The Role of Psychological Well-Being in Job Performance:
2004; Elsevier BV; Volume: 33; Issue: 4 Linguagem: Inglês
10.1016/j.orgdyn.2004.09.002
ISSN1873-3530
AutoresThomas A. Wright, Russell Cropanzano,
Tópico(s)Job Satisfaction and Organizational Behavior
ResumoLike social philosophers such as Rousseau, both business executives and organizational researchers have long been fascinated with the happy/productive worker thesis. There is a very strong practical basis for this interest. Most readers are familiar with the famous Hawthorne experiments undertaken during the 1920s and 1930s at the Western Electric Company in Cicero, Illinois. Initially undertaken to examine the role of such physical job factors as level of illumination on productivity, the studies evolved into much more, eventually securing a prominent spot in the folklore of modern management thought. In particular was the belief widely held by a number of Hawthorne researchers, including Elton Mayo and G.A. Pennock, suggesting that happiness (broadly defined) should produce better job performance. In addition, happiness provides a number of positive benefits for not only the happy individuals themselves, but also for those with whom they come in contact. Seen in this light, happiness is almost a responsibility to ourselves, to be
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