psychological well being in job performance thomas a wright robert cropanzano n.
Skip this Video
Loading SlideShow in 5 Seconds..
Psychological Well-Being in Job Performance Thomas A. Wright & Robert Cropanzano PowerPoint Presentation
Download Presentation
Psychological Well-Being in Job Performance Thomas A. Wright & Robert Cropanzano

Loading in 2 Seconds...

play fullscreen
1 / 18

Psychological Well-Being in Job Performance Thomas A. Wright & Robert Cropanzano - PowerPoint PPT Presentation

  • Uploaded on

Psychological Well-Being in Job Performance Thomas A. Wright & Robert Cropanzano. Powerpoint by: Shadyah Almaleki M01207115. Authors Background. Thomas A. Wright B.S. Stonehill College M.S., San Francisco State University Ph.D., University of California, Berkeley

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Psychological Well-Being in Job Performance Thomas A. Wright & Robert Cropanzano' - yitro

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
psychological well being in job performance thomas a wright robert cropanzano

Psychological Well-Being in Job PerformanceThomas A. Wright &Robert Cropanzano

Powerpoint by: ShadyahAlmaleki


authors background
Authors Background

Thomas A. Wright

  • B.S. Stonehill CollegeM.S., San Francisco State UniversityPh.D., University of California, Berkeley
  • Dept. of Managerial Sciences Professor of Organizational Behavior at the University of Nevada, Reno
  • Research focuses on business ethics, employee commitment in organizations, job burnout, affect and emotion, creativity, whistle-blowing and the role of time in organizational research.
  • AMA/Organizational Dynamics Best Paper Award - 1994 (with Barry Staw) for their paper titled, "In Search of the Happy/Productive Worker: A Longitudinal Study of Affect and Performance"
authors background1
Authors Background

Russell Cropanzano

University of Colorado, Boulder :Chair of Dept. of Management & Entrepreneurship

  • Research focuses on workplace justice and behavioral ethics
  • Past editor of the Journal of Management
  • Authored two books :Organizational Justice and Human Resources Management& won the 1998 Book Award from the International Association of Conflict Management
  • The second book, Social Justice and the Experience of Emotion, was released in November of 2011
  • Winner of the 2000 Outstanding Paper Award from the Consulting Psychology Journal, the 2007 Best Paper Award from Academy of Management Perspectives, and the 2010 Best Paper Award from the Journal of Management
psychological well being in job performance
Psychological Well-Being in Job Performance
  • Central Theme:

Happiness is a valuable tool for maximizing both personal betterment & employee job performance in the workplace.

psychological well being in job performance1
Psychological Well-Being in Job Performance


  • (a) People are happy to the extent that they believe themselves to be happy.
  • (b) Happiness includes the presence of positive emotions and the absence of negative emotions
  • (c) Happiness is a global judgment. It refers to one’s life as a whole.
  • Psychological-Well Being, also referred to as emotional well-being, is the overall effectiveness of an employee’s psychological function.
psychological well being in job performance2
Psychological Well-Being in Job Performance
  • Political Advertisements
  • Public Service Announcements
  • Car Advertisements
  • Accentuate The Negative??
  • An emphasis on the positive behavior has been a surprisingly neglected topic in organizational behavior.
psychological well being in job performance3
Psychological Well-Being in Job Performance
  • A trend towards more positive advertisements is evident in the beauty industry.
  • Dove’s, “Love your body” campaign is geared toward boosting women’s self-esteem. The commercials promote the importance of inner beauty without directly pitching a product.
  • The result is that the brand is associated with trying to do something good on a personal level.
does the day of the week have an effect on job performance
Does the day of the week have an effect on job performance?


