of them during the interview process has identified, that work, where you have to play basketball and get good money for that is not work, it is pleasure. Due to that, it can be said that work itself is a big motivator and

37 factor of high level of well-being for SE, but also it is important to notice the pride of playing/work for an organisation like AS Monaco Basket is an additional feature for being satisfied.

Achievements and recognition. Author of this paperwork believes that these two motivators should be discussed in one paragraph, as they cannot be separated because the work is done in a sports organisation. Probably it cannot be denied that in public eye, a successful sports organisation is only successful as long as they have positive results on the court. Fans and supporters tend to ignore the scenes off the court and due to that administration of the club goes to a secondary plan.

As author of this work have discussed it with employees, they understand that they are not the stars of the organisation and they will never be that. It is possible to say that this situation shows the other said of working in a sports organisation. Achievements and recognition in most cases won’t reach the public eye, so it is necessary for author to find solutions how to make employees feel recognised and encouraged for their achievements. However, most of the interviewers did say that they understand that they don’t have a full control of achievements and recognition in the club and they are depended on Clubs success on the court. Interestingly SE group, during the interview have noticed the fact of NSE recognition, as one of the interviewers said that when they talk about achievements and recognition in sports, quite often they reach the situation where people who are working behind the scenes are forgotten when team is successful, but, on the other hand, they are also not remembered when team is losing, well at least not the public administration figures. This view suggests, that in regards of recognition and achievements of NSE a different system is needed, which would not be dependable on the results on the court.

From the point stand of view of SE group, achievements and recognition were said to be an important part of their satisfaction at work, but what was interesting to acknowledge is that team achievements and recognition overtook personal. One of the interviewers has said that personal recognition will always be heart-warming, but probably it has changed due to his work experience, as you will be successful as long as your team will succeed. Noticeably, personal satisfaction was mentioned among younger SE members.

38 To sum up, it can be said that motivator factors such as work itself, recognition and achievements are more depended on the external elements for NSE rather themselves and opposite for SE. The passion for basketball works as a motivator and as long as employees will love this sport it will be their drive. On the other hand, recognition and achievements are the difficult ones as in most cases it won’t be showed on public level and will depend on someone else. Due to this, author must find a solution how to improve recognition and achievement factors while not being depended on outside elements.

3.3 Dissatisfiers

Herzberg (1959) has stated that motivator factors or satisfiers are corelated with a long-term positive impact of employees’ well-being and hygiene factors or dissatisfiers are corelated with short term positive impacts on employee’s performance. That was also confirmed by Jeffrey et al. 2014, taking fair pay, as an example, and stating that existence of it does increase the levels of well-being at work, but eventually it goes back to horizontal level of satisfaction. In other words, it is a short- term solution. From the collected data Author can exclude these dissatisfier factors, which were mentioned by interviewers: working conditions, job design (salary and job security) and interpersonal relationship.

Working conditions. During the interviews it was revealed that AS Monaco Basket non-sports related employees’ main concerns of working conditions are: lack of proper office space and working conditions. Despite a big pleasure of the office location (placed in Monaco), the main disappointment has been shown due to the fact that:

a) there are no windows in the office area;

b) there is lack of privacy in the office;

с) there is noise distraction in the office;

d) office has no relaxation zones.

New Economic Foundation (2014) has stated that working conditions, or in their own

39 definition – physical conditions will lead not only to a way of certain employees’ behaviour, but also it will affect how they will feel. In this case, organisation does not need to worry about the workplace danger as the nature of job is not physically dangerous (only in regards of NSE), but earlier excluded elements are also very important and if being positive can influence employee’s well-being at work. Kirjonen and Hanninen (1986) studies on work environment has revealed, that improvements to working conditions are associated with increases in well-being at work and beyond, also controlling for a range of other variables. An interesting observation was made during the interviews with NSE is that most of them have indicated the location of workplace in Monaco as one of the biggest benefits of work environment, due to comfortable infrastructure and the prestige country to work at. However, it was also mentioned that this factor has been dissolving as the time goes past, but just because they got so used to it. This observation, one more time confirms

Herzberg and other researches point that work environment is important factor in employee’s well- being, but at the same time it is also short term as people are getting used to things.

