DYNA

1.1. Quality of work life (QWL)

Quality of work life (QWL) is a subjective concept that encompasses both formal and informal aspects of work [4], affecting the psychological development of individuals within their social environment [5]. This concept is related to the adaptability, creativity [6], and determination required to meet the organization's productive objectives [7]. Organizations that foster high levels of QWL positively influence employee satisfaction [8], enhancing their physical, psychological, and emotional health [9]. Additionally, companies that provide autonomy and creative workspaces [10], equipped with the resources necessary to meet job resources-demand and that strive for a balance between the organization, the job, and the employees [11], achieve greater economic benefits and social recognition [12-14]. Promoting improvements in QWL translates into the humanization of work [15].

1.2. Well-being

Well-being encompasses multiple dimensions [16], including the physical, emotional, and social well-being of employees [17] within their work social environment [18]. This construct is essential for the overall health of employees and their ability to perform effectively [19]. Currently, constant imbalances between Job Resources-Demand, conditions, and personal needs result in high levels of stress [20,16] and mental health problems [21,22], which significantly affect well-being and QWL [23], consequently impacting organizational outcomes [24]. This demonstrates that Well-being is closely related to organizational commitment [25] and productivity [26]. In response, organizations can focus on reducing sources of stress [27] and developing individual and collective skills and techniques to manage conflict effectively [28]. In practice, this can be achieved through personal and professional development programs [19,29].

1.3. Organizational-climate

In this regard, organizational climate and Well-being are fundamental constructs that determine employees' perceptions of their work social environment [30] and their satisfaction with work life [31]. The literature consistently demonstrates that a positive organizational climate and a high level of Well-being are associated with improved job performance [32,33], lower employee turnover [21] [34] due to increased motivation and sense of belonging, and greater efficiency in project management [3,4]. Optimizing these factors becomes a strategic priority in organizations where bureaucracy and formal procedures can create a challenging social environment [35].

These findings highlight the necessity of developing skills for creating healthy, positive, and productive social environments in any diverse professional setting [36]. Projects undertaken by public and private enterprises inherently require high degrees of adaptation, change management, flexibility, and agility [37].

For example, leadership, commitment, and empathetic, collaborative communication are essential for maintaining a positive and motivating social environment, which in turn influences Well-being and the emotional satisfaction of project teams [36]. Assertive and empathetic communication enables constructive conflict resolution, promoting a harmonious organizational climate and enhancing the sense of belonging and commitment to the project and the organization [38]. Additionally, competencies such as adaptability and time management help teams to address challenges efficiently, improving quality of work life and reducing stress [37].

In conclusion, work-life quality (QWL), workplace well-being, and organizational climate are closely related concepts, where QWL acts as an integrative hub for the objective conditions of work and the individual perceptions that determine employee satisfaction. Proper QWL involves not just improving physical environments but also including psychosocial dimensions like safety, personal development, and fairness. When these conditions align with employees' expectations and needs, it fosters workplace well-being, which positively impacts performance and organizational. Workers who feel their organization cares about their well-being and provides a safe and motivating environment usually experience a positive organizational climate, boosting cohesion, reducing absenteeism, and strengthening the sense of belonging [39]

In this sense, the organizational climate serves as a key indicator of QWL and workplace well-being, reflecting workers' perspectives on the quality of their work environment. According to Fernández Ríos (1999) [40], a favorable organizational climate is a direct result of high QWL, where the balance between business objectives and worker needs is essential. A positive climate enhances emotional well-being and reduces work stress, thus favoring the psychological health of workers and their performance.

3.1. Open and Axial coding

Open coding was conducted deductively, identifying two key criteria in the review of the articles. The first criterion sought to find the variables associated with each construct of the research: workplace well-being, quality of working life, and organizational climate. By the end of the exercise, 14, 16, and 13 associated variables were identified, respectively. The second criterion aimed to identify the number of times authors confirmed a relationship between variables and constructs, yielding an average of 156 identified and confirmed relationships by the authors to preliminarily identify the relevance and strength of the relationships between dimensions and constructs. Table 1 shows the results.

