The concept of employee engagement: a comprehensive review from a positive organizational behavior perspective

2011 ◽  
Vol 24 (2) ◽  
pp. 49-69 ◽  
Author(s):  
Chang-Wook Jeung
Keyword(s):  
Organizational Behavior ◽  
Employee Engagement ◽  
Positive Organizational Behavior ◽  
Comprehensive Review

Authenticity, Religiosity, and Organizational Opportunity

2022 ◽  
pp. 65-94
Author(s):  
Ryan H. Sharp
Keyword(s):  
Organizational Behavior ◽  
Employee Engagement ◽  
Religious Beliefs ◽  
Meaningful Work ◽  
True Self ◽  
Positive Organizational Behavior ◽  
Organizational Dialogue ◽  
Religiosity And Spirituality

A relatively recent emphasis on increased authenticity in the workplace has opened conversations that have previously been considered out-of-bounds within organizational dialogue. With this emphasis has come an invitation for employees to bring their “whole self” to work. An individual's religious beliefs and spiritual inclinations are often at the heart of their so-called true self. Thus, as organizations have encouraged greater authenticity, discussions regarding religiosity and spirituality have followed. While there are some inherent dangers in incorporating religiosity and spirituality into the workplace, the primary purpose of this chapter is to show three natural ways in which these important parts of an individual's identity can be—or already are being—situated into existing and accepted areas of research. Thus, this theoretical piece provides a brief examination of the literature in the fields of positive organizational behavior, meaningful work, and employee engagement and will, in the process, analyze areas of crossover between these and religiosity and spirituality.

Positive Psychology Applications

2009 ◽  
pp. 34-48 ◽  
Author(s):  
P. Alex Linley ◽  
Stephen Joseph ◽  
John Maltby ◽  
Susan Harrington ◽  
Alex M. Wood
Keyword(s):  
Positive Psychology ◽  
Organizational Behavior ◽  
Employee Engagement ◽  
Medical Model ◽  
Well Being ◽  
Humanistic Psychology ◽  
Human Needs ◽  
Organizational Scholarship ◽  
Client Centered Therapy ◽  
Good Lives

Applied positive psychology is concerned with facilitating good lives and enabling people to be at their best. It is as much an approach as a particular domain of inquiry. As shown throughout this chapter, positive psychology has applications that span almost every area of applied psychology and beyond. In clinical psychology, counseling and psychotherapy, applied positive psychology builds on the traditions of humanistic psychology and Carl Rogers' client-centered therapy. It challenges the dominant assumptions of the medical model and promotes a dimensional, rather than dichotomous, understanding of mental health and mental illness. Beyond the alleviation of psychopathology, applied positive psychology has also seen the development of specific happiness-increase interventions, including counting one's blessings, using signature strengths, and paying a gratitude visit. In education, applied positive psychology has been used to promote flow in the classroom, as well as harnessing children's strengths to aid their learning and development. Forensic applications of positive psychology are represented by the good lives model of offender management, which focuses on the adaptive satisfaction of human needs. In Industrial Organizational (I/O) psychology, positive psychology applications are represented throughout work on transformational leadership, employee engagement, positive organizational scholarship, positive organizational behavior, appreciative inquiry, and strengths-based organization. In society, more broadly, applied positive psychology is shown to influence the development of life coaching and the practice of executive coaching, while population approaches are being explored in relation to epidemiology and the promotion of social well-being. Having reviewed these diverse areas, the chapter then goes on to consider the theoretical basis for applied positive psychology; the questions of who should apply positive psychology, as well as where and how; and whether positive psychology applications could be universally relevant. The chapter concludes by considering what the future of applied positive psychology may hold and suggesting that the discipline has the potential to impact positively on people throughout the world.

Positive Workplaces

2009 ◽  
pp. 578-588
Author(s):  
Fred Luthans ◽  
Carolyn M. Youssef
Keyword(s):  
Organizational Behavior ◽  
Psychological Capital ◽  
Future Research ◽  
Positive Organizational Behavior ◽  
Performance Impact ◽  
Research Directions ◽  
Future Research Directions ◽  
And Performance ◽  
Definition Of ◽  
Psychological Capacities

Over the years, both management practitioners and academics have generally assumed that positive workplaces lead to desired outcomes. Unlike psychology, considerable attention has also been devoted to the study of positive topics such as job satisfaction and organizational commitment. However, to place a scientifically based focus on the role that positivity may play in the development and performance of human resources, and largely stimulated by the positive psychology initiative, positive organizational behavior (POB) and psychological capital (PsyCap) have recently been introduced into the management literature. This chapter first provides an overview of both the historical and contemporary positive approaches to the workplace. Then, more specific attention is given to the meaning and domain of POB and PsyCap. Our definition of POB includes positive psychological capacities or resources that can be validly measured, developed, and have performance impact. The constructs that have been determined so far to best meet these criteria are efficacy, hope, optimism, and resiliency. When combined, they have been demonstrated to form the core construct of what we term psychological capital (PsyCap). A measure of PsyCap is being validated and this chapter references the increasing number of studies indicating that PsyCap can be developed and have performance impact. The chapter concludes with important future research directions that can help better understand and build positive workplaces to meet current and looming challenges.

scholarly journals A call for longitudinal research in positive organizational behavior

2008 ◽  
Vol 29 (5) ◽  
pp. 705-711 ◽  
Author(s):  
James B. Avey ◽  
Fred Luthans ◽  
Ketan H. Mhatre
Keyword(s):  
Organizational Behavior ◽  
Longitudinal Research ◽  
Positive Organizational Behavior

Authentic leadership and positive organizational behavior: A meso, multi-level perspective

2008 ◽  
Vol 19 (6) ◽  
pp. 693-707 ◽  
Author(s):  
Francis J. Yammarino ◽  
Shelley D. Dionne ◽  
Chester A. Schriesheim ◽  
Fred Dansereau
Keyword(s):  
Organizational Behavior ◽  
Authentic Leadership ◽  
Positive Organizational Behavior ◽  
Multi Level

Employee Well-Being: The Heart of Positive Organizational Behavior

2008 ◽  
pp. 51-60 ◽  
Author(s):  
Debra L. Nelson ◽  
Laura M. Little ◽  
M. Lance Frazier
Keyword(s):  
Organizational Behavior ◽  
Well Being ◽  
Positive Organizational Behavior

Organizational Behavior

2021 ◽  
pp. 2625-2637
Author(s):  
Rilla J. Hynes
Keyword(s):  
Organizational Culture ◽  
Organizational Behavior ◽  
Competitive Advantage ◽  
Paradigm Shift ◽  
Leadership Behaviors ◽  
Positive Organizational Behavior ◽  
Organizational Policies ◽  
Policies And Procedures ◽  
Behavior Theories ◽  
Management And Leadership

As organizations adapt to the challenges of technology, an understanding of organizational behavior theories supports the development of new management and leadership behaviors. There has been a paradigm shift in management, calling for the use of positivity rather than negativity. This shift promotes positive organizational policies and procedures while maximizing resources. According to Bakker, negative approach-based terms influenced organizational culture undesirably, and Luthans and Avolio claim developing a positive organizational behavior framework is a source of an organization's competitive advantage. This article explores the evolving theories of organizational behavior addressing the challenges of technology and change, as well as placing the discussion within the context of seminal theories.

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