Organizations have initiated intervening strategies for providing prime quality work life
to enhance wellbeing of employees at the workplace, attain higher productivity,
improve performance, and increase retention of potential employees. However, currently,
in organizational behavior, very few researches have been initiated which
delineate psychological wellbeing of employees from the perspective of happiness (Bohem
and Lyubomirsky, 2008). Earlier, wellbeing was correlated to work performance and
quality of work life. It was assumed that the greater the wellbeing at workplace, the greater
the performance, productivity and commitment of employees.
In the present scenario, the term `wellbeing' has been defined from varied
perspectives and it is now widely accepted that to measure the success of an organization,
the wellbeing of employees must be considered in terms of `happiness' (or
eudaimonia) (Aristotle, 1947; and Deci and Ryan, 2008). `Eudaimonia' indicates the highest of all
goods achievable by human actions and the feelings accompanying behavior in the
direction of, and consistent with, one's true potential. It also indicates whether and to what
extent an individual is dealing with the existential challenges of life, focusing on
self-realization and whether the person is fully functioning, leading to satisfaction in
all aspects of life (Ryff, 1989). |