Continuing on working conditions as a factor of employees’ well-being, SE have excluded to main concerns: small and old gym and basketball facilities in general. It is important to notice that it was not a consensus answer of all the participants as some of the emphasized the cosines of basketball infrastructure in Monaco, which overtook the features, which were mentioned before.

Furthermore, it is important to say, that these elements of working conditions for SE are out of control of club’s “hands” as all facilities are owed by government and only on its decision improvements, can be done. However, it should be noted, that due to specific work of SE, they spend 30-40% of their working time outside Monaco, as team play around 30 away games, while traveling long distances and staying at multiple hotels. During the interviews, they expressed gratitude towards the club, the way organisation plans the trips and how they do not need to worry about anything, though they have mentioned the means of flights (to have charter flights instead of commercial flights, would be way better). It is very important, as these elements are also part of working environment. Moreover, different to situation of NSE, workplace danger exists to SE, as

40 only good work environment can prevent them or reduce the risk of being injured.

One of the participant coaches has expressed his thoughts that players should concentrate only on the game and no external factors should affect them. Lundqvist (2011) in her research on well-being of athletes has mentioned, that psychological personal factors (or eudaimonic approach) have a significant influence on their state to perform well. Compared to our last citation of the coach, it can be said that work conditions should be approach as not an improvement of SE well- being, but as prevention of well-being going bad. Finally, it is important to exclude the fact of workplace location – Monaco. For quite a few of the participants it was the reason to choose this organisation. As it was mentioned in the discussion of motivator factor - work itself, that it is an honour to work for a club as AS Monaco Basket it is also an honour for them to live in the city of

Monaco.

Job design (salary and job security). Author of this paperwork made an adjustment to this element. Herzberg excludes salary and job security as separate hygiene factors, however Jeffrey et al (2014) puts them under one umbrella – job design. These both factors correlate very well between each other, especially in the case of current study.

As it was mentioned previously, salary has an impact on employee’s well-being, however when it reaches a certain level it becomes horizontal. Author, has noticed that the fact of salary was more emphasized among NSE rather than SE. The reasons for that are obvious. SE in most cases, agree their salary before every season. Their salary depends on their results in past year(s) and both parties in negotiations are usually close to the amount which is fair (of course, sometimes there are exceptions) before final agreement. SE would not play, coach or work for an organisation if the salary would not be fair, because he could choose another option. The interesting part of job design in regards of SE is job security. Despite a big salary, compared to NSE, SE contracts are short- termed. If a professional athlete will not deliver good results, his/her contract can be terminated or next season his/her salary could be decreased, as one of the sports-related interview participant has expressed that people often look at them with some jealousy, because we earn good money, but

41 they overlook that their carriers are short, that their workplace is dangerous and that their salary depends on their results. This citation illustrates that salary itself in regards of SE is not the most important factor for well-being improvement – job security is. That can be confirmed by Abdallah and Shah (2012) who said that individuals who have permanent employment contracts experience higher well-being than those who don’t, even after individual circumstances are controlled for.

Returning back to NSE, in regards of salary and job security, we have experienced a vice versa situation. Office employees come from different countries and different backgrounds. When asked about, if they believe that they get a fair pay, none of them have given a negative answer, however they have expressed that increase of the salary would contribute to the levels of their happiness. It is possible to observe, that maybe they have not reached the level of the fair pay yet, from which this factor would not have any contribution to their well-being as it was said in the theory. Furthermore, the levels of the fair pay will be different, based on each individual personality and earlier mentioned background. Finally, opposite to SE, job security issue did not arise between

NSE. All NSE are full-time employed and it can be assumed, that because of a good legal base of

Monaco Law, which protects all the employees they fill safe and comfortable at their jobs.

Interpersonal relationship. Based on the collected data author has noticed that two sub factors emerged regarding interpersonal relationship: communication and honesty, however, these two elements did arise only for NSE. In regards of SE, they have expressed very high levels of it, which will also be touched to illustrate the difference between the groups.

