2008
DOI: 10.1007/s10902-008-9087-4
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Abstract: Productivity, Positive affect, Negative affect, Job satisfaction, Life satisfaction, Quality of work life, Happiness, Emotions, Personality, Experience sampling,

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Cited by 286 publications
(232 citation statements)
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“…Organizations take great interest in promoting employee health and well-being (Danna and Griffin 1999) because happy workers are assumed to be more productive workers (Zelenski et al 2008;Lyubomirsky et al 2005) who are better able to cope with the high demands of the modern world of work (Paauwe 2009). A promising strategy to promote the well-being of employees is the development and use of individual strengths at work (Quinlan et al 2012;Peterson et al 2010), because using strengths is, by definition, linked to positive feelings such as excitement and joy.…”
Section: Introductionmentioning
confidence: 99%
“…Organizations take great interest in promoting employee health and well-being (Danna and Griffin 1999) because happy workers are assumed to be more productive workers (Zelenski et al 2008;Lyubomirsky et al 2005) who are better able to cope with the high demands of the modern world of work (Paauwe 2009). A promising strategy to promote the well-being of employees is the development and use of individual strengths at work (Quinlan et al 2012;Peterson et al 2010), because using strengths is, by definition, linked to positive feelings such as excitement and joy.…”
Section: Introductionmentioning
confidence: 99%
“…Nevertheless, there is evidence that job-related well-being is associated with productivity, absenteeism and labour turnover (e.g. De Neve et al 2013;Warr 2007;Zelenski et al 2008)-even if much remains to be done to determine the magnitude of the causal effects. In recent years well-being-including in the domain of work-has been assigned a place in the 'beyond GDP' agenda (Stiglitz et al 2009).…”
Section: Introductionmentioning
confidence: 99%
“…A situação (1), na qual o indivíduo gosta do que faz e está bem onde está, pode ser considerada um estado feliz, quando surgem comportamentos positivos para a organização, tais como uma expansão da sua atuação além do papel previsto, proatividade e uma melhor adaptabilidade (Macey & Schneider, 2008). Além disso, os indivíduos ficam mais sensíveis a oportunidades, mais dispostos a ajudar os colegas e mais confiantes (Zelenski, Murphy, & Jenkins, 2008), o que pode, por sua vez, acarretar os impactos positivos de resultados apresentados na seção referente aos impactos da felicidade no trabalho.…”
Section: Figura 1 Perspectiva Integrada Dos Antecedentes Da Felicidaunclassified
“…Este estado poderia desencadear também um aumento do nível de absenteísmo e da quantidade de licenças devido a estafa e outras doenças. No limite, pode levar à decisão de uma mudança de trabalho (turnover) (Danna & Griffin, 1999;Lok & Crawford, 2004;Warr, 2007;Zelenski et al, 2008). Baixa produtividade, desempenho ruim, absenteísmo e turnover são comportamentos negativos para a organização.…”
Section: Figura 1 Perspectiva Integrada Dos Antecedentes Da Felicidaunclassified