Happiness and well-being at work

Treball final de Grau en Administració d’Empreses. Codi: AE1049. Curs acadèmic 2015-2016The pursuit happiness and well-being has extended to organizations and has been attracting increased attention throughout positive psychology research. This paper aims to review the definition, the different factors predictor of happiness and well being at work and finally it is explained how to improve happiness based in the definition and antecedents. But there is a significant lack of research on its antecedents (Chivato Pérez et al., 2011). Thus we propose that happiness at work implies positive emotions, experiences, positive attitudes (e.g. job satisfaction, affective organizational commitment), personal development and feeling of purpose and significance of the work that contribute to something worthy. To give this definition we have based on eudaimonic and hedonic approach. We have found eight factors predictors of happiness: employee performance, job characteristics, use and development of strengths, positive relationships and positive leadership behavior, positive feedback, positive experiences at work and organizational culture

Employee work passion: A theoretical review

Treball Final de Màster Universitari en Direcció d'Empreses / Master in Management. Codi: SRO011. Curs acadèmic 2017-2018Passion for work is defined as a strong inclination toward a work that one loves, find important, that is self defining, and individuals invest significant amount of time and energy. It is conceptualized as a persistent state of desire based on cognitive and affective evaluations of one’s job. According to dualistic model there are two types of passion, harmonious and obsessive passion. Work passion is a concept relatively new and has started to receive increasing attention from management scholars in the last decade. As a result this paper aims to review the definition of passion for work, identifying the main factors predictors and outcomes of passion for work. The reviewed show that the two types of passion leads to very different outcomes. There is very little research has addressed to the issues about the factors that leads to the development of a harmonious passion (Forest et al., 2012). For that reason, at the end of this study it is suggested how to improve harmonious passion in organizations based on the growth and use of personal signature of strengths that match with an attractive job design with greater autonomy, building a culture of belongingness and development and finally creating a meaningful work, this will improve employee well-being and organizational performance