During data collection NSE interviewers have expressed themselves, that sometimes there are problems regarding club’s communication, which leads to bad interpersonal relationship. As it was mentioned earlier, due to some circumstances in a basketball organization such as low number of employees and expectances of maximum results with minimum resources it comes to no surprise that workload gets to them. Furthermore, double requirements for Monaco and France bureaucracy do not help either. It is very important information which author got a chance to learn as without good communication not only the interpersonal relationship will go downs hill but also results of

42 employees’ performance.

In the following part of interpersonal relationship, author of this paperwork has indicated the element of honesty. It was noticed that non-sports related employees are not telling the true opinion on their co-workers, because they were afraid of retaliation if being identified. To have a good communication is essential of for improving employees` well-being, due to that it is important that workers express their honest opinion, especially at work as it can improve general work performance. This project has exposed some problems of interpersonal relationships, which probably would never have been exposed, so it is necessary for author of this paperwork to find ways how to improve it.

Despite the fact that author has excluded few elements of interpersonal relationship and the sources of it, it is important to understand that these relationships are a mix of factors and the problem should be approached as a whole, not only separate elements. Warr, P. (2007) has noticed, that quality of relationships at work is composed of different aspect such as contact with others, trust, social support and social interaction. As it was mentioned, problem should be looked at from general point of view as bad communication might be not a problem, but a result of lack of trust in the organisation or lack of social support, which was discussed as one of the tools to improve employee’s well-being at work. Furthermore, the same can said about the lack of honesty, it is also a result of a bigger problem, which might lead to conflict, hostility and abuse. Final conclusion is that, the whole interpersonal relationship system should be overlooked in order to improve employees` well-being at work. As an example, how to do it, author could look at SE group, as they have not addressed any issues regarding their work relationship. One of the reasons of a good functioning is a militaria nature of it, as SE interview has expressed that system in basketball is similar to system in army, as they have a general, captains and soldiers. Everyone knows their place; everyone knows how and when to act and everyone should take responsibility of their own actions. Without a system, they won`t be a team and without being a team they won’t be victorious.

Of course, office work is arranged different, but believe of working like in basketball “all for one

43 and one for all” can lead to efficient results.

To sum up, the chapter of hygiene factors (dissatisfier) it can be noticed that improvement of working conditions and job design can increase the happiness of employees, but it also raises a question is it going to be a long-term improvement of well-being of employees. Nevertheless, internal relationships are mandatory circumstance to have a proper foundation with long-term work relationships and the raise of work productivity.

3.4 Solutions on existing problems and embracement on opportunities

After having indicated the problems and opportunities, which were found from the outcomes of interview procedure, it is important to look at them again and indicate possible tools and solutions how to make situation better in AS Monaco Basket organisation. It is also important to indicate that the biggest problems in connection with well-being at work for NSE arose in regards of recognition and achievements (satisfier) and working conditions, job design and interpersonal relationships (dissatisfiers). In case of SE, working conditions and job design (dissatisfier) were as excluded as main causes of lowering the levels of well-being. It can be said, that difference in factors between SNE and SE groups confirms test numbers of subjective well-being at work, where the level of SE subjective well-being is higher.

As it is was mentioned previously, satisfier factor - work itself, has indicated, that basketball as a direction of AS Monaco basket organization works as a motivator and a reason for NSE and SE to do what they have been doing till this day. In context of achievement and recognition factors, measures should be taken for NSE group. Even though, as discussed previously, this element is affected by third party – clubs’ performance on the court, author has chocen to incorporate a new system in order to make situation better. Evidence has showed that these two factors are very important to have a good well-being at work. First of all, in order to improve the element of achievement, manager has to set clear and reachable goals to all the office workers. Knowing the exact goals and fulfilling them might lead to the feeling of satisfaction and progress. Discussion

44 between manager and employees should take place to set these goals, as it will make them clear and viable while it will also foster a commitment to them. Furthermore, it will help to reach the second factor of recognition. While regularly monitoring, evaluating the progress or re-evaluating it will create a feeling of being recognized and appreciated, despite the club success on the court. All this interaction can also affect and improve other elements of well-being as it might lead to better team communication, teamwork or trust, in other words achievable and recognizable work will have a direct influence on interpersonal relationships.

