Organisations are becoming increasingly aware of the importance of employees in gaining and maintaining competitive advantage. The happy worker-productive worker thesis suggests that workers who experience high levels of well-being also perform well and vice versa; however, organisations need to know how to ensure such happy and productive workers. The present review and metaanalysis identifies workplace resources at the individual, the group, the leader, and the organisational levels that are related to both employee well-being and organisational performance. We examine which types of resources are most important in predicting both employee well-being and performance. We identified 84 quantitative studies published in print and online from 2003 to November 2015. Resources at either of the four levels were related to both employee well-being and performance. We found no significant differences in employee well-being and organisational performance between the four levels of workplace resources, suggesting that interventions may focus on any of these levels. Cross-sectional studies showed stronger relationships with wellbeing and performance than longitudinal studies. Studies using objective performance ratings provided weaker relationships between resources and performance than self-rated and leader/ third-party-rated studies. ARTICLE HISTORY

The combination of two trends common in working life -international work and a dual career situation -is challenging for both genders. In order to cope with the situation, international dual career couples have to be able to coordinate their careers. The purpose of this article is to identify how dual career expatriates view their career coordination strategies with their partners, and how these views differ between the genders. Semi-structured interviews were carried out among 39 expatriates on assignment who had a partner working, at least before the assignment. Our findings identify three career coordination strategies applied by dual career couples, and confirm gender plays an essential role in the formation of those strategies. Male expatriates predominated among the group adopting a hierarchical strategy and female expatriates predominated among the group adopting an egalitarian and a loose coordination strategy. Strategies also seemed prone to change over time. Companies should pay attention to both the career development of the partner and the relationship coping skills of the couple to maximize the chances of dual career expatriate assignments being successful.

PurposeThe purpose of this paper is to identify how dual career expatriates view their spouses' roles during international assignments.Design/methodology/approachIn total, 39 interviews were carried out with expatriates who had a working spouse. The interview data were content analysed using replication logic.FindingsThe authors' findings indicate that the importance of spousal support increases among dual career couples during international assignments. Expatriates report their spouses as having supporting, flexible, determining, instrumental, restricting and equal partner spousal roles.Originality/valueThis study provides in‐depth understanding about multiple spousal roles during international assignments among dual career couples and contributes to the previous literature by showing how spousal roles appear in the international context, and by identifying two new spousal roles.

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This report presents the results of a systematic literature review and national workshops on the relations between workplace resources, employee well-being and performance outcomes. It summarises a one year research project, entitled the Resource project. The project was carried out by a research group funded by the Nordic Council of Ministers (NCM) in 2013-2014. The member countries were Finland, Sweden, Norway, and the United Kingdom. Based on a systematic literature review, this report presents empirical, quantitative studies and literature reviews, published in English language, high impact, peer-reviewed journals, studying the relationships between workplace resources and both employee well-being and performance. The report presents results from Nordic cross-sectional, and international longitudinal studies and literature reviews. In particular, we focus on the positive aspects of work-related factors, which we define as workplace resources in this project. The literature documents that four levels of workplace resources at the individual, group, leader, and organizational level may be related to both employee well-being and performance. The results indicate that individual and organizational resources are more often studied in relation to both employee wellbeing and performance when studied at the same time, while resources at the group and leader level are less often examined. The Resource project also invited practitioners and researchers to participate in workshops in Sweden, Norway and Finland, with the aim to discuss their experiences of implementing resource-related initiatives. Workshop participants suggested that initiatives, such as individual career planning, networking opportunities, leadership training, and developmental activities, were important practices to improve resources at work. Finally, we conclude the report with a model that summarises the different levels of workplace resources and their specific outcomes from the scientific literature. Based on this project, we propose avenues for future research, especially in the Nordic countries, which should be undertaken in collaborative partnerships between researchers, employers, managers, employees, and health and safety professionals to promote workplace resources that improve both employee well-being and performance.