Abstract
Nowadays, organisations work using more decentralised organisational structures. The current organisational trend is to give more power and responsibility to the employee. Thus, delegated decision-making and risk-taking are increasingly common elements in many jobs. We are moving from organisations centred on hierarchical and vertically organised systems to work structures that decentralise power. Decentralised organisational designs offer on the one hand flexibility and adaptability to the company and on the other hand a working climate based on the well-being of all members.
In this sense, horizontal structures oriented towards teamwork are the best adapted to the current scenario of continuous changes and challenges. Therefore, new trends in organisational practices, such as increased labour autonomy, teamwork, participatory decision-making, require an alternative management model. Consequently, it has been suggested that management models based on self-management are the key to well-functioning organisations and teams and to employee performance. It has also been revealed how this phenomenon influences the psychological state of employees. In other words, well-being. For this reason, we conducted research that aims to reveal the benefits and consequences of creating self-managed teams. In particular, we analysed its effects on employee well-being. Therefore, we have set up a multilevel study that encompasses two models. On the one hand, we analyse how a work environment based on self-managed teams favours the peace of mind of all members of the team and, on the other hand, we reveal how this same environment reduces stress and burnout. These relationships are fulfilled with the help of learning.