Through an axial coding exercise, the variables identified in the open coding stage were restructured and confirmed under each research construct. The grouping was determined based on the concepts and properties of each variable from the theory.

For example, under the variable "Contractual Conditions" associated with the construct working well-being, those concepts and characteristics that denote working conditions were grouped: salary, job security, job stability, humanization of work, economic stability, worker protection, work hours. Finally, 9 variables associated with well-being, 6 for quality of work life, and 6 for organizational climate were identified.

A significant outcome to highlight from the axial coding exercise is the recognition of job satisfaction as an outcome variable, which cognitively measures workplace well-being and quality of working life, and in turn, directly impacts the organizational climate. This means that job satisfaction is a reference variable for measuring the presence of the research constructs within the entity under study. Table 2 shows the results of the axial coding.

Based on the open and axial categorizations and the number of citations of each relationship, the preliminary model of relationships between the constructs of workplace well-being, quality of working life, and organizational climate was built.

The construction of the model began by describing the fundamental relationships of the constructs: See Fig. 1 and Fig. 2.

Figure 1: Workplace well-being and quality of working life relationship.

Source: Own elaboration. (#) shows the frequency with which the relationship is confirmed according to the authors

Figure 2: Workplace well-being, quality of working life and organizational climate relationship

Source: Own elaboration.

The relationship between organizational climate and the constructs of workplace well-being and quality working of life is determined by the employee's level of satisfaction; If workplace well-being is reached, quality of work life is achieved, increasing employee satisfaction and this situation, in turn, allows for a positive organizational climate.

3.2. Preliminary model validation

The preliminary model was validated through a statistical correlation exercise. The population of the present study comprised approximately 2029 employees from three public entities in Bogotá. For data collection, questionnaires were distributed among employees working under contractual arrangements. See Table 3.

A comprehensive evaluation instrument was distributed within each organization to gauge perceptions regarding the variables linked to the research constructs. This instrument comprised 64 questions employing a 4-point Likert scale: Strongly Disagree (SD=3), Disagree (D=2), Agree (A=1), and Strongly Agree (SA=0). A score of 0, denoting a positive perception of the evaluated variable, was the desired outcome. The 64 questions were distributed as follows: 23

questions for Working Well-being, 15 questions for Quality of Working Life, 16 questions for Organizational Climate, and 6 questions for Satisfaction Level. The Likert scale results were utilized to compute the maximum evaluation percentage for each variable. For instance, if the evaluation of autonomy was 7 out of a maximum value of 15 (corresponding to 5 questions), the percentage was calculated as ((7/15) * 100), resulting in 46.66%. These standardized values were subsequently employed for the correlation analysis. A scatter plot was employed in this study to validate whether the linearity assumption was satisfied. The findings substantiated that the linearity assumption was indeed met.

The correlation analysis sought to ascertain both the magnitude and direction of the relationships between the research constructs, thereby validating the preliminary relational model. The findings are displayed in the accompanying Table 4.

Figure 3: Final model

Source: Own elaboration

The theoretical model proposes several interrelationships between the constructs:

Quality of Working Life and Workplace Well-being: The quality of work life significantly influences employees' well-being in both objective and subjective dimensions. For instance, high autonomy and a good work-life balance can enhance both working conditions and employees' mental health

Workplace Well-being and Organizational Climate: Employees' well-being, influenced by working conditions and social support, is closely related to the organizational climate. A work environment that promotes health and safety, effective conflict management, and efficient communication can significantly improve employees' subjective well-being

Organizational Climate and Productivity: A positive organizational climate directly impacts productivity. Factors such as motivation, a sense of belonging, and effective administrative management facilitate an efficient and collaborative work environment, resulting in higher levels of satisfaction and productivity.

Satisfaction and Productivity: Job satisfaction acts as a mediator between organizational climate and productivity. Employees who are satisfied with their work environment and conditions are more likely to be productive and contribute positively to organizational goals