THE BUSINESS CASE FOR BEING STRENGTHS FOCUSED IN THE WORKPLACE

Character strengths are ways of thinking, feeling, and behaving that come naturally and easily to a person and that enable high functioning and performance. Studies have found that people who have the opportunity to develop their strengths regularly at work experience the following benefits:

1. People who use their strengths more are happier. Studies have found they report lower levels of depression, higher levels of vitality and good mental health (Seligman et al., 2005; Gander et al., 2012; Mitchell, et al,, 2009).
2. People who use their strengths more experience less stress. Studies have found they report higher levels of positivity; and in particular the character strengths of kindness, social intelligence, self-regulation, and perspective, appear to create a buffer against the negative effects of stress and trauma (Wood et al., 2010; Park & Peterson, 2009; Park, Peterson & Seligman, 2004)
3. People who use their strengths more feel healthier and have more energy. Studies have found that greater endorsement of character strengths is associated with a number of healthy behaviors including leading an active life, pursuing enjoyable activities, and eating well (Proyer et al., 2013; Park, Peterson & Seligman, 2004).
4. People who use their strengths more feel more satisfied with their lives. Studies have found individuals who are satisfied with life are good problem-solvers, show better work performance, tend to be more resistant to stress and experience better physical health (Park, Peterson & Seligman, 2004; Proyer et al., 2011; Buschor, Pryoer & Ruch, 2013; Brdar & Kasdan, 2010; Proyer, Ruch & Buschor, 2012; Gallup, 2013a; Rath, 2007; Harter, Schmidt & Keyes, 2003).
5. People who use their strengths more are more confident. Studies have found that both strengths knowledge and strengths usage are significantly associated with self-efficacy, self- esteem, self-acceptance and self-confidence (Govindji & Linley, 2007; Minhas, 2010; Hodges & Harter, 2005).
6. People who use their strengths more experience faster growth and development. Studies have found that positive self-monitoring and strengths building are particularly suited to circumstances when you’re learning something new, something difficult, or something perceived as difficult (Kirschenbaum, et al., 1982).
7. People who use their strengths more are more creative and agile at work. Studies have found that the feelings of authenticity, vitality and concentration created by developing strengths, help people to better adapt to change, engage in more creative and proactive behaviors, pay more attention to detail, and work harder (Dubreuil, Forest, & Courcy, 2013; Harzer, & Ruch, 2014).
8. People who use their strengths more feel more satisfied and experience more meaning in their work. Studies have found that people who use four or more of their top character strengths at work are more likely to experience job satisfaction, pleasure, engagement and meaning in their work (Littman-Ovadia, & Steger, 2010; Wrzesniewski, et al., 1997, Harzer, & Ruch, 2012; Harzer, & Ruch, 2013; Peterson, et al., 2010; Littman-Ovadia, & Davidovitch, 2010).
9. People who use their strengths more are more engaged in their work. Studies have found that employees who have the opportunity to regularly use their strengths at work each day are up to six times more engaged in what they’re doing (Minhas, 2010; Gallup, 2013b; Gallup 2013c; Clifton & Harter, 2003; Crabb, 2011).
10. Managers who focus on people’s strengths experience improved team performance and greater success. Studies have found that leaders who focus on the strengths of employees benefit from lower levels of staff turnover, higher levels of productivity, more satisfied customers and greater profitability (Corporate Leadership Council, 2004; Hodges, & Asplund, 2010; Clifton & Harter, 2003; Harter, Schmidt, & Hayes, 2002).

REFERENCES

Brdar, I., & Kashdan, T. B. (2010). Character strengths and well-being in Croatia: An empirical investigation of structure and correlates. Journal of Research in Personality, 44, 151-154.

Buschor, C., Proyer, R. T., & Ruch, W. (2013). Self- and peer-rated character strengths: How do they relate to satisfaction with life and orientations to happiness? Journal of Positive Psychology, 8 (2), 116-127.

Clifton, D. O., & Harter, J. K. (2003). Investing in strengths. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (pp. 111-121). San Francisco, CA: Berrett-Koehler.

Corporate Leadership Council. (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board.

Crabb, S. (2011). The use of coaching principles to foster employee engagement. The Coaching Psychologist, 7(1), 27-34.

Dubreuil, P., Forest, J., & Courcy, F. (2013). From strengths use to work performance: The role of harmonious passion, subjective vitality and concentration. Journal of Positive Psychology. DOI: http://dx.doi.org/10.1080/17439760.2014.898318.

