an article by Despoina Xanthopoulou (University of Crete, Greece), Arnold B Bakker (Erasmus University Rotterdam) and Remus Ilies (National University of Singapore) published in Human Relations Volume 65 Number 9 (September 2012)
Abstract
Even workers who are generally happy at work can suffer short-term losses of enthusiasm and fulfilment. Short-term fluctuations matter because they can better explain work-related well-being (e.g. work engagement, flow, positive affect or passion), employees’ relations with other people at work (e.g. co-workers, clients), life outside work, and ultimately productivity.
This article reviews what we know about short-term variations in employee well-being and highlights new theoretical assumptions and results from the seven articles in this special issue.
The articles identify key psychological mechanisms involved in explaining within-person changes in well-being, including the ways in which people appraise events at work, the importance of humour, the sense of hope, and the balance between skills and challenges. Interventions that offer leadership training and cultivate signature strengths at work can also be effective in enhancing employee well-being. Boosting short-term well-being can make a big difference to employees and organizations.
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