Embracing Errors at Work – How Error Management Culture, Psychological Capital, and Job Satisfaction Relate to Individual Well-Being

Abstract In times of economic uncertainties and workplace stress, more sensitivity is needed regarding how employees’ errors within their work are handled in organizations. While previous research has focused primarily on organizational outcomes of error management culture (EMC), our study shifts the scope towards the private context to understand the relation to individuals’ well-being. In our research, we further investigated how psychological capital (PsyCap) and job satisfaction relate to error management culture and well-being. Data collection comprised two samples (total sample size N = 1,293) among employed participants and was analyzed using bivariate correlations and multiple regression analyses. Results replicate past research on the positive relation between EMC and PsyCap as well as job satisfaction within the work context. Additionally, our analyses reveal a positive relation of EMC with well-being within the private context. PsyCap and job satisfaction were found to play an essential role in their positive relationship to both EMC and well-being. The findings suggest that companies should invest in an EMC that allows for mistakes. EMC does not only relate positively to work-relevant variables but is also positively linked to the personal well-being of their employees, supporting individuals in times of uncertainty.