Continuing on the second problematic factor, dissatisfier – working conditions. Evidence have indicated that at least as long as workplace is safe and is furnished with necessary materials it will make employees do their work more effectively. Due to a high expensive real estate in

Monaco, club is restricted in good office as the cost of it is between 7000-10000 euros per month.

To improve this situation AS Monaco Basket has approached the government of Monaco and asked to get free of charge or big discount for their owned office place at Stade Louis II, which has a big space, great day lighting, windows and private zones for all the administration staff. Furthermore, employee’s indication of lack of relaxation zones, has lead team General Manager to contact AS

Monaco Soccer Club, which is situated in the same building and ask them to have a common space for employees of both organisations to relax during their brake and make informal meetings there. It might solve another problem, which was mentioned by the participants of the project, which is collaboration between the units.

In regards of SE group and their indication of working conditions, they have expressed their concern towards basketball facilities and the means of flighting. Again, everything leads to clubs’ finances, however some actions have been already taken. As for basketball facilities, club had already a discussion with arena administration and they will take some renewal actions on their cost from the following season. In regards of away game flights, club will not switch from commercial flights to charter for this season, but based on the possibilities, they will buy extra space seats and speedy boarding tickets to make team flight as comfortable as possible.

45 The job design factor has risen in both groups NSE and SE, however both groups have emphasized on different elements of it: SE – on job security and NSE - on salary. Once again it is important to notice that not in all cases employer can act to it quickly as he strictly depends on organizations finances. As literature review has suggested, employees with lowest earns in the organization get a bigger satisfaction when getting the increase of the salary compared to those who are greater earning. Having this in mind, author will try to work more on lower earners fair pay, which might lead to increase of overall organizational well-being. Also, we will explore the possibility to offer alternative form of bonuses such as reimbursement of private insurance. This form has presented itself during 20 minutes discussion with NSE, when four employees from the focus group have expressed that the best way to improve their motivation, would be if the club would take action on reimbursing some of their private insurances (social security in Monaco only covers 82% of medical expenses) as in the current situation they did not have it..

The evidence from literature review has proven the importance of job security to employee’s well-being at work. Solutions provided to minimize job insecurity or give permanent contracts would not work in current SE situation, as the nature of sports business in European basketball suggest different rules. However, a smart and strategic, club recruiting strategy can create system, where players could feel safe. This way, club would have small ranking on releasing players during the season, a history of long-term players contract signed and stability at the club. Even though it would not be a guarantee of job security, but the system itself would work as a tool, making SE feel assured.

Finally, the last factor to improve well-being at work is interpersonal relationship. As it was mentioned previously, this factor has two parts: communication and honesty. However, once more, it is important to emphasize that interpersonal relationship is a mix of multiple factors as miscommunication or dishonesty is more a result of the bigger issue, rather when the issue itself.

Author was limited during the interview to the information proved from the participants about the management system run by himself, as none of the answer were referred to him in a negative way.

46 Due to that author has to take steps to assure, that the decisions and systems he implements are 100

% working, rather to start looking at the problems elsewhere before.

First of all, one the ways to improve interpersonal relationship was mentioned at the beginning of this chapter, when talking about manager setting achievable goals in the organization.

It will create clarity and viability in the internal system. Feedback to employees is the following step, as it not only would lead to evaluation of their own performance, but it might be a cause for a discussion which can be a key to honesty at work. The behavior of manager itself is also an integral part of work relationship and good well-being at work. As mentioned in the literature review, people sometimes reach high positions in their work not because of their experience or the skill set, but because they know how to approach and get best out of others in a certain position. If a manager can act that way, all the problems of good well-being at work can be eliminated. Manager should foster good emotion in work such as motivation, morale or satisfaction which would encourage employees to work together, discuss and brainstorm ideas and share their skills set. Finally, any form of social support, such as organizational, from line manager or between colleagues themselves can be a tool for improving elements of interpersonal relationship, which would lead to better employees` well-being at work.

