Have you ever dreaded going to work, feeling a heaviness in the air the moment you walk through the doors? Show
Successful organizations recognize that employees who resent coming into work will invest less effort into their job and be more likely to leave, taking their precious knowledge and skills with them (Nielsen & Einarsen, 2012). In contrast, positive experiences at work can facilitate greater employee performance. In this article, we’ll walk you through research exploring positive organizational behavior, highlight its applications in practice, and give you tips to embed the principles of positive organizational behavior in your firm. Before you continue, we thought you might like to download our three Goal Achievement Exercises for free. These detailed, science-based exercises will help you or your staff create actionable goals and master techniques to create lasting behavior change. This Article Contains:
What Is Positive Organizational Behavior?Positive organizational behavior (POB) is
Luthans, 2002, p. 59 This definition’s reference to strengths and capacities points to several foci relevant to positive psychologists, including attitudes, motivation, and talents. Additionally, the definition orients POB as a scientific discipline characterized by theory and empirical rigor (Luthans, 2002). Finally, the definition incorporates the notion of development, highlighting POB’s focus on malleable, state-like constructs that can be changed, such as emotions and behavioral intentions in the workplace (Luthans, 2002). Later, Wright (2003) counterbalanced the above definition of POB, emphasizing the importance of employee happiness and health as essential goals for POB instead of simply utilitarian objectives like performance. Positive organizational scholarshipUnderpinning the application of POB in practice is a growing body of research known as positive organizational scholarship (POS). While often overlapping with POB, POS mainly concerns positive features of organizations that allow employees to thrive (Bakker & Schaufeli, 2008). In particular, the field centers on
Cameron & Caza, 2004, p. 731 POS rigorously seeks to understand the drivers of optimal individual psychological states in organizations that facilitate performance, healing, strength development, and resilience, using many of the same methods as those in the broader fields of psychology and business (Cameron & Spreitzer, 2012). 3 Positive Organizational Psychology TheoriesMany theories drawn from the field of psychology have been adapted and applied to strengthen our understanding of positive behavior at work, including those on psychological capital, self-efficacy, and motivation.To illustrate, consider these three emerging theories that offer a broad sweep of the field. 1. Positive leadership theoryA positive leader typically spearheads the application of positive psychology principles in the workplace. Definitions of positive leadership have been integrated and defined as follows:
Malinga, Stander, & Nell, 2019, p. 214 Although an elusive concept, positive leadership has three basic components (Blanch, Gil, Antino, & Rodríguez-Muñoz, 2016):
It is believed that all leaders lie somewhere on a continuum, depending on the extent to which they demonstrate behaviors that align with these components (Wooten & Cameron, 2010). To significantly enhance performance, leaders with skills aligned toward the more positive end of this continuum effectively give employees the resources they need, such as feedback, well-designed work, and learning opportunities (Abdullah, 2009). 2. Job crafting theoryJob crafting is
Wrzesniewski & Dutton, 2001, p. 179 An example of job crafting would be if a barista were to adjust the placement of the ingredients and equipment around the coffee machine to make preparing each drink a little quicker and easier. Another example would be a city sanitation worker who cognitively interprets their role as one that involves beautifying the local parks and helping to preserve nature rather than simply picking up waste. Through job crafting, employees are empowered to make their work more meaningful, better use their skills, and minimize strain. Consequently, these employees tend to exhibit greater motivation, are more engaged, and are less likely to resign (Zhang & Parker, 2019). 3. Work as calling theoryA third theory falling within the scope of POB is work as calling theory (WCT). This theory suggests that for some, working may be one way to live out a true calling in life. Stemming from the field of transpersonal psychology, WCT suggests that callings have three characteristics (Duffy, Douglass, Gensmer, England, & Kim, 2019):
When workers feel called to their line of work, perceive few obstacles to pursuing that calling, and fit well with their environment, positive work and individual outcomes tend to result (Duffy et al., 2019). These include reduced turnover intention, greater work engagement, and greater life satisfaction (Duffy & Dik, 2013). To better understand how the related field of positive organizational psychology fits into positive organizational behavior, be sure to check out our dedicated article. 5 Real-Life Examples of POBHere are five real-life examples of actions taken by organizations whose human resource (HR) departments used POB approaches to manage their people (Geiman, 2016):
Taken together, these measures led to several desirable outcomes, including greater profitability, productivity, employee engagement, and morale (Geiman, 2016). Applying Positive Organizational Behavior in the WorkplaceSo far, we’ve looked at several theories and applications of POB in the workplace.Let’s now consider the process for implementing POB as a workplace intervention. The HR departments in Geiman’s (2016) study drew on several established POB activities and methodologies to drive POB practices:
Among the most commonly cited methods was appreciative inquiry, a collaborative, strengths-based approach to change in organizations and other human systems. This approach, developed by David Cooperrider in the 1980s, is widely used in organizational change initiatives and represents an alternative to earlier schools of thought that likened people to machines and centered on correcting people’s deficits. Developing and managing psychological strengthsA central tenet of appreciative inquiry and most other POB approaches involves the identification and development of employees’ psychological strengths. Focusing on employee strengths rather than deficits has a range of benefits, including increased speed of development, lower turnover, and increased morale (De Groot, 2015; Rigoni & Asplund, 2016). But how do you get started? To begin, select a psychometrically validated strengths-assessment tool you can use to assess your employees, team, or leaders. Commonly used options in business settings include the CliftonStrengths™ Assessment and DISC Personal Assessment Tool. Next, craft an initiative that will help your employees better leverage their existing strengths. For instance, consider whether you can put employees with differing and complementary strengths on the same team. Or perhaps you might steer a leader with a strength in emotional intelligence toward the needs of a distrusting and uncertain team. Throughout this process, be sure to include those who engage with the work itself, not just the supervisors and managers, in discussions about a strengths-based initiative, as those on the ground floor will often have unique insights that those at the top might not see. For instance, shop floor workers may recognize a needed competency that is lacking within a department or an opportunity to better utilize somebody with a particular strength. Finally, be sure to measure the effects of any initiative you implement. For instance, if you hope that by adjusting the composition of strengths within a particular team, you can reduce interpersonal conflict, then be sure to follow up with team members using interviews, meetings, or even surveys to assess whether the change has had its intended effect. 