Increase Personal Resources for Thriving
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 include:
- Support job crafting for personal growth; and
- Foster positive psychology practices.
Why is it important to Increase Personal Resources for Thriving?
Supporting employees too 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.1
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 involves an employee themselves shaping the way they do their work, in a way that makes their job more engaging and meaningful.4 Job crafting occurs when an individual alters aspects of their own tasks in order to improve the fit between their work and their individual preferences.
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
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.
Spreitzer, G. M., & Porath, C. (2012). Creating sustainable performance. Harvard Business Review, 90(1), 92–99.
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.
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.
Hodges, D.H. and Clifton, D.O. (2004). Strengths based development in practice.