To summarize this chapter, it is possible to state, all the problems which arose during the interviews in regards of employees` well-being at work are solvable. Literature review has presented quite a few solutions, how them could be dealt in theory, however, only practice can confirm or deny the successfulness of it. Well-being at work has become more than ever important factor in today’s organizational business success and managers has to be prepared not only to take actions when situation gets critical but he has to anticipate it and act voluntarily by calling improving tools of well-being not as a measure but as a part of good functioning system.

47 Results and Conclusions

The aim of this work is to propose improvements for AS Monaco Basket employee’s well- being at work. In order to reach this aim, it is necessary to take and examine more specific objectives: to examine the concept of employee well-being at work and the factors which have an effect on it from hedonic approach; to investigate what is the situation of AS Monaco Basket employee’s well-being at work; to propose improvements for well-being at work of AS Monaco

Basket employees. The analysis of earlier mentioned objectives led author of this research to these findings.

Analyses has indicated that average level of subjective well-being at work is high, however the difference between sport related and non-sports related employees` groups is quite visible.

Subjective well-being at work is higher with sports-related group almost by one point compared to non-sports related employees, in all the sub-sections like job-satisfaction, worthwhile and happiness. Moreover, sports related employees have indicated much lower levels of anxiety.

Furthermore, analyzes has confirmed the results of subjective well-being at work index as sports related employees did not exclude non negativity towards motivator factors and only some to hygiene factors, opposite to non-sports related employees, which covered and indicated many elements of well-being as problematic.

The research has revealed that factors, which affect employees well-being at work in AS

Monaco Basket organization are not different from the ones that are indicated in a normal business organization/company: achievements; work itself; recognition; work conditions; job design; internal relationship, however non-sports related employees and sports related employees react to it differently.

Sport, in this case basketball, is a unique element to employees` well-being at work. As research has revealed, it has a big impact to well-being composition parts, such as work itself, recognition, achievement and is a core factor to non-sports related and sports related employees`

48 happiness. Especially it was noticeable to sports related employees, as they called their activities not work, but hobby for which they are getting paid.

There is a strong correlation, how sports-related employees affect the happiness of non- sports related employees. In regards of well-being at work elements: work itself, recognition and achievements, sports related employees’ performance on the court have a direct negative and positive impact to office employees, even when they are winning games. Victories bring happiness to everyone, but at the same time office workers feel less or non-recognized as all the spotlight shines on the performers (SE) and they (NSE) often feel forgotten.

Research has identified that well-being element of job design affects groups differently.

Non-sports related employees have expressed concerns on salary factor and high levels of job security while sport related employees opposite – high levels on salary and low levels on job security. However, job security issue in regards of SE is related to the nature of European basketball business, rather than organization itself. Due to that, club can only increase feel safe factor, but not eliminate the problem.

One of the core elements of high levels of well-being at work for sports related employees was indicated as interpersonal relationships, which success are based on military system: higher command, teamwork and sacrifice – one for all, all for one. On the other hand, that was one of the issues regarding non-sports related employees, as poorly functioning of interpersonal relationship system in the office had a direct impact to lower levels of well-being at work.

Opposite to motivator factors, the effect of sport has little or no influence on dissatisfier factors, which arose from the research. The improvement of these factors must be done in the same way as in any other business organization/company. Nevertheless, the circumstances, which were brought up from uniqueness of sports organization, such as lack of employees and the requirement to get maximum results while using minimum resources have an effect on dissatisfier factors.

Solutions, how to improve the well-being of employees` at work is orientated to a long-term success, but not on short-term immediate impact. How these solutions will work and are they

49 effective, only a longer period of time will reveal. However, solutions itself are the same which are

used in regular organizations.

