The Healthy Organization

Henry, Jane

doi:10.4337/9781845423308.00034

Cited by 11 publications

(12 citation statements)

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“…The 21st century has seen the introduction of a positive psychology approach to well-being based on the enhancement of individual and organizational resources ( Di Fabio, 2014b , 2017 ; Di Fabio and Kenny, 2016 ) to help deal with the complexity of the post-modern era and to sustain the well-being of people, groups, and organizations. This positive psychology approach ( Seligman and Csikszentmihalyi, 2000 ; Seligman, 2002 ) highlights study success and excellence – rather than anything negative – to promote well-being at the individual, group, organization, and inter-organization level ( Henry, 2005 ). A call is made for cross-level interactions where individual approaches are complemented by collective approaches, combining short-term with long-term goals and outcomes ( Hofmann and Tetrick, 2003 ), and for the introduction of a proactive and anticipatory approach to enhance particularly a primary prevention perspective ( Peiró, 2008 ; Tetrick and Peiró, 2012 ; Di Fabio and Kenny, 2015 , 2016 ).…”

Section: Well-being and The Challenge Of The Primary Prevention Appromentioning

confidence: 99%

“…This is achieved by building on the resources and strengths of workers in a positive prevention framework ( Di Fabio, 2016a ) and can be referred to as positive organizational health psychology ( Di Fabio, 2017 ). Here the focus is on promoting – with interventions at different levels – individual, group, organizational, and inter-organizational health ( Henry, 2005 ; Di Fabio, 2017 ). The psychology of sustainability ( Di Fabio, 2017 ) and sustainable development can be seen therefore as a new approach to promoting well-being in organizations ( Di Fabio, 2017 ).…”

Section: Well-being and The Challenge Of The Primary Prevention Appromentioning

confidence: 99%

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The Psychology of Sustainability and Sustainable Development for Well-Being in Organizations

2017

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This article discusses the contribution of the psychology of sustainability and sustainable development to well-being in organizations from a primary prevention perspective. It deals with sustainability not only in terms of the ecological, economic, and social environment but also in terms of improving the quality of life of every human being. The psychology of sustainability and sustainable development is seen as a primary prevention perspective that can foster well-being in organizations at all the different levels going from the worker, to the group, to the organization, and also to inter-organizational processes. The possibilities for further research and interventions are also discussed.

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Section: Well-being and The Challenge Of The Primary Prevention Appromentioning

confidence: 99%

Section: Well-being and The Challenge Of The Primary Prevention Appromentioning

confidence: 99%

The Psychology of Sustainability and Sustainable Development for Well-Being in Organizations

2017

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“…From a positive psychology point of view ( Seligman and Csikszentmihalyi, 2000 ; Seligman, 2002 ; Di Fabio, 2016 ), the four factors in a healthy organization that need to be considered are the individual, the group, the organization, and inter-organizational processes ( Henry, 2005 ).…”

Section: The Positive Perspectivementioning

confidence: 99%

“…At the individual level, interventions to improve the psychological health of the employees and the organization as a whole should be introduced. In particular, it is necessary to enrich jobs, improve employees’ motivation, provide feedback, and increase employee participation ( Judge et al, 2001 ; Henry, 2005 ; Di Fabio, 2017 ). Interventions are aimed at building strengths ( Di Fabio, 2014a ; Di Fabio and Kenny, 2015 ), enhancing positive individual resources such as emotional intelligence and resilience ( Di Fabio and Saklofske, 2014a ; Di Fabio, 2015 ), and promoting well-being ( Di Fabio and Saklofske, 2014b ; Di Fabio, 2015 ; Di Fabio and Kenny, 2015 ).…”

Section: The Positive Perspectivementioning

confidence: 99%

Positive Healthy Organizations: Promoting Well-Being, Meaningfulness, and Sustainability in Organizations

2017

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This contribution deals with the concept of healthy organizations and starts with a definition of healthy organizations and healthy business. In healthy organizations, culture, climate, and practices create an environment conducive to employee health and safety as well as organizational effectiveness (Lowe, 2010). A healthy organization thus leads to a healthy and successful business (De Smet et al., 2007; Grawitch and Ballard, 2016), underlining the strong link between organizational profitability and workers’ well-being. Starting from a positive perspective focused on success and excellence, the contribution describes how positive organizational health psychology evolved from occupational health psychology to positive occupational health psychology stressing the importance of a primary preventive approach. The focus is not on deficiency and failure but on a positive organizational attitude that proposes interventions at different levels: individual, group, organization, and inter-organization. Healthy organizations need to find the right balance between their particular situation, sector, and culture, highlighting the importance of well-being and sustainability. This contribution discusses also the sustainability of work-life projects and the meaning of work in healthy organizations, stressing the importance of recognizing, respecting, and using the meaning of work as a key for growth and success. Finally, the contribution discusses new research and intervention opportunities for healthy organizations.

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“…However, while we know that challenging situations facing leaders [2] result in detrimental influences [2][3][4][5][6], we know much less about the potential positive side of antecedents that may shape leaders' outcomes [2]. Positive psychology offers a constructive approach to exploring positive factors towards positive outcomes [7,8], and while several different factors can be explored [9], we focus on interpersonal relationships, specifically the Positive Relational Management (PRM) Scale by Di Fabio [8].…”

Section: Introductionmentioning

confidence: 99%

Does Positive Relational Management Benefit Managers Higher Up the Hierarchy? A Moderated Mediation Study of New Zealand Managers

2019

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Interpersonal relationships play an important role in work success, and this is especially so for managers. The present study tests the Positive Relational Management (PRM) Scale and its influence on organizational trust, with the effects potentially mediated by work-life balance. Hence, more positive relationships at work shape better management of work-life issues, and ultimately build trust perceptions. We test this on a sample of 600 New Zealand managers and include managerial hierarchy as a moderator to determine whether positive relationships become less important as management level increases. Ultimately, we test a moderated mediation model in PROCESS and confirm the dimensionality and reliability of the scale. We find PRM is positively related to work-life balance and organizational trust, while work-life balance partially mediates this effect. In addition to two significant two-way interactions, we find support for a moderated mediation effect, with the indirect effect of PRM being positive and strongest for low-level managers, but a reduction in the strength of the indirect effects for middle- and senior-managers. Hence, the importance of interpersonal relationships is especially powerful for low-level managers. The implications for understanding the importance of PRM for managers are discussed.

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The Healthy Organization

Cited by 11 publications

References 0 publications

The Psychology of Sustainability and Sustainable Development for Well-Being in Organizations

The Psychology of Sustainability and Sustainable Development for Well-Being in Organizations

Positive Healthy Organizations: Promoting Well-Being, Meaningfulness, and Sustainability in Organizations

Does Positive Relational Management Benefit Managers Higher Up the Hierarchy? A Moderated Mediation Study of New Zealand Managers

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