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By integrating positive psychology to organizational setting, Fred Luthans has pioneered the positive organizational behavior research in 1999. Since then, Luthans and colleagues have been attempting to find ways of designing work settings that emphasize people's strengths, where they can be both their best selves and at their best with each other.
In order to protect the physical and mental health of workers, the demands of the job must be balanced by easily accessible job resources in order to prevent burnout in employees yet encourage employee engagement. [25] Engagement signifies a positive employee who is committed to the safety within the workplace for self and others.
Furthermore, happier employees display a higher level of loyalty, as they tend to stay for far longer periods in their organizations. Happiness at work is the feeling that employee really enjoy what they do and they are proud of themselves, they enjoy people being around, thus they have better performance.
Providing solutions: Positive and "potentially strong" relations with performance. [12] It is not only attributed to the skills and knowledge could be explored but also the innovative ways employees can provide and generate. Selecting solutions: Positive to performance but not likely to enhance satisfaction.
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Employee clarity of job expectations – "If expectations are not clear and basic materials and equipment are not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed."
If you or someone you know needs help, call 1-800-273-8255 for the National Suicide Prevention Lifeline. You can also text HOME to 741-741 for free, 24-hour support from the Crisis Text Line. Outside of the U.S., please visit the International Association for Suicide Prevention for a database of resources.
The employees who cannot join may even feel jealous towards participants. Poor performance: As a result of lack of preparation and heavier workload, some employees may not perform as efficient as prior to job enrichment. These employees may actually work better in a non job-enriching environment. By not doing as well as desired, they may feel ...
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