Subjective social well-being of employees with different socioeconomic statuses

Abstract

Thepurposeof the research is to specify differences in the subjective social well-being of an organization’s employees with different socioeconomic statuses. The following methodshave been used to conduct the empirical research (n=38): theoretical analysis and generalization of scholarly views of the problem; empirical methods: “Questionnaire of Subjective Social Well-Being” (T.V. Danylchenko); “Questionnaire of Subjective Economic Well-Being” (V.O. Khashchenko); the methods of statistical analysis: correlation analysis; F-test. Results.The authors have established statistically significant correlations between the criteria of subjective social well-being and subjective economic well-being, namely, between the scales “Social visibil-ity”, “Social remoteness” and the indices of economic optimism, economic anxiety, and financial deprivation. It has been confirmed the statistical interdependence between the scales “Emotional acceptance” and “Family well-being index”. The research has determined differences between employees’ groups, which were divided according to socioeconomic status (managers and “performers”), on the following scales: “Social visibility”, “Positive social perceptions”, and “Economic optimism index”. Conclusions.The employees with higher socioeconomic status recognize their influence, the capability to settle problems, the availability of social ties, financial, economic, material, and social resources due to which they are confident when coping with stressful situations, have a positive economic expectation, a high level of efficient social functioning. The employees with low socioeconomic status are mainly characterized by unsatisfactory emotional and social relations, a failure to actively influence their social environment; they feel economic anxiety about their finances and the future.Keywords: social status, employees of organization, economic well-being, subjective economic well-being, mental well-being.