3 Proven Benefits of Positive Organizational ScholarshipBusinesses have increasingly turned to the field of POS not only in service of their bottom line but for myriad other reasons, too. Here are just three proven benefits of initiatives that have been continually reinforced in findings from the literature. 1. Positive organizational scholarship sustains motivationEmployees working for firms that value POS derive more enjoyment from their work each day, resulting in sustained internal motivation. In particular, employees will exhibit greater intrinsic motivation when engaged in work that aligns with their values (a concern that is front and center in POS approaches). That is, the act of working will be driven more by sustainable internal motivations, such as enjoyment, as opposed to external motivations, like praise or financial incentives (Ghazzawi, 2008). 2. Positive organizational scholarship supports mental wellbeingCultures embedded with the principles of POS help minimize stress and increase mental health among employees. This was shown to be especially true in cultures characterized by minimal workplace bullying (Lutgen-Sandvik, Hood, & Jacobson, 2016). 3. Positive organizational scholarship drives prosocial behaviorFinally, employees whose qualities align with the principles of POS tend to exhibit greater concern for others and their broader environment, manifesting as prosocial behaviors. Andersson, Giacalone, and Jurkiewicz (2007) found that white-collar workers who experienced higher levels of hope and gratitude felt a greater sense of responsibility for their colleagues and for social matters beyond their core duties. 3 Techniques and Tips for Your Work EnvironmentLooking to build the principles of POS into your workplace?Here are three tips and techniques you can apply to get started. 1. Build positive organizational scholarship into the work environmentThe sub-field of work design, falling within the scope of organizational behavior, provides many recommendations for designing work environments that facilitate POB. For instance, work design that allows employees to use various skills, take on a range of different tasks, and provide social support creates the context to have positive experiences at work (Morgeson & Humphrey, 2006). With these and other positive attributes in place, organizations can enjoy benefits including reduced absenteeism and workplace accidents, as well as increases in financial revenue, performance, and innovation (Humphrey, Nahrgang, & Morgeson, 2007). 2. Train effective feedback delivery (and receipt)Clear and open feedback is critical for employees to develop their skills, learn from mistakes, and work more productively with one another. Likewise, people may differ in how they receive feedback. Some may find it challenging and a threat to their self-perception of worth or effectiveness, while others will accept it with an open mind. To learn more about giving and receiving feedback, check out our dedicated blog posts detailing how to give negative feedback in a positive way and strategies for providing positive reinforcement at work. 3. Pay close attention to interdependent workersTaking steps to ensure a positive work environment is especially important when individuals’ work is highly interdependent. The more employees are reliant on one another to perform their tasks effectively, the more these employees and the organization will benefit from a culture characterized by POS. For instance, airline attendants working together on a series of long-haul flights will inevitably depend on the shared understanding and trust inherent in their company’s culture to perform well much more than an independent freelancer who works from home. Therefore, pay extra attention to those employees who are dependent on their colleagues to do effective work, ensuring a culture that supports positive interactions. Resources From PositivePsychology.comLooking for more tools to embed the principles of POB in your workplace? Check out the following free worksheets and activities.
A Take-Home MessageWith the proliferation of positive approaches to psychology, it’s no surprise the world of business is now seeking a slice of the pie. And why not? When leaders craft workplaces to prioritize both profitability and happiness, organizations gain reputations for being great places to work, and their staff will flourish. We hope this article has inspired you to delve further into the science and scholarship of POB. Likewise, if you’re an organizational leader, we invite you to consider how you might implement one strategy or technique explored above in your company to create a more positive experience for your workers today. We hope you enjoyed reading this article. Don’t forget to download our three Goal Achievement Exercises for free.
What are some ways that organizational behavior impacts individuals success?Organizational behavior proposes that incentives are motivational factors that are crucial for employees to perform well. Organizational behavior changes the way people make decisions. Businesses that are able to encourage risks in decision making within the company culture can enhance innovation and creativity.
Is used to describe behavior directed at gaining power and controlling the behavior of others?The term “Machiavellianism” is now used to describe behavior directed at gaining power and controlling the behavior of others. Self-esteem - is the extent to which a person believes that he or she is a worthwhile and deserving individual.
What is the extent to which a person behaves in the same way in different situations?Consistency: the extent to which the person behaves like this every time the situation occurs. If Alison only smokes when she is out with friends, consistency is high. If she only smokes on one special occasion, consistency is low.
Which of the following occurs when two sets of perceptions are contradictory or incongruent?Cognitive dissonance occurs when a person holds two related but contradictory cognitions, or thoughts. The psychologist Leon Festinger came up with the concept in 1957. In his book A Theory of Cognitive Dissonance, Festinger proposed that two ideas can be consonant or dissonant.
|