Gander, F., Proyer, R. T., Ruch, W., & Wyss, T. (2012). The good character at work: An initial study on the contribution of character strengths in identifying healthy and unhealthy work-related behavior and experience patterns. International Archives of Occupational and Environmental Health, 85(8), 895-904.

Gallup. (2013a). Gallup-Healthways Well-Being Index 2013. Retrieved from http://info.healthways.com/wbi2013.

Gallup. (2013b). State of the American workplace. Retrieved August 24, 2014, from http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx.

Gallup, (2013c). The State of the global workplace: Employee engagement insights for business leaders worldwide. Retrieved August 24, 2014, from http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx.

Govindji, R., & Linley, A. (2007). Strengths use, self-concordance and well-being: Implications for strengths coaching and coaching psychologists. International Coaching Psychology Review, 2 (2), 143-153.

Harter, J. K., Schmidt, F. L., & Keyes, C. L. (2003). Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies. In C. L. Keyes & J. Haidt (Eds.), Flourishing: Positive psychology and the life well-lived (pp. 205-224), Washington, D.C.: American Psychological Association.

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, 268–279.

Harzer, C., & Ruch, W. (2012). When the job is a calling: The role of applying one’s signature strengths at work. The Journal of Positive Psychology, 7(5), 362-371.

Harzer, C., & Ruch, W. (2013). The application of signature character strengths and positive experiences at work. Journal of Happiness Studies, 14(3), 965-983.

Harzer, C., & Ruch, W. (2014). The role of character strengths for task performance, job dedication, interpersonal facilitation, and organizational support. Human Performance, 27(3), 183-205.

Hodges, T. D., & Asplund, J. (2010). Strengths development in the workplace. In A. Linley, S. Harrington, & N. Garcea (Eds.), Oxford handbook of positive psychology and work (pp. 213–220). Oxford: Oxford University Press.

Hodges, T. D., & Harter, J. K. (2005). The quest for strengths: A review of the theory and research underlying the StrengthsQuest program for students. educational HORIZONS, 83, 190-201.

Kirschenbaum, D. S., Ordman, A. M., Tomarken, A. J., & Holtzbauer, R. (1982). Effects of differential self-monitoring and level of mastery on sports performance: Brain power bowling. Cognitive Therapy and Research, 6(3), 335-341.

Littman-Ovadia, H., & Davidovitch, N. (2010). Effects of congruence and character-strength deployment on work adjustment and well-being. International Journal of Business and Social Science, 1(3), 138-146).

Littman-Ovadia, H., & Steger, M. (2010). Character strengths and well-being among volunteers and employees: Toward an integrative model. The Journal of Positive Psychology, 5(6), 419-430.

Mitchell, J., Stanimirovic, R., Klein, B., & Vella-Brodrick, D. (2009). A randomised controlled trial of a self-guided internet intervention promoting well-being. Computers in Human Behavior, 25(3), 749-760.

Minhas, G. (2010). Developing realized and unrealized strengths: Implications for engagement, self-esteem, life satisfaction and well-being. Assessment and Development Matters, 2, 12-16.

Park, N., & Peterson, C. (2009). Character strengths: Research and practice. Journal of College and Character, 10 (4), 1-10.

Park, N., Peterson, C., & Seligman, M. E. P. (2004). Strengths of character and well-being. Journal of social and Clinical Psychology, 23(5), 603-619.

Peterson, C., Stephens, J. P., Park, N., Lee, F., & Seligman, M. E. P. (2010). Strengths of character and work. In Linley, A., Harrington, S., & Garcea, N. (Eds.). Oxford handbook of positive psychology and work (pp. 221-231). New York: Oxford University Press.

Proyer, R. T., Gander, F., Wyss, T., & Ruch, W. (2011). The relation of character strengths to past, present, and future life satisfaction among Ger-man‐speaking women. Applied Psychology: Health and Well‐Being, 3(3), 370-384.

Rath, T. (2007). Strengths Finder 2.0. New York, NY: Gallup Press.

Seligman, M., Steen, T., Park, N., & Peterson, C. (2005). Positive psychology progress: Empirical validation of interventions. American Psychologist, 60, 410–421.

Wood, A. M., Linley, P. A., Maltby, J., Kashdan, T. B., & Hurling, R. (2010). Using personal and psychological strengths leads to increases in well-being over time: A longitudinal study and the development of the strengths use questionnaire. Personality and Individual Differences, 50, 15-19.

Wrzesniewski, A., McCauley, C., Rozin, P., & Schwartz, B. (1997). Jobs, careers, and callings: People’s relations to their work. Journal of Research in Personality, 31(1), 21-33.

