Promoting Flourishing at Work: Innovations in Positive Work and Organizational Psychology

A special issue of Behavioral Sciences (ISSN 2076-328X).

Deadline for manuscript submissions: 31 May 2025 | Viewed by 11974

Special Issue Editors

School of Psychology, University of Sussex, Brighton BN1 9RH, UK
Interests: positive psychology; economic psychology; positive work and organizational psychology; mindfulness
Special Issues, Collections and Topics in MDPI journals

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Guest Editor
Birmingham Business School, University of Birmingham, Birmingham B15 2TY, UK
Interests: leadership; careers; diplomacy

Special Issue Information

Dear Colleagues,

Positive Work and Organizational Psychology represents an integrative field that merges insights from positive psychology and business/management studies to enhance the well-being and productivity of both employees and organizations. This discipline is dedicated to understanding and fostering the conditions under which individuals and organizations can flourish, promoting a thriving, productive, and positive workplace environment.

This special issue aims to explore the multifaceted dimensions of Positive Work and Organizational Psychology, inviting empirical research, theoretical work, systematic reviews, and meta-analyses that advance our understanding of how positive psychological practices can be effectively integrated into workplace settings. We are particularly interested in submissions that bridge the gap between theory and practice, offering innovative solutions for real-world application.

We invite contributions that advance our understanding of Positive Work and Organizational Psychology across a range of key themes, unified by a commitment to fostering flourishing workplaces. Our call encompasses a broad spectrum of research areas, each integral to the development of a holistic understanding of workplace well-being and organizational success. Submissions are invited concerning, but not limited to, the following topics:

  • Work/occupational well-being: Despite its central importance, the concept of occupational well-being remains ambiguous and underexplored. We seek both empirical and conceptual work that clarifies and enriches our understanding of work well-being, addressing its complexities and multifaceted nature.
  • Factors affecting employee health, well-being, and job satisfaction: We welcome studies that investigate the physical, mental, and emotional health of employees and the factors that can promote flourishing at work and beyond. This includes research on initiatives and interventions that promote health, well-being and job design, as well as topics such as stress and burnout, and the factors that can help mitigate them. 
  • Positive organizational behaviors: Contributions should explore the array of behaviors that can foster positive work environments, including but not limited to optimism, resilience, self-efficacy, prosocial behaviors and hope. Research identifying the mechanisms through which these behaviors contribute to a supportive and constructive workplace is particularly valued.
  • Positive work and organizational psychology interventions: At the core of this applied discipline are positive psychology interventions applied in organizational settings. We therefore invite both empirical work and reviews of interventions that enhance positive organizational behaviors and outcomes.
  • Engagement and performance: We are interested in analyses that examine the myriad factors affecting employee engagement and performance. Studies should consider both organizational structures and individual characteristics, providing insights into how these elements interact.
  • Strengths-based approaches: Insights that focus on the identification and application of individual and team strengths are encouraged. Research should demonstrate how strengths-based strategies can be effectively leveraged to improve organizational outcomes and employee fulfilment.
  • Meaning and purpose at work: Investigations into how employees derive meaning and purpose from their work and its subsequent impact on motivation and performance are sought. Studies should explore the conditions under which work becomes a source of personal and professional growth.
  • Positive change management: We invite innovative strategies for managing organizational change in ways that are constructive and beneficial for both the organization and its members. Contributions should offer fresh perspectives on facilitating change that aligns with positive organizational principles.
  • Work-life balance: Research aimed at understanding and achieving a healthy equilibrium between work commitments and personal life is essential. We look for studies that offer insights into policies, practices, and cultural shifts that support balanced living for employees.
  • Positive leadership: We encourage investigations into leadership styles that promote positive workplace behaviors, with a particular focus on ethical and responsible leadership. Research should examine how leadership practices influence organizational climate and employee well-being.
  • Organizational culture and climate: Studies examining the impact of the social and psychological environment within the workplace are welcomed. Research should delve into how organizational culture and climate affect employee morale, productivity, and retention, contributing to a thriving workplace.

Through this call, we aim to compile a diverse collection of research that collectively enriches our understanding of Positive Work and Organizational Psychology, offering actionable insights for practitioners and scholars alike to cultivate more positive, productive, and fulfilling work environments.

For queries related to the Special Issue, please contact the Guest Editors.