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54 Annex 1 Definitions of major and small themes

Table 1

Definitions of major themes (Physical facilities)

Major theme Sub-theme Definition Includes comments regarding not having window office;

employees` feel crowed in the office; low lighting in the office; Office (negative) lack of office furniture; and absence of privacy or

Physical confidentiality due to sharing offices.

Facilities Includes comments on gym being small and old but at the same Gym (neutral) time cosy and pleasant to play at.

Locker and other Includes comments on changing locker and other basketball basketball facilities facilities being too small and poorly equipped (negative)

55 Table 2

Definitions of major themes (Equity)

Major theme Sub-theme Definition Compensation (positive, Includes comments regarding benefits, payments, job

negative) advancement, bonuses and overloads.

Favouritism (negative and

positive) Different standards for different people

Equity

Includes comments on equality if the maximum effort Playing time (positive) is put on the work

Includes comments on possibility to say opinion and Plan building discuss, share ideas.

Table 3

Definitions of major themes (Bureaucracy/Processes)

Major theme Sub-theme Definition Includes comments regarding the need for the General Administration (positive, Manager to be more visible by presenting more often in negative) Bureaucracy/ the office.

Processes Ask for enclosure, use my Comments of not asking employees opinions or enclosure (positive, comments on the impact on decision making. negative)

56 Table 4

Definitions of major themes (Relationships)

Major theme Sub-theme Definition Hierarchy in the club Includes comments about the structure and

(Positive) management in the club

Includes comments on atmosphere building in the team Team bonding (positive) off and on the court

Comments on need to have more formal meetings and

where to have these meetings; furthermore, meetings Collaboration across units with people who provide club outsourcing services; (positive, negative) Relationships need to work together for the benefit of AS Monaco

Basket;

Co-working (positive, Comments on the work with colleagues and other staff

negative) in the office.

Includes comments regarding working with people Staff and external outside of AS Monaco Basket: leagues, federations, (positive, negative) state government, agents and etc.

57 Table 5

Definitions of major themes (Workload)

Major theme Sub-theme Definition Comments on workload distribution among the Comparative (positive, employees, remarks on people who are not being negative) accountable on the work not being done.

Remarks of positions being vacant and becoming

Vacant positions outcome for workload increase, missing deadlines and

sacrificing family time for work.

Workload Comments on not having enough working force, which Staff ratio (negative) leads to workload.

Includes comments on having unfair practice, game Scheduling (negative) scheduling which leads to work overload

Remarks on enjoyingly challenges in some tasks and Challenge (positive, lack of it in other tasks; diversity in tasks and negative) expectancy of challenging work environment;

58 Table 6

Definitions of major themes (Support)

Major theme Sub-theme Definition From co- The aspect of financial support to individual decisions workers/department and in regards of opinions of colleagues. (positive, negative)

From senior administration Comments on individual decision-making support from

Support (positive, negative) the senior administration level.

From sports related Includes comments about support while having tough

employees (positive, playing periods, but at the same time pressure to

negative) deliver the results.

59 Table 7

Definitions of major themes (Trust)

Major theme Sub-theme Definition Remarks of being scared to report a problem(s), trust

Fear of retribution issues, confidentiality issues; Uncertainty and scariness to

(negative) make a negative feedback due to the bad possible outcome

from the co-workers;

Decision-making ability Remarks of mistrust for superiors not making a good of superiors (positive, decision. Trust negative)

Respect (positive, Remarks on the respect of colleague’s decision making and

negative) task managing;

Autonomy and Remarks on possibility to make own work-related empowerment (positive, decisions, making choices and having flexibility at work. negative)

60 Table 8

Definitions of major themes (What I can do)

Major theme Sub-theme Definition

Remarks on making decisions, exploring opportunities, Be proactive, just do gathering colleagues for a discussion; furthermore, the need it (positive, negative) to express work-related problems on all the levels of clubs’

structure.

Remarks, that nothing can be changed, the feeling of being

helpless and not having power to change something; What I can do Nothing (negative) comments of wanting to be proactive, but there is no one that

could hear your ideas and suggestions.

