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What does it mean to Increase Personal Resources for Thriving?

Increasing personal resources for thriving involves organisational strategies that foster individuals’ motivation and ability to increase their own thriving in the workplace.

Organisations need to enable employees to have the capacity and capability to create a better work experience for themselves.

Key Strategies

Key strategies include:

  • Support job crafting for personal growth; and
  • Foster positive psychology practices.

Why is it important to Increase Personal Resources for Thriving?

Supporting employees to thrive has many benefits for businesses. Thriving employees are more confident and energised, better able to respond to challenges, and recover quicker from the demands of work.

Thriving employees are linked to sustainable individual and organisational performance, such as greater customer satisfaction and loyalty, productivity, safety, and overall profitability, and reduced turnover and absenteeism.2,3

Rather than purely focusing on measuring outcomes such as employee engagement, organisations need to take a step further and create a broader strategic action plan for fostering employee purpose and growth. This requires an organisation to take a critical look at their strategies.

Research-backed strategies to Increase Personal Resources for Thriving in your workplace

Introduce a system of practices that enable individuals to create a better work experience for themselves.

Support job crafting for personal growth

Job crafting was explored in the Prevent pillar as a strategy to prevent stress at work and a way to increase personal resources for preventing harm. Job crafting can also increase personal resources for thriving by changing the design and social environment of the job, which enhances work meaning and work identity.4 Crafting the task or relational boundaries of a job affects an employee’s understanding of the purpose of their work and how they define themselves at work. Job crafting gives employees freedom in their work, and, in turn, they will exhibit higher creativity and innovation in their role. By engaging in job crafting, employees feel more worthwhile and valuable at work, enhancing their personal growth.

Foster positive psychology practices

An example of a positive psychology practice is strengths-based development. To promote thriving in your organisation, leveraging the strengths of your employees is an important element. It can be difficult for employees to identify their strengths and leaders can assist with this process. Strengths-based development has been linked to positive business outcomes such as profitability, turnover, safety, customer satisfaction, and increases in positive psychological and organisational behaviour capacities such as hope, well-being, and confidence.5

Mindfulness is another positive psychology practice that can enhance employee outcomes in the workplace.6 Mindfulness and mindfulness-based practices is the awareness and observation of the present moment without reactivity or judgement. Literature has examined the power of mindfulness to promote well-being and thriving at work, and there are clear links between mindfulness and increased mental and physical health.7 Positive outcomes that mindfulness can have for employees at work include:

  • Improved decision-making;
  • Improved communication;
  • Improved coping with stressful events;
  • Faster recovery from stressful events;
  • Increased confidence;
  • Increased organisational citizenship behaviours;
  • Increased organisational commitment;
  • Positive leadership behaviours;
  • Increased job satisfaction;
  • Ability to perform under stress; and
  • Increased resilience.


Learn more about job crafting practices and tips to craft your own job.


Learn more about strengths-based development and tips to identify your strengths.


  1. Desrumaux, P., Lapointe, D., Ntsame Sima, M., Boudrias, J. S., Savoie, A., & Brunet, L. (2015). The impact of job demands, climate, and optimism on well-being and distress at work: What are the mediating effects of basic psychological need satisfaction? European Review of Applied Psychology, 65(4), 179-188.

  2. Spreitzer, G. M., & Porath, C. (2012). Creating sustainable performance. Harvard Business Review, 90(1), 92–99.

  3. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.

  4. Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179–201.

  5. Hodges, D.H. and Clifton, D.O. (2004). Strengths based development in practice.

  6. Glomb, T. M., Duffy, M. K., Bono, J. E., & Yang, T. (2011). Mindfulness at work. In Research in personnel and human resources management. Emerald Group Publishing Limited.

  7. Glomb, T. M., Duffy, M. K., Bono, J. E., & Yang, T. (2011). Mindfulness at work. In Research in personnel and human resources management. Emerald Group Publishing Limited.

Next step


Begin implementing the Thrive at Work Framework in your organisation.