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The COVID-19 pandemic has prompted a closer examination of organizational management’s role in facilitating positive outcomes in the workplace. This study explores the relationship between perceptions of healthy organizational practices (HOP) and levels of engagement and burnout among workers. We applied surveys to 213 workers (66% women) from different sectors (health, education, and municipal) in a south-center region of Chile. The results align with the existing literature, showing a positive correlation between HOP and engagement and a negative correlation between HOP and burnout in the total sample. ANOVA analysis revealed significant differences among organizations. Workers in the education organization reported higher perceptions of healthy practices, as well as higher engagement and lower burnout levels. These findings highlight the education organization as a potential exemplar of a healthy workplace. The study underscores the importance of healthy practices in promoting employee well-being and offers insights into sector-specific dynamics. Organizations, particularly in health and municipal sectors, should prioritize strategies that foster healthy work environments and mitigate the risk of burnout among their workforce. The findings of this research corroborate that HOP contributes to the sustainability of a healthy workplace. It discusses the need to investigate complementary variables that will allow the development of a model for healthy and sustainable organizations tailored to the specific organizations and the culture of its people., Postprint (published version)

A growing body of empirical evidence suggests that PERMA (positive emotions, engagement, relationships, meaning, accomplishments) may be a robust framework for the measurement, management and development of wellbeing. While the original PERMA framework made great headway in the past decade, its empirical and theoretical limitations were recently identified and critiqued. In response, Seligman (2018) clarified the value of PERMA as a framework for and not a theory of wellbeing and called for further research to expand the construct. To expand the framework into organizational contexts, recent meta-analyses and systematic literature reviews showed that physical health, mindset, physical work environments and economic security could be seen as essential contextually relevant building blocks for work-related wellbeing and are therefore prime candidates to expand the PERMA framework for use within organizational contexts. Through expanding the original PERMA framework with these four factors, a new holistic approach to work-related wellbeing and work performance was born: The PERMA+4. As such, the purpose of this brief perspective paper is to provide a conceptual overview of PERMA+4 as holistic framework for work-related wellbeing and work performance which extends beyond the predominant componential thinking of the discipline. Specifically, we aim to do so by providing: (a) a brief historical overview of the development of PERMA as a theory for wellbeing, (b) a conceptual overview of PERMA+4 as a holistic framework for work-related wellbeing and work performance, (c) empirical evidence supporting the usefulness of PERMA+4, and (d) charting a course for the second wave of positive organizational psychological research.

The COVID-19 pandemic has substantially impacted mental health—workers at institutions are not exempt. In our research, from positive organizational psychology, specifically from the healthy and resilient organization (HERO) model, we analyzed the relationship between healthy organizational practices–engagement and workers’ burnout, and evaluated the mediation role of engagement between healthy organizational practices and worker burnout levels during the COVID-19 pandemic, through structural equation models of a cross-sectional survey-based study. We collected data from a sample of 594 Chilean workers. Our results of the correlations and structural equations demonstrate the relationship between PHOs with engagement (ß = 0.51; p < 0.001) and burnout (ß = -0.44; p < 0.001), in addition to the mediating effect of engagement between HOP with burnout (ß = -0.66; p < 0.001). In conclusion, our findings suggest that healthy organizational practices promoted worker engagement and decreased worker burnout during the COVID-19 pandemic, contributing to the postulates of the HERO model. In addition, we were able to visualize a similar scenario, which showed that burnout during a pandemic decreases when worker engagement mediates the relationship with HOP., Peer Reviewed, Postprint (published version)

The study investigates the effect of the Balanced Scorecard, one of the performance measurement systems, on employee well-being (EWB) in organizations. As a result of the literature research, it is seen that employee welfare is examined in 3 different areas: Job Satisfaction, Organizational Commitment, and Job Engagement. One of the most important factors for the success of an organization is the happy employees who contribute tremendously to the improvement of the organization's performance. Both qualitative and quantitative measurement methods were used for this study. The surveys that have used for this study included 27334 employees in the state of Michigan and the surveys data were analyzed by Statistical Package for Social Sciences (SPSS) 28. The study revealed that the BSC strategies implemented in the State of Michigan improved organizational performance in the four perspectives of financial, customer, internal process, and learning & growth. The statistical results of employee satisfaction surveys show that BSC increases job satisfaction by 68.30% (R-squared: 0.683), work engagement by 71.00% (R-squared: 0.710), and organizational commitment by 21.30% (R-squared: 0.213). With the BSC strategy and learning-growth perspective that has been in effect for 20 years, employee satisfaction has been increased, organizational commitment and job engagement have been prioritized in the State of Michigan. The result of this study will help leaders and HR departments measure and increase employee well-being with performance measurement tools., Peer Reviewed, Postprint (published version)

A growing body of empirical evidence suggests that PERMA (positive emotions, engagement, relationships, meaning, accomplishments) may be a robust framework for the measurement, management and development of wellbeing. While the original PERMA framework made great headway in the past decade, its empirical and theoretical limitations were recently identified and critiqued. In response, Seligman (2018) clarified the value of PERMA as a framework for and not a theory of wellbeing and called for further research to expand the construct. To expand the framework into organizational contexts, recent meta-analyses and systematic literature reviews showed that physical health, mindset, physical work environments and economic security could be seen as essential contextually relevant building blocks for work-related wellbeing and are therefore prime candidates to expand the PERMA framework for use within organizational contexts. Through expanding the original PERMA framework with these four factors, a new holistic approach to work-related wellbeing and work performance was born: The PERMA+4. As such, the purpose of this brief perspective paper is to provide a conceptual overview of PERMA+4 as holistic framework for work-related wellbeing and work performance which extends beyond the predominant componential thinking of the discipline. Specifically, we aim to do so by providing: (a) a brief historical overview of the development of PERMA as a theory for wellbeing, (b) a conceptual overview of PERMA+4 as a holistic framework for work-related wellbeing and work performance, (c) empirical evidence supporting the usefulness of PERMA+4, and (d) charting a course for the second wave of positive organizational psychological research.

Work passion is defined as a persistent state of desire based on both cognitive and affective appraisals of one´s job. According to Vallerand´s dualistic model there are two types of passion called as harmonious passion and obsessive passion. Given its novelty in the field of organizational psychology, the aim of the present study is to provide a systematic literature review of the work passion construct. Specialized bases were examined obtaining 61 scientific publications corresponding to the period 2003-2017. The analysis of the literature shows that both types of passion are associated with dissimilar results, as well as different contextual and dispositional antecedents. To date, there is only one scale available to measure the construct, which has been adapted to diverse cultural contexts. The article concludes with some suggestions for future research on the subject, Resumen: La pasión por el trabajo se define como un estado de deseo persistente basado en valoraciones cognitivas y afectivas del propio trabajo. De acuerdo al modelo dualista de Vallerand existen dos tipos de pasión denominados como pasión armoniosa y pasión obsesiva. Por ser un constructo relativamente nuevo en el campo de la psicología organizacional, el presente trabajo se orienta a proporcionar una revisión bibliográfica sistemática. Se examinaron bases especializadas obteniéndose 61 publicaciones científicas correspondientes al período 2003-2017. Del análisis de la literatura se desprende que ambos tipos de pasión se asocian a resultados disímiles, así como a distintos antecedentes contextuales y disposicionales. A la fecha, se dispone sólo de una escala para medir el constructo, la que ha sido adaptada a distintos contextos culturales. El artículo concluye con algunas sugerencias para futuros estudios sobre la temática