Dr. Rona Hart
Dr. Dan Hart
Guest Editors

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Keywords

  • work/occupational well-being
  • employee health
  • job satisfaction
  • positive work and organizational psychology interventions
  • engagement
  • performance
  • work-life balance

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Published Papers (10 papers)

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Research

20 pages, 607 KiB  
Article
Unwilling or Unable? The Impact of Role Clarity and Job Competence on Frontline Employees’ Taking Charge Behaviors in Hospitality Industry
by Mengfen Lan, Zhehua Hu and Ting Nie
Behav. Sci. 2025, 15(4), 526; https://doi.org/10.3390/bs15040526 - 14 Apr 2025
Viewed by 336
Abstract
Hotels expect front-line staff to demonstrate greater flexibility and proactively take on more responsibility beyond their job duties, which helps to provide better customer service in an environment of uncertainty and change. Accordingly, employees’ taking charge behaviors have received widespread attention in academia [...] Read more.
Hotels expect front-line staff to demonstrate greater flexibility and proactively take on more responsibility beyond their job duties, which helps to provide better customer service in an environment of uncertainty and change. Accordingly, employees’ taking charge behaviors have received widespread attention in academia and practice. Through a three-wave online survey of 352 front-line employees and their supervisors from 13 high-star hotels in the Greater Bay Area of China, this study examined the influence mechanisms of role clarity and job competence on the employees’ taking charge behavior and the moderating effect of supervisor developmental feedback. The findings indicate that frontline employees’ role clarity and job competence can enhance taking charge behavior by increasing their organization-based self-esteem. It empirically validates Proactive Motivation Theory and clarifies that employees’ proactive engagement in extra-role responsibilities depends not only on their willingness but also on sufficient competence and a clear understanding of their job roles. Supervisor developmental feedback is more acceptable to employees as a form of informational support and can enhance the impact of role clarity and job competence on frontline employees’ taking charge behaviors. Full article
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16 pages, 934 KiB  
Article
From Rights to Responsibilities at Work: The Longitudinal Interplay of Decent Work, Flourishing, and Job Performance Across Italian Employees
by Ivan Marzocchi, Luigi Fusco, Ilaria Olivo, Stefano Isolani, Francesca Spinella, Valerio Ghezzi, Monica Ghelli, Matteo Ronchetti, Benedetta Persechino and Claudio Barbaranelli
Behav. Sci. 2025, 15(4), 499; https://doi.org/10.3390/bs15040499 - 9 Apr 2025
Viewed by 259
Abstract
From a positive psychological standpoint, access to decent work extends beyond fulfilling economic needs: it is a fundamental human right. While significant efforts have been made to examine the societal implications of decent work, surprisingly little attention has been directed toward its impact [...] Read more.
From a positive psychological standpoint, access to decent work extends beyond fulfilling economic needs: it is a fundamental human right. While significant efforts have been made to examine the societal implications of decent work, surprisingly little attention has been directed toward its impact on individual employees. Integrating the Conservation of Resources theory and the Self-Determination theory, this study aims to advance understanding of this topic by exploring the dynamic and reciprocal interplay among decent work, flourishing (namely, an indicator of strong individual well-being), and job performance. Data were collected from 426 Italian employees (62.7% female) by administering a survey in three waves with a one-month lag. A Cross-Lagged Panel Model approach was employed. The findings highlight that (a) decent work is positively associated with later flourishing; (b) flourishing positively affects later job performance; (c) flourishing fully mediates the relationship between decent work and job performance; and (d) the relationship between flourishing and decent work is reciprocal, with flourishing also enhancing the perception of decent work over time. Our study contributes to advancing the understanding of decent work and its implications, demonstrating the importance of promoting a decent work environment to foster flourishing and performance. This creates a mutually reinforcing cycle of well-being and productivity. Full article
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33 pages, 1911 KiB  
Article
Coping in the Face of Verbal Aggression: The Role of Self-Efficacy in Protecting Healthcare Professionals’ Well-Being and Job Satisfaction
by Elena Cavallari, Ilaria Setti, Matteo Curcuruto and Valentina Sommovigo
Behav. Sci. 2025, 15(4), 478; https://doi.org/10.3390/bs15040478 - 6 Apr 2025
Viewed by 312
Abstract
Verbal aggression toward healthcare professionals, primarily from patients and visitors, is widespread and negatively affects employee well-being and patient care quality. This study, comprising two samples, investigates the relationship between user-initiated verbal aggression and job satisfaction, with a focus on psychological processes (i.e., [...] Read more.