  • Employed men & women (men aged 16-64 & women 16-59 years) were interviewed.
  • Interviewers were asked to rate satisfaction levels related to promotion, total pay, relationships with supervisors, job security, job itself, work hours & ability to work on their own initiative.
  • UK study explored the relationship between the day of the week on which a survey respondent is interviewed & their self-reported job satisfaction & psychological well-being.
does the day of the week have an effect on job performance1
Does the day of the week have an effect on job performance?
  • Results
  • Men & women who were interviewed on Friday reported higher levels of job satisfaction & lower levels of mental stress than those were interviewed in the middle of the week.
job satisfaction among university faculty
Job Satisfaction among University faculty
  • Three components were tested on job satisfaction:
  • Individual attributes (gender, race, marriage, field)
  • Characteristics of faculty work (research center affiliation, industrial activity)
  • Work Context (tenure, work composition, colleague interactions, pay perceptions)
  • University professors differ in so many ways from other workers, including other highly educated professional workers, but do they differ in factors determining their job performance?
job satisfaction among university faculty1
Job Satisfaction among University faculty
  • Results
  • Faculty who agree that they are paid “what they are worth” in the market place tend to have higher levels of job satisfaction than those who do not.
  • Tenure plays a pivotal role in job satisfaction. Professors that have tenure have higher job satisfaction than those who do not or are working towards one.
  • Faculty who feel their co-workers respect them to tend to have a higher job satisfaction.
  • Married faculty members tend to have a higher job satisfaction than unmarried faculty.
  • Female faculty members tend to have lower job satisfaction levels than male faculty.
how to build a happy workforce
How to Build a Happy Workforce
  • Composition, training, &situational engineering through employee-focused, positive psychological-based interventions at work.
  • Composition involves selecting & placing people into appropriate positions.
  • Training emphasizes assisting working so that they fit their jobs more closely. Moreover, change employees by helping them learn to be happier. Examples, constructive self-talk & stress management training.
  • Situational engineering changing the environment so that it promotes, or at least does not impair worker psychological well-being.
learned optimism
Learned Optimism
  • Developed trait or style emphasizing positive thought patterns.
  • As the name indicates, employees can be trained to better utilize “learned” optimism techniques, both within & outside the work environment.
  • High levels of psychological well-being increases individuals capacity to appreciate new experiences & opportunities.
  • Research has proven that optimistic employees perform more effectively on a wide range of jobs and occupations, especially those involving significant interactions with others.

Selling is not easy, it requires great persistence in the face of seemingly constant rejection.

  • Sales agents for MetLife ranked in the top half on the optimism scale sold 37% more insurance on average in their first two years than those agents who scored in the lower half of the scale & were more pessimistic.
  • Agents who scored in the top 10% on optimism sold 88% more than those in the bottom 10%.
  • Executives at Metropolitan Life discovered that employee optimism predicted level of sales. An optimistic approach is learnable.
  • Promoting personal employee psychological well-being is an intrinsic good for which all should work.
  • Joy, exhilaration, optimism & interest all share the ability to help build an employee’s personal resource arsenal.
happiest companies in u s a
Happiest Companies in U.S.A
  • Hilton Worldwide
  • Flour
  • Johnson & Johnson
  • Nordstrom
  • BASF
  • Centex
  • United States Air Force
  • Fidelity Investments
  • Ericsson
  • Chevron
  • Pfizer
  • Credit Suisse
  • United States Department of Defense
  • Qualcomm
  • Apple
  • collected over 100,000 independent employee reviews & ranked the company with the happiest employees in 2012.
  • These reviews took into account work-life balance, relationships with bosses &co-workers & overall job environment.
  • It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change – Charles Darwin
  • Happiness is not constant but change is constant.
  • A person may not experience happiness everyday but if people can learn to adapt to change & learn to have a positive attitude regarding change they can experience happiness consistently in their personal lives, social lives & in the workplace.
  • Bozeman, B., & Gaughan, M. (2011). Job satisfaction among university faculty: Individual, work, and institutional determinants. Journal of Higher Education. 82(2), 154-186.
  • McFarland, K. (2012). Examples of positive and negative advertising. Retrieved from
  • Osland, J.S., & Turner, M. (2011). The organizational behavior reader. New Jersey. Prentice Hall.
  • Taylor, M. (2006). Tell me why I don’t like mondays: Investigating day of the week effects on job satisfactions and psychological well-being. Journal of the Royal Statistical Society. 169(1), 127-142.