How Best-Self Activation Influences Emotions, Physiology and Employment Relationships

Cable, Daniel M.; Lee, Jooa Julia; Gino, Francesca; Staats, Bradley R.

doi:10.2139/ssrn.2662057

Cited by 19 publications

(23 citation statements)

References 104 publications

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“…Strengths use is generally associated to a sense of meaning at work (Harzer and Ruch 2013;Littman-Ovadia et al 2017;Littman-Ovadia and Steger 2010), and some studies suggest that strengths identification and development could encourage work to be perceived as a vocation (Harzer and Ruch 2016). In addition, strengths use in the workplace is also generally related to positive experiences, such as satisfaction, pleasure, and commitment (Harzer and Ruch 2013), as well as to positive emotions such as joy, pride or enthusiasm (Cable et al 2015;Littman-Ovadia et al 2017), which in turn may have a positive impact on well-being (Meyers and Van Woerkom 2017). Strengths identification, use, and development in the workplace also tends to promote work engagement (Cable et al 2015;Littman-Ovadia et al 2017;Van Wingerden and Van der Stoep 2018;, psychological well-being (Forest et al 2012), and life satisfaction (Dubreuil et al 2016).…”

Section: Resultsmentioning

confidence: 99%

Strength Use in the Workplace: A Literature Review

et al. 2019

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The objective of the present article is to review the literature on strengths use and development in the workplace. This review (1) presents a summary of the outcomes of strengths use in organizations, and (2) proposes a general intervention model facilitating strengths development in the workplace. A systematic review was used to summarize the outcomes of studies on strengths use at work, whereas a narrative review was employed to examine the main strengths development interventions available, and to propose an integrative model. Results indicate that strengths use is associated with job satisfaction, work engagement, well-being, and work performance. Furthermore, scholars and professionals use similar intervention strategies that can be summarized in a five-step integrative model to promote strengths development in organizations. We discuss the theoretical and practical implications, as well as avenues for future research.

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Section: Resultsmentioning

confidence: 99%

Strength Use in the Workplace: A Literature Review

et al. 2019

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“…Strengths-based performance appraisal helps workers in raising awareness of their own strengths by paying attention to and expressing appreciation for their unique qualities. Research has indicated that particularly feedback from others regarding ones strengths at the times when one is at his or her best is effective in raising strengths awareness (Cable et al, 2015). This may be partly so because this feedback produces strong positive emotions, thereby inducing changes in self-knowledge (McAdams, 1988;Poole et al, 1989).…”

Section: Strengths-based Performance Appraisalmentioning

confidence: 99%

“…Encouraging subordinates to express their strengths that are an integral part of their authentic self, also makes them feel more identified and socially integrated (Swann et al, 2000;Polzer et al, 2002;Cable et al, 2015), leading to positive relationships (Cable et al, 2013). Moreover, highlighting employees' strengths beyond the immediate job description signals a less transactional relationship thereby strengthening the bond between both parties (Robinson, 1996;Cable et al, 2015). When the supervisor and the subordinate know each other well, the positive character of the interview might help to enhance and deepen their relationship, whereas when the supervisor and the subordinate do not know each other well, it offers an opportunity to get to know each other (Kluger and Nir, 2010).…”

Section: The Mediating Role Of Perceived Supervisor Supportmentioning

confidence: 99%

“…Although SDT posits three basic psychological needs, i.e., the need for autonomy, competence, and relatedness, in this study, we focused in particular on the need for relatedness, given the strongly interpersonal nature of the performance appraisal ( Reinke, 2003 ). Strengths-based performance appraisals foster the need for relatedness by encouraging subordinates to express their authentic self ( Roberts et al, 2005 ; Cable et al, 2013 ), thereby making them more identified and socially integrated ( Swann et al, 2000 ; Polzer et al, 2002 ; Cable et al, 2015 ). This increases the chance that their supervisor will see them as they see themselves, leading to positive relationships and higher levels of perceived supervisor support (PSS; Cable et al, 2013 ).…”

Section: Introductionmentioning

confidence: 99%

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The Effect of Strengths-Based Performance Appraisal on Perceived Supervisor Support and the Motivation to Improve Performance

Woerkom

Kroon

2020

Front. Psychol.

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Strengths-based performance appraisal focuses on identifying, appreciating, and developing employee's qualities in line with the company goals. Based on selfdetermination theory (SDT), we hypothesized that strengths-based performance appraisals will bring about a stronger motivation to improve (MTI) performance, by making subordinates feel supported by their supervisor and thereby fulfill their need for relatedness. Moreover, we hypothesized that strengths-based performance appraisal will reduce the threat to the relationship between supervisor and subordinate when the performance rating is relatively low. To investigate our hypotheses, we distributed a questionnaire to employees working for a large Dutch consultancy firm right after their yearly appraisal (N = 422) and linked the questionnaire data to their official performance ratings. Conditional process analysis indicated that strengths-based performance appraisal had a positive effect on perceived supervisor support (PSS), and in turn on MTI performance. Furthermore, the effect of strengths-based performance appraisal was particularly strong, when the performance rating was relatively low. Our findings may inspire future research into strengths-based performance appraisal as a relational approach to employee development.

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“…Overall, the strengths-based approach offers a coherent theoretical framework and methodological consistency to the delivery of coaching in organizations (Mackie 2014). However, in spite of the potential benefits that strengths-based coaching can bring to organizations (Linley et al 2009), only a few studies have proposed and tested strengthsbased interventions in work settings (Cable et al 2013(Cable et al , 2015Dubreuil et al 2016;Harzer and Ruch 2016;Hodges and Asplund 2010;Lee et al 2016;Meyers and van Woerkom 2017;Page and Vella-Brodrick 2010). Thus, further development of an evidence-based framework and empirical research on this approach are needed, especially with non-executive employees.…”

Section: Strengths-based Coaching As a Positive Psychological Intervementioning

confidence: 99%

Facilitating Work Engagement and Performance Through Strengths-Based Micro-coaching: A Controlled Trial Study

2019

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In spite of the potential benefits that strengths-based coaching can bring to organizations, basic questions remain regarding its impact on work engagement and job performance specially among non-executive employees. In a controlled trial study, 60 employees from an automotive industry company participated in a strengths-based micro coaching program over a period of five weeks. The intervention followed a strengths-based coaching approach, grounded in the identification, development, and balanced use of personal strengths to foster positive outcomes. Mixed methods, using quantitative and qualitative measures, were taken. Both the participants and their supervisors completed pre, post, and follow-up questionnaires, and the results indicated that the intervention program was successful in increasing all the study variables after finishing the program. The results also showed the durability of the effects on the outcome variables over time (follow up). Qualitative data supported the study hypotheses. Through open questions inquiring about the outcomes of the program, the participants stated that it helped them to increase performance and well-being. Practical implications suggest that this program can be a valuable short-term applied positive psychology intervention to help employees increase their work engagement and performance and promote optimal functioning in organizations.

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How Best-Self Activation Influences Emotions, Physiology and Employment Relationships

Cited by 19 publications

References 104 publications

Strength Use in the Workplace: A Literature Review

Strength Use in the Workplace: A Literature Review

The Effect of Strengths-Based Performance Appraisal on Perceived Supervisor Support and the Motivation to Improve Performance

Facilitating Work Engagement and Performance Through Strengths-Based Micro-coaching: A Controlled Trial Study

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