Verbal aggression toward healthcare professionals, primarily from patients and visitors, is widespread and negatively affects employee well-being and patient care quality. This study, comprising two samples, investigates the relationship between user-initiated verbal aggression and job satisfaction, with a focus on psychological processes (i.e., cynicism and mental distance) and personal boundary conditions (i.e., self-efficacy). Study 1 (pandemic period) explored cynicism and work-related self-efficacy, while Study 2 (post-pandemic) replicated and expanded these findings, incorporating mental distance, self-efficacy in managing negative emotions, and workload. Participants included 201 (Study 1) and 1442 (Study 2) healthcare professionals from one and eight Italian healthcare facilities, respectively, who completed online questionnaires. In both cross-sectional studies, verbal aggression was positively associated with psychological withdrawal responses, which, in turn, was negatively related to job satisfaction. However, high self-efficacy in managing negative emotions (rather than work-related self-efficacy) buffered these effects. In Study 2, the negative impact of verbal aggression on job satisfaction, mediated by mental distance, was most pronounced among those with low self-efficacy in managing negative emotions and a high workload. Conversely, individuals with high self-efficacy maintained their job satisfaction and did not exhibit psychological withdrawal, even under high workload conditions. Full article
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22 pages, 1017 KiB  
Article
Evaluating the Positive Functioning at Work (PF-W) Questionnaire: Insights into Predictive Factors of Well-Being Among Spanish Workers
by Adrián García-Selva, Marie-Carmen Neipp and Beatriz Martín-del-Río
Behav. Sci. 2025, 15(4), 455; https://doi.org/10.3390/bs15040455 - 2 Apr 2025
Viewed by 324
Abstract
This study examines the interplay between individual predictors (self-efficacy) and organizational factors (perceived organizational support) within the framework of the PERMA+4 model to promote workplace well-being. Data were collected from 545 employees (57.8% women) using self-reported questionnaires and analyzed through structural equation modeling. [...] Read more.
This study examines the interplay between individual predictors (self-efficacy) and organizational factors (perceived organizational support) within the framework of the PERMA+4 model to promote workplace well-being. Data were collected from 545 employees (57.8% women) using self-reported questionnaires and analyzed through structural equation modeling. The results indicate that self-efficacy positively influences seven dimensions of the PERMA+4 model, while perceived organizational support significantly affects five dimensions. Positive emotions are identified as a mediator, amplifying the impact of PERMA+4 dimensions on job satisfaction and organizational commitment. Specifically, positive emotions have a positive effect on job satisfaction, underscoring their pivotal role in the workplace well-being. These findings validate the PERMA+4 model as a comprehensive framework for understanding workplace well-being, emphasizing the dynamic interaction between individual and organizational factors. Moreover, they provide actionable insights for interventions aimed at enhancing employee satisfaction and long-term commitment by fostering self-efficacy, organizational support, and positive emotions. Full article
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18 pages, 587 KiB  
Article
Promoting Employee Organizational Citizenship Behavior (OCB) in Small- and Medium-Sized Enterprises: A Cognitive and Affective Perspective on Ethical Leadership
by Wei Su and Juhee Hahn
Behav. Sci. 2025, 15(3), 380; https://doi.org/10.3390/bs15030380 - 18 Mar 2025
Viewed by 524
Abstract
Compared to the formal rules and regulations of large companies, leadership behavior has a greater influence on employee behaviors in small and medium enterprises (SMEs). Unlike large enterprises, many SMEs have a weaker market position, and their survival and development depend on employees’ [...] Read more.
Compared to the formal rules and regulations of large companies, leadership behavior has a greater influence on employee behaviors in small and medium enterprises (SMEs). Unlike large enterprises, many SMEs have a weaker market position, and their survival and development depend on employees’ willingness to make additional efforts beyond their formal job duties. Thus, this study focuses on SME employees to explore the effect of ethical leadership on subordinates’ organizational citizenship behavior (OCB). This study proposes a multilevel mediating model, where ethical climate and ethical role modeling represent cognitive social learning perspectives at the team and individual levels, respectively, while affective well-being serves as an individual-level affective perspective. A total of 426 valid questionnaires from 71 teams were collected, and MPLUS was used to verify the study hypotheses. The results indicate that (1) ethical leadership has a significant positive impact on employee OCB; (2) ethical leadership also significantly affects team ethical climate, ethical role modeling, and affective well-being; and (3) the partial mediating effects of team ethical climate, ethical role modeling, and affective well-being are confirmed. This research provides empirical evidence for the mechanism between ethical leadership and employee OCB in SMEs. Full article