THE BUSINESS CASE FOR WELLBEING IN THE WORKPLACE

Wellbeing is our ability to feel good and function effectively at work. It is synonymous with high levels of mental and physical health (Huppert, 2008; Keyes, 2002; Ryff & Singer, 1998). Cross-sectional, longitudinal and experimental studies, high levels of wellbeing have been shown to be associated with a range of positive organizational outcomes, including:

1. Improved individual performance – Employees with higher levels of wellbeing have been found to be learn more effectively, be more creative, have better relationships, be more pro-social in their behavior, feel more satisfied in their jobs and perform better (Chida and Steptoe, 2008; Diener et al., 2010; Dolan et al., 2008; Lyubomirsky et al., 2005).
2. Up to 8 x time more engaged – By helping employees to maximize their personal resources, supporting them to function to the best of their abilities individually and collectively and producing a positive overall experience at work it appears, it is estimated employees are up to eight times more likely to be engaged when wellbeing is a priority in their workplace (New Economic Foundation, 2014; World Economic Forum, 2010).
3. Up to 3 x more productive – employees with higher levels of wellbeing are able to work longer and more effectively due to their improved goal attainment and levels of resilience. It is estimated the healthiest Australian employees are almost three times more productive than their unhealthy colleagues (Medibank Private, 2005; World Economic Forum, 2010; PwC, 2014).
4. Improved safety with a 32% average reduction in claims – Employees with higher levels of wellbeing are more likely to take early action and seek help rather than risk poor health. It is estimated workplace health programs can achieve an average of 32% reduction in workers’ compensation and disability claim costs. (Chapman, 2003)
5. Up to 30% reduction in sick leave – Healthy workers take up to 9 x less the annual sick leave absences of unhealthy workers (2 days annual sick leave compared to 18 days for an unhealthy worker). It is estimated that workplace health programs can reduce sick leave by up to 30% (Medibank Private, 2005;
   Dishman et al, 1998).
6. 4 x less likely to lose talent – Employees who take an unfavorable view of their workplace’s commitment to health and wellbeing are four times more likely to leave in the next 12 months. In contrast, 64% of those who take a favorable view indicate they are likely to stay for the next five years (World Economic Forum, 2010).
7. Based on improvements in lower absenteeism, presenteeism and health claims alone, PwC estimate that for every $1 spent on improving wellbeing, companies are likely to see a return on investment for action of $2.30 in benefits for the organization (PwC, 2014).

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Chida, Y., & Steptoe, A. (2008). Positive psychological well-being and mortality: A quantitative review ofprospective observational studies. Psychosomatic medicine, 70(7), 741-756.

Diener, E., Ng, W., Harter, J., & Arora, R. (2010). Wealth and happiness across the world: material prosper- ity predicts life evaluation, whereas psychosocial prosperity predicts positive feeling. Journal of personality and social psychology, 99(1), 52.

Dishman RK, Oldenburg BO, O’Neil H, Shephard R (1998), Worksite physical activity interventions. Ameri- can Journal of Preventative Medicine, 15, 344–61.

Dolan, P., Peasgood, T., & White, M. (2008). Do we really know what makes us happy? A review of theeconomic literature on the factors associated with subjective well-being. Journal of economic psychology,29(1), 94-122.

Huppert, F. A. (2008). Mental capital and well-being: making the most of ourselves in the 21st century.State-of-science review. Psychological wellbeing: evidence regarding its causes and consequences. SR-X2. London: Government Office for Science Foresight project.

Keyes, C. L. (2002). The mental health continuum: From languishing to flourishing in life. Journal of health and social behavior, 207-222.

Lyubomirsky, S., King, L., & Diener, E. (2005). The benefits of frequent positive affect: does happiness lead to success?. Psychological bulletin, 131(6), 803.

Medibank Private (2005). The health of Australia’s workforce , Medibank Private, Australia.

New Economic Forum (2014). Wellbeing At Work: A review of the literature. New Economics Foundation, UK.

PwC (2014) Creating a mentally healthy workplace: return on investment analysis. Retrieved from http://ww-w.headsup.org.au/docs/default-source/resources/beyondblue_workplaceroi_finalreport_may-2014.pdf.

Ryff, C. D., & Singer, B. (1998). The contours of positive human health. Psychological inquiry, 9(1), 1-28.

World Economic Forum (2010). The Wellness Imperative: Creating more effective organisations. World Economic Forum, Geneva.