| Abstract [eng] |
This work is based on the following definition of mindfulness – awareness that comes through paying attention on purpose, in the present moment, moment-to-moment, and nonjudgmentally (Lomas et al., 2017). Mindfulness can be considered as a dispositional trait. This means that employees participated in this study regardless of whether they have ever practised mindfulness. Mindfulness leads to positive work results and improved psychological states. Employees make less mistakes, it leads to improved work quality and results, saved time resources. At the same time, it has a positive effect on the employee's well-being. Studies have found a negative correlation with stress, negative emotions, anxiety, and depression (Mesmer-Magnus et al., 2017), emotional exhaustion (Reb et al., 2015), and burnout (Kersemaekers ir kt., 2018). Mindfulness reduces emotional reactivity, helps employees to distance themselves emotionally from situation and such withdrawal helps them to react more effectively in various situations. It increases job satisfaction, work engagement, creativity, and motivation (Pirson et al., 2012; Mesmer-Magnus et al., 2017), improved problem solving and decision-making skills. Main aspects of mindfulness — non-judgemental attitude in the present moment — help to adapt in a rapidly changing environment, especially in situations involving negotiations, emergency help, and crisis management (Mesmer-Magnus et al., 2017). Although there is much research on the benefits of mindfulness at work, there is little research on the psychological and environmental conditions that can improve or hinder mindfulness (Hulsheger ir kt., 2018). Therefore, the aim of this work is to find out what factors may affect employee’s mindfulness. Factors affect mindfulness through cognitive resources and self-regulation. Meeting employee’s basic psychological needs helps them to accumulate inner energy resources. Factors can be individual and organizational. 3 individual and 6 organizational factors were assessed during this study. Attachment anxiety and organizational constraints had the strongest negative effect on perceived mindfulness. Workload, routine, attachment anxiety and the performance-avoidance goal orientation also had a negative impact. Positive individual factors: the mastery goal orientation and psychological detachment after work. Positive organizational factors: autonomy, managerial support and caring ethical climate. |