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18 pages, 720 KiB  
Article
Two-Way Efforts Between the Organization and Employees: Impact Mechanism of a High-Commitment Human Resource System on Proactive Customer Service Performance
by Dexia Zang and Boyi Lyu
Behav. Sci. 2025, 15(3), 321; https://doi.org/10.3390/bs15030321 - 6 Mar 2025
Viewed by 536
Abstract
Service quality forms the foundation of customer experience value and is a key competitive edge for service-oriented organizations. In response to increasingly diverse service demands, proactive customer service performance (PCSP), which can improve service experience, has captured the attention of researchers and managers. [...] Read more.
Service quality forms the foundation of customer experience value and is a key competitive edge for service-oriented organizations. In response to increasingly diverse service demands, proactive customer service performance (PCSP), which can improve service experience, has captured the attention of researchers and managers. While research on factors influencing PCSP is plentiful, there is a noticeable gap in discussions around organizational-level factors, especially concerning a high-commitment human resource system (HCHRS) designed to enhance positive relationships between organizations and employees. This study collected data from frontline service employees in China and their managers through a questionnaire survey grounded in self-determination theory (SDT), conservation of resources theory (COR), and social exchange theory (SET) and used hierarchical multiple regression and a mediation effect test to investigate the impact mechanism of the HCHRS on PCSP. This study reveals that the HCHRS directly influences PCSP and positively impacts it by bolstering mission valence (MV) and work meaning (WM). Furthermore, MV and WM serve as serial mediators of the process through which HCHRS affects PCSP. This study enriches research on the antecedent mechanisms of PCSP and offers valuable insights for management practices. Full article
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15 pages, 634 KiB  
Article
Gen Z Tourism Employees’ Adaptive Performance During a Major Cultural Shift: The Impact of Leadership and Employee Voice Behavior
by Kleanthis K. Katsaros
Behav. Sci. 2025, 15(2), 171; https://doi.org/10.3390/bs15020171 - 5 Feb 2025
Viewed by 1139
Abstract
Based on social exchange theory and the norm of reciprocity, the current study proposes a mediation model to assess the role of employee voice behavior (promotive and prohibitive) on the relationship between leadership (i.e., transformational, inclusive, and adaptive) and Gen Z employees’ adaptive [...] Read more.
Based on social exchange theory and the norm of reciprocity, the current study proposes a mediation model to assess the role of employee voice behavior (promotive and prohibitive) on the relationship between leadership (i.e., transformational, inclusive, and adaptive) and Gen Z employees’ adaptive performance (AP). Research data were obtained from 195 Gen Z employees and their supervisors from a group of luxury hotels located in Greece that had experienced a major cultural shift. The research model was examined using the structural equation modeling technique (SEM) with maximum likelihood estimation using the analysis of moment structures program (AMOS version 24). The research findings indicate that (a) all three leadership approaches positively influence Gen Z employees’ AP, (b) promotive voice behavior mediates the relationship between all leadership approaches and Gen Z employees’ AP, and (c) prohibitive voice behavior mediates the relationship between inclusive leadership and Gen Z employees’ AP. The results suggest that by implementing human-centered practices and procedures to positively influence Gen Z employees’ voice behavior, tourism leaders/managers can increase their AP. Full article
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16 pages, 590 KiB  
Article
Building a Positive Work Environment: The Role of Psychological Empowerment in Engagement and Intention to Leave
by Pachsiry Chompukum and Tita Vanichbuncha
Behav. Sci. 2025, 15(2), 131; https://doi.org/10.3390/bs15020131 - 26 Jan 2025
Viewed by 2169
Abstract
This study examines the relationships between psychological empowerment, employee engagement, and intention to leave. Employing structural equation modeling, this study analyzes survey data from both academic and non-academic staff in Thailand. Findings reveal that psychological empowerment positively relates to employee engagement, which, in [...] Read more.
This study examines the relationships between psychological empowerment, employee engagement, and intention to leave. Employing structural equation modeling, this study analyzes survey data from both academic and non-academic staff in Thailand. Findings reveal that psychological empowerment positively relates to employee engagement, which, in turn, negatively relates to the intention to leave. In addition, psychological empowerment directly affects the intention to leave. This highlights the potential of empowerment-focused interventions as an innovative strategy for improving employee retention, particularly relevant in today’s dynamic and challenging work environments. Our study contributes to the growing body of knowledge on positive organizational psychology by demonstrating the efficacy of empowerment initiatives in a non-Western context. Furthermore, it offers practical implications for organizations seeking nonmonetary rewards to foster a thriving workforce by cultivating a sense of meaning, competence, autonomy, and impact among their employees. Future research can explore the broader applicability of empowerment-based strategies across diverse organizational contexts. Full article
