This book offers a comprehensive, multidisciplinary examination of socioemotional well-being in contemporary organizations, addressing its conceptual foundations, practical implications, and strategic relevance. Drawing on Self-Determination Theory and the Job Demands–Resources model, the book situates well-being as both a multidimensional construct and an organizational capability essential for sustainable performance. Structured in five thematic parts, the chapters explore systemic determinants, cultural and normative drivers, career development, leadership challenges, and the dual impact of technological transformation and ESG imperatives. Contributions combine theoretical reflection with empirical research, case studies, and systematic reviews, providing insights into hybrid work environments, sustainable HRM, occupational stress, inclusivity, and digital well-being. By integrating perspectives from management, economics, and human resource studies, the book demonstrates how socioemotional well-being intersects with organizational culture, leadership, and strategic priorities. It emphasizes that fostering psychological safety, autonomy, competence, and relatedness is not a peripheral concern but a systemic challenge requiring alignment with organizational values and governance. Socioemotional Well-Being Management in the Workplace will be of interest to researchers, practitioners, and policymakers seeking evidence-based approaches to well-being management. It offers conceptual clarity, methodological rigor, and practical guidance for creating workplaces that support resilience, engagement, and human flourishing in an era of technological disruption and sustainability demands.
