Networks of happiness: applying a Network Approach to Well-Being in the General Population

Journal of Happiness Studies - Even though well-being can be seen as a multidimensional construct, made up of a variety of interacting aspects, most studies examine total scores on well-being...     

Strengths use and work engagement: a weekly diary study

The present study among 65 civil engineers investigates the impact of organizational support for strengths use on weekly work engagement and proactive behaviour. Positive psychology postulates that strengths use makes people feel authentic and efficacious. We argue that employees use these positive psychological states as resources that fuel work engagement and proactive work behaviour. Participants completed a general questionnaire regarding strengths use support, and a weekly quantitative diary questionnaire regarding their strengths use, self-efficacy, work engagement, and proactive behaviour over a period of five consecutive workweeks. In line with the hypotheses, the results of multilevel structural equation analyses showed that organizational strengths use support was positively related to weekly strengths use. Furthermore, the results indicated that weekly strengths use was positively related to weekly work engagement and proactive behaviour, through weekly self-efficacy (sequential mediation). Although strengths use support contributed indirectly to work engagement (mediated by strengths use and self-efficacy), there was no significant indirect relationship with proactive behaviour. Our study indicates that strengths use is associated with employees’ levels of self-efficacy, work engagement, and proactive behaviour and that organizations can help employees to use their strengths more often by giving them the opportunity to do what they are good at.     

The added value of the positive: A literature review of positive psychology interventions in organizations

This paper systematically reviews research investigating the effects of positive psychology interventions applied in the organizational context. We characterize a positive psychology intervention as any intentional activity or method that is based on (a) the cultivation of positive subjective experiences, (b) the building of positive individual traits, or (c) the building of civic virtue and positive institutions. A systematic literature search identified 15 studies that examined the effects of such an intervention in organizational contexts. Subsequent analyses of those studies revealed that positive psychology interventions seem to be a promising tool for enhancing employee well-being and performance. As a side-effect, positive psychology interventions also tend to diminish stress and burnout and to a lesser extent depression and anxiety. Implications of those findings for theory and praxis and recommendations for future research on positive psychology interventions in organizations are discussed.     

The Romance of Learning from Disagreement. The Effect of Cohesiveness and Disagreement on Knowledge Sharing Behavior and Individual Performance Within Teams

Purpose  

The purpose of this study was to explore the effects of disagreement and cohesiveness on knowledge sharing in teams, and on the performance of individual team members.     

Effects of a Strengths Intervention on General and Work-Related Well-Being: The Mediating Role of Positive Affect

In this article, we explore the use of strengths interventions, defined as activities and processes that target the identification, development, and use of individual strengths, as an organizational tool to increase employee well-being. Engaging with one’s strengths is assumed to be a pleasant activity that elicits positive emotions like joy, pride, and gratitude, which, in turn, contribute to feelings of overall well-being and satisfaction. Building on this assumption, we hypothesized that participating in a strengths intervention leads to increases in general (i.e., psychological capital and satisfaction with life), and work-related well-being (i.e., increased work engagement and decreased burnout), and that positive affect mediates these effects. To test these hypotheses, we conducted a field experiment with a sample of N = 116 Dutch working people who were assigned to either an experimental group (participating in a strengths intervention) or a waitlist control group. All participants filled in a pre-intervention, post-intervention, and 1 month follow-up questionnaire. Results indicate that participating in a strengths intervention creates short-term increases in employee positive affect and short- and long-term increases in psychological capital. We did not find evidence for a positive, direct effect of the strengths intervention on satisfaction with life, work engagement, and burnout respectively, but we did find support for indirect effects via the mediator positive affect.     

Promoting positive outcomes through strengths interventions: A literature review

This paper reviews studies of strengths interventions published between 2011 and 2016. Strengths interventions aim to promote well-being or other positive outcomes by facilitating strengths identification, and sometimes also strengths use and/or development. The present review provides an overview of the different strengths interventions that are investigated, their effectiveness, and moderating and mediating factors. Results of the 18 (quasi-)experimental studies that were identified through a systematic literature search showed that all types of strengths interventions had positive outcomes in terms of well-being, job outcomes (e.g. work engagement), personal growth initiative, and group or team outcomes (e.g. class cohesion). Hope, positive affect, authentic self-expression, perceptions of the employment relationship, and feelings of social worth were identified as mediators, whereas extraversion and having specific strengths (e.g. persistence) were identified as moderators. Based on these findings, we discuss implications for future research and practice.     

Strengths use and deficit correction in organizations: development and validation of a questionnaire

Although the positive psychology tradition emphasizes the importance of a balanced approach regarding individual strengths and weaknesses, there is no valid instrument to measure these phenomena in organizations. The purpose of the present studies is to develop and validate an instrument that measures four dimensions, namely perceived organizational support (POS) for strengths use, POS for deficit correction, strengths use behaviour, and deficit correction behaviour. In study 1 and 2, the Strengths Use and Deficit COrrection (SUDCO) questionnaire was developed and tested for its factor structure, reliability, and convergent and criterion validity in two samples of South African employees (N = 338 and N = 361, respectively). In study 3, the convergent and criterion validity of the SUDCO were examined in a sample of Dutch engineers (N = 133). Results indicated that the intended dimensions of strengths use and deficit correction can be measured reliably with 24 items and showed convergent validity. Moreover, POS for strengths use and strengths use behaviour correlated positively with self- and manager-ratings of job performance, supporting the criterion validity of these scales. As expected, POS for deficit correction and deficit correction behaviour were unrelated to the performance ratings.     

Organizational Support for Strengths Use,Work Engagement,and Contextual Performance: The Moderating Role of Age

Applied Research in Quality of Life - Personal strengths are those characteristics that allow us to be at our best, that is, to deliver high performance while feeling happy and energized. Research...     

Bullying and harassment at work and their relationships to work environment quality: An exploratory study

Team-based working has become a popular model of work organization. One of the expected yields of working in teams is collective learning. As team members work closely together they are likely to exchange information, which can enhance learning. One of the processes that may facilitate team learning is team conflict. In this study, 471 respondents, working in 84 teams in 38 organizations, indicated their perceptions of task conflict, relationship conflict, team learning, and their rating of the performance of the team. Task conflict was not related to team learning but was negatively related to the team members' rating of team performance. As was hypothesized, relationship conflict negatively affected team learning. Importantly, team learning was a strong predictor of the perceived team performance and partially mediated the relation between relationship conflict and performance.