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29 pages, 339 KiB  
Article
Exploring Employee Perspectives on Workplace Technology: Usage, Roles, and Implications for Satisfaction and Performance
by Andreea Barbu, Mirona Ana Maria Ichimov, Iustina Cristina Costea-Marcu, Gheorghe Militaru, Dana Corina Deselnicu and Georgiana Moiceanu
Behav. Sci. 2025, 15(1), 45; https://doi.org/10.3390/bs15010045 - 4 Jan 2025
Viewed by 2847
Abstract
In a dynamic context, where market requirements and needs change often, it is important for companies to adapt to new demands as quickly as possible to continue to be successful. To be able to face numerous challenges, however, organizations need to focus on [...] Read more.
In a dynamic context, where market requirements and needs change often, it is important for companies to adapt to new demands as quickly as possible to continue to be successful. To be able to face numerous challenges, however, organizations need to focus on the needs of their employees, with their satisfaction being an intermediate objective in achieving performance. Since technology is a pillar of each business field, the aim of this study is to explore employees’ perspectives on the use of technology at work, analyzing its main roles within the company, the benefits it provides from the employees’ viewpoint and its implications for satisfaction and performance. To achieve this objective, the authors used existing results in the literature that indicated several methods for the analysis of this subject, and continued with qualitative focus group research that involved six employees working both in hybrid and remote setups, within companies providing services in the engineering area. Thus, in this qualitative study, the needs and preferences of engineering employees are analyzed towards the efficiency of work activities, the improvement of team collaboration, as well as the role of digital technologies in facilitating communication and collecting feedback. Also, the research results address the support of personal and professional development and emphasize the importance of balance between personal and professional life through workplace flexibility—an aspect relatively unexplored in the specialized literature. Apart from the theoretical contributions that the study offers for the development of the literature, the results of this research offer a practical perspective for companies in the field of engineering, suggesting future research directions and recommendations for optimizing performance and increasing the level of employee satisfaction through the implementation of appropriate and personalized digital solutions. Full article
15 pages, 367 KiB  
Article
Growth Mindset and Job Crafting: A Trait Activation Perspective with Job Autonomy as Moderator
by Tao Yu, Lidong He, Hu Ying, Jie Liu, Yuzhen Wu, Yun Wang and Xiaofu Pan
Behav. Sci. 2024, 14(12), 1221; https://doi.org/10.3390/bs14121221 - 18 Dec 2024
Viewed by 1447
Abstract
Job crafting benefits both employees and organizations by enhancing employees’ health, well-being, and performance. Therefore, it is crucial to investigate the individual factors that encourage job crafting and the conditions under which they operate. Based on Trait Activation Theory, this study examined the [...] Read more.
Job crafting benefits both employees and organizations by enhancing employees’ health, well-being, and performance. Therefore, it is crucial to investigate the individual factors that encourage job crafting and the conditions under which they operate. Based on Trait Activation Theory, this study examined the relationship between employees’ growth mindset and job crafting, as well as the moderating effect of job autonomy on this relationship. In Study 1, we conducted a situational experiment with 180 participants, manipulating growth vs. fixed mindset and high vs. low job autonomy. In Study 2, we surveyed 236 participants over three waves, collecting demographic data and growth mindset at T1, job autonomy at T2 (one month later), and job crafting at T3 (two months later). Results from Study 1 indicated that growth mindset significantly impacted job crafting, moderated by job autonomy. Study 2 confirmed this positive effect of growth mindset on job crafting and revealed a significant positive interaction between growth mindset and job autonomy. These findings suggest that employees with a growth mindset engage more in job crafting, with this relationship strengthened under conditions of high job autonomy. This study highlights job autonomy as a situational cue that activates employees’ growth mindset, enhancing proactive job crafting behaviors. This research advances the literature on positive work behaviors by establishing growth mindset as a direct antecedent and illustrating the moderating role of job autonomy, thereby enriching the understanding of conditions that foster a positive workplace environment. Full article
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