“…Top-down theories of SWB such as the dynamic equilibrium model (Headey & Wearing, 1989) suggest that personality is a critical factor, potentially as a tendency to experience situations in a positive or negative way (Diener, 1984), or to return SWB to an equilibrium after life events have disturbed the balance (DeNeve & Cooper, 1998). These top-down approaches to SWB suggest that personality may influence the relationships between circumstances and outcomes, as well as having direct effects themselves (Brief, Butcher, George, & Link, 1993). In the case of organisational well-being, interaction theories could be interpreted to suggest that as well as having a direct effect, personality factors may influence the extent to which demands, effort, control, or reward have their effects on well-being.…”