Perception of own job Remarks on internal perception how much work is done by

and others’ jobs one or another, while leading to decreased levels of job

(positive, negative) satisfaction and morale.

Know who I am Remarks of needing to know all the employees better like

(positive, negative) President and senior men team Head Coach stopping by the

office.

Table 9

Definitions of major themes (Recognition)

Major theme Sub-theme Definition Remarks of being noticed and recognised for doing a Reward me (positive, hard work from all levels of administration to players, Recognition negative) coaches, through sending emails, stopping by office or

during the game/post game to say, “good job.”

61 Table 10

Definitions of major themes (Overall satisfaction)

Major theme Sub-theme Definition Includes remarks regarding current levels of personal

Overall overall employee well-being at work, while referencing High with reservations Satisfaction to their specific task and also general working and

playing at AS Monaco Basket.

Table 11

Definitions of small themes

Sub-theme Definition Remarks focuses on employees being a primary object, which means how to make Employees them excited about their work and find ways how to give them time to become focus more creative.

Remarks focuses of current organisational system and the lack of its efficiency; Departmental furthermore, comments were made about separation of current club departments organization and reorganizational issues.

Professional Remarks of having professional development at work, while implementing

development training and other opportunities to increase the skill levels of employees`.

Employee comments on having this project run by outside organisation which Criticisms of would present more objective outcomes and would allow to give more honest the method opinions from the participants.

62 Annex 2 Proposal for interview

Problem

Surveys have exposed the decline of AS Monaco Basket non-sports related employees` well-being during past months. However, the well-being at of sports-related employees, have not been measured before.

Approach and Rationale

Author of this paperwork has been dedicated a task to create a proposal for individual interviews in order to diagnose why there is a decrease of non-sports related employees well-being at work and what actions should be taken to improve the existing situation. At the same time author has decided to examine, sports related employees and what are the levels and causes of their well- being at work. The author has considered exploring the following issues:

• Climate;

• Morale;

• Satisfaction;

• Engagement;

• Commitment;

Eventually, author of this paperwork has focused of employees` job satisfaction as the main factor of hedonic approach of well-being at work, while having in mind that club has a certain amount of control on it.

Defining employees` well-being at work (hedonic approach) for this study

An emotional state of happiness, which arises from satisfaction of job and job experience.

63 Purpose of the study

To improve well-being at work of the sports related and non-sports related employees at

AS Monaco Basket, while implementing new strategies and developing processes.

End goal

To increase the levels of all the employees` of AS Monaco Basket well-being at work.

Questions to be asked in the focus group

Certain questions will be asked in order to learn the causes of specific issues (appreciative inquiry approach):

• To give their thoughts on the past;

• To discuss the situation on the present;

• To think about future and think out of the box;

• How to reach goals and what is the road to it.

Process

The main goal of this interview proposal is to collect data form fifteen sports related and five non-sports related employees` of AS Monaco Basket. Author of this paperwork will use an appropriate way to give correct questions, keep confidentiality rules and will act in the way that no judgment would be made through out it.

64 Annex 3

Interview questions for non-sports related employees of AS Monaco Basket

PAST

A. Please express your general opinion, about your satisfaction at the club (prompt: why are

you satisfied/dissatisfied? Have leadership and management, reputation, time policies of the

club influence the levels of your satisfaction).

PRESENT

A. Tell us about your current work environment (prompt: culture, physical facilities, feelings

about your work environment);

B. Describe your current work processes and relationships (prompt: work process, work

product, technology used, describe your levels of involvement with people; your

relationship with supervisor, co-workers, customers suppliers other professional,

supervision-technical, supervision-human, peers-friendships, subordinates-quality mentors);

C. Regarding your current job, what is the most satisfying about it?

FUTURE

A. In regards of the future, please describe your ideal work environment at AS Monaco Basket

(prompt: job responsibilities; flexibility, communication, strategy and position, support,

technology, inclusiveness, fair pay);

B. Returning back to your suggested ideas, which of them would have the greatest positive

impact on your well-being at AS Monaco Basket?

