Much of the research and writing on work experiences, employee attitudes and
organizational performance over the past 50 years has focused on negative
experiences and outcomes`what is wrong' in organizations. This
was consistent with the past 60 years in the field of psychology with its emphasis
on pathology and illness, and the past 40 years in the fields of organizational
behavior and management with their emphasis on concepts such as job
dissatisfaction, withdrawal behaviors, work-family conflict and alienation. Recent developments
in these fields, however, have taken a different emphasis: an emphasis on
human flourishing and individual strengths represented by positive psychology (Seligman
and Csikszentmihalyi, 2000), and `what is right' in organizations represented by
positive organizational scholarship (Cameron et
al., 2003) and positive organizational
behavior (Luthans, 2002). Positive psychology and positive organizational scholarship focus
on positive individual qualities such as hope, gratitude and resilience and
positive outcomes such as meaning, engagement, thriving and organizational excellencethe
best of human and work conditions.
We conducted four studies examining the relationship between stable
individual traits termed virtues and work experiences, work and extra-work satisfactions
and psychological wellbeing. This emphasis is consistent with recent developments
in positive psychology, positive organizational scholarship, and the `strengths'
movement (Seligman, 2002; Cameron et al., 2003; and Buckingham, 2007). |