| Abstract [eng] |
111 pages, 8 tables, 5 figures. The main aim of this master’s thesis is to reveal, based on scientific literature and empirical research, how employee mindfulness should be developed in organizations in order to create the greatest value for organizations. The thesis seeks to analyze the concept of mindfulness in the organizational context, the forms and methods of its development, the value it creates, the challenges encountered, and the possibilities for sustaining mindfulness practices in the long term. The thesis consists of four main parts: an analysis of the theoretical aspects of mindfulness, an analysis of the application of mindfulness practices in organizational contexts, a description of the research methodology, and an analysis of the empirical research results, including a summary, conclusions, and recommendations. The study was conducted using a qualitative research method, namely semi-structured interviews with organizational representatives and mindfulness trainers. The collected data were analyzed using thematic analysis, which led to the identification of the following main categories: the concept of mindfulness in organizational contexts, development formats and methods, the value created by mindfulness development, emerging challenges, and factors related to the maintenance and continuity of mindfulness practices. The research results showed that mindfulness in organizations is most often perceived as a practically applied skill developed through everyday activities. Respondents emphasized that mindfulness practices contribute to the strengthening of employees’ emotional well-being and psychological resilience, improvements in communication and the quality of interpersonal relationships, greater focus and work efficiency, as well as the formation of a more positive organizational climate and increased employee loyalty. The study also revealed that organizations face certain challenges when implementing mindfulness practices, such as lack of time, uneven employee engagement, insufficient managerial support, and difficulties in ensuring the continuity of practices. Based on the research findings, the thesis recommends that organizations adapt mindfulness development practices to their specific needs and organizational culture, ensure active managerial involvement, encourage the role of internal ambassadors, and integrate these practices into everyday work processes. For future research, it is recommended to combine qualitative and quantitative research methods, examine the influence of organizational culture, analyze long-term effects, and further investigate the role of managers and internal ambassadors in the development of mindfulness practices. |