65 ACTIONS

A. What personal actions, could lead to ideal work scenario to become a reality?

B. If you would have a power to make changes at the club, what actions would you take?

C. Returning back to the action plan you have proposed, which individual change would make

a biggest impact on your personal well-being at current job?

ENDING

A. Summarizing our discussion, what were the most important aspects for you?

B. Do you have to add any other remarks (answered round robin)?

At the end of the interview process a comment card will be given to the participants, which will say to make additional comments if there will be. Furthermore, it will also have information, where this card should be returned after making the additional comments. Participants will be able to complete this card whenever they will be comfortable.

66 Annex 4

Interview questions for sports related employees of AS Monaco Basket

PAST

A. Please express your general opinion, about your satisfaction at the club (prompt: why are

you satisfied/dissatisfied? (prompt: why are you satisfied/dissatisfied? have leadership and

management, reputation and of the club influence the levels of your satisfaction)

PRESENT

A. Tell us about your current work environment (prompt: working facilities, culture, feelings

about your work environment?)

B. Describe your current work processes and relationships (work process, technology used,

describe your levels of involvement with others; your relationship with coaches,

administration and other personnel)

C. Regarding your current job, what is the most satisfying about it?

FUTURE

A. In regards of the future, please describe your ideal work environment at AS Monaco Basket

(prompt: flexibility, support, communication, strategy, fair pay)

B. Returning back to your suggested ideas, which of them would have the greatest positive

impact on your well-being at AS Monaco Basket?

ACTIONS

A. What personal actions, could lead to ideal work scenario to become a reality?

B. If you would have a power to make changes at the club, what actions would you take?

C. Returning back to the action plan you have proposed, which individual change would make

a biggest impact on your personal well-being at current job?

67 ENDING

A. Summarizing our discussion, what were the most important aspects for you?

B. Do you have to add any other remarks (answered round robin)?

Annex 5

Author comments on the employee well-being at work interview process

General observations from the interview process:

• Participants have expressed their passion for club, as they had strong emotional connection

for working/playing at AS Monaco Basket;

• Participants of the interviews, have expressed delight for participating in this project as long

their opinion would count in making improvements in their current work;

• On the opposite side, concerns were brought up regarding the use of their input after the

process;

• Participants have imposed the author of this paperwork to implement changes. Otherwise,

they saw no reason to being participants of the project;

• There was a strong feeling from the participants that club is asking them for input, but in

reality, nothing will be done;

Confidentiality:

• One of the biggest doubts of participants was confidentiality as they were afraid that

transcriptions of the interviews might be leaked and that the President of the club would

have access to it;

• Few interviewers have stated that their suggestion might not be noticed if it is not included

under one of the “major themes”. They were interested to know if the theme which were

brought up by them, was also mentioned by other participants while saying that all the

suggestions should matter.

69 Annex 6

Four measures of subjective well-being at work

Next I would like to ask you four questions about your feelings on aspects of your life. There are no right or wrong answers. For each of these questions I’d like you to give an answer on a scale of 0 to 10, where 0 is “not at all” and 10 is “completely”. Measure Question

Job Satisfaction Overall, how satisfied are you with your job nowadays?

Worthwhile Overall, to what extent do you feel that the things you do in your job are worthwhile?

Overall, how happy did you feel yesterday at your job? Happiness

On a scale where 0 is “not at all anxious” and 10 is “completely anxious”, overall, Anxiety how anxious did you feel yesterday at your job?

Note: configurated by the author, based on New Economics Foundation (2014) survey for measuring well-being at work.

70 Annex 7

Subjective well-being at work thresholds

Job satisfaction, worthwhile and happiness scores Anxiety scores Response on a 10- Label Response on a 10- Label point scale point scale 0 to 4 Low 6 to 10 High 5 to 6 Medium 4 to 5 Medium 7 to 8 High 2 to 3 Low 9 to 10 Very high 0 to 1 Very low

Note: configurated by the author, based on New Economics Foundation (2014) survey for measuring well-being at work.