Flourishing at Work

JOB FLOURISHING:
Multilevel determinants
& mechanisms
Rizqi Nur’aini A’yuninnisa
Job flourishing: Multilevel determinants & mechanisms

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2
NOT FLOURISHED
OR
EMOTION
FUNCTION
Job flourishing: Multilevel determinants & mechanisms 3

FLOURISHING
FEELING WELL FUNCTION WELL

HEDONIC WELL-BEING EUDEMONIC WELL-BEING
(Diener et al., 2010; Huppert & So, 2013; Keyes, 2002; Seligman, 2011)

HEDONIC
Emot COMPONENT
FLOURISHING ion
FLOURISHING al
AT WORK Autonomy Happiness
we
g
GOLD STANDARD Interested
ein
Relatedness
ll-b
More than just engaged and thriving! Satisfaction
gical well-b
Competence
. .
eing
Vigor/ vitality
Self-acceptance &
esteem Emotional stability
Meaning & purpose

Social contribution
ein g
Growth/ learning Social integration
o
. .
ol
Engagement Social acceptance
ch
ll- b
y
Resilience Social coherence
Ps
we
Optimism Social growth
i a l
S oc
(Bono, 2012; Diener et al., 2010; EUDEMONIC
Huppert & So, 2013; Keyes, 2002;
Rothmann, 2013; Seligman, 2011) COMPONENT

Research Gap
• Positive impacts of job flourishing

(e.g., Giolito, et al., 2020; Hone, et al., 2015; Kern et al., 2014; Redelinghuys et al., 2019)
• Individual, team, organizational attitude & performance

• Work-life balance, life satisfaction, physical health & function
• Job flourishing is still underexplored! (Fabricio et al., 2022)

Research Questions
1. The state-of-the-art research?

2. Determinants and mechanisms
(eudemonic & hedonic perspectives)?
3. Multilevel perspective?

Research Goals and Motives
• Offering conceptual and empirical

explanations on how job flourishing
unfolds.
• Providing practical recommendations on
how to promote job flourishing

Research Plan
STUDY 1
SYSTEMATIC LITERATURE REVIEW
How is the state-of-the-arts of job flourishing studies?
Empirically tested
STUDY 2 STUDY 3
SURVEY SURVEY
How could job flourishing and performance be How could job flourishing and performance be
explained by motivational processes and explained by an affective mechanism within team
mechanisms at work? a context?

STUDY 1

Study 1
SYSTEMATIC LITERATURE REVIEW

Offers insights into the state-of-
the-art research on job
RQ: How is the state-of-the-arts flourishing:
of job flourishing studies? • Theories and variables
• Conceptual multilevel model
• Research agenda

Methods (2/2)
Search strategy Inclusion criteria/ Analysis

samples
PRISMA protocol (Moher et al., 2009) Original articles; Grounded theory for
Key terms: Subjects are workers; systematic literature
TOPIC: (flourish* OR "mental health
reviews
Theory-guided
continuum" OR PERMA) (Gioia et al., 2013; Strauss & Corbin,
TOPIC: (work* OR job OR employee*) Result: 40 full-paper articles 1998; Wolfswinkel et al., 2013)
ALL: ("mental health" OR "well being")

Results (1/5)
Methodology Measures
• All quantitative • 31 Flourishing-in-life scales
• 29 cross-sectional studies • Flourishing scale (Diener et al., 2010)
80% • 9 time-lagged studies • Mental Health Continuum (Keyes, 2005)
Published • 1 diary studies • PERMA profiler (Butler & Kern, 2016)
• Design • 9 Flourishing-at-work scales
after 2019
• 39 single-level • Flourishing-at-Work-Scale (Rautenbach, 2015)
• 1 multilevel • The adaptation of Diener et al.’s flourishing
scale (Mendonça et al., 2014)
Job flourishing:
13 Multilevel determinants & mechanisms
Results (2/5)
• Theoretical frameworks explaining job flourishing
Resources-based Person-job interaction Cognitive & affective-based

theories theories theories
Job flourishing:
Results (3/5)
Person-job Other
Resources-based
interaction cognitive/affective
theories -based theories
theories
• Conservation of • Self-Determination • Goal Orientation
Resources (COR) (SDT) • The Implicit Theory
• Broaden-and-Build • Human Values • The Rumination
• Job Demands- • Person-Environment Fit Concept
Resources (JDR) • Social Exchange • The Affective Event
• Work-Home Resources • Transaction Theory of
Model Stress
• The Spillover Concept • Effort-Reward
Imbalance
Job flourishing:
Results (4/5)
• Variables explaining job flourishing
Intrinsic & Work context Person-work Health, behavioral

personal context emerging states & performance

PREDICTORS OUTCOMES
iii. Person-work emerging-state iv. Health, behavioral, &
i. Intrinsic & personal-context variables ii. Work-context variables
variables performance outcomes
Individual difference Individual-level Motivational states Health-related
Psychological capital (3/+) Job resources (3/+) Job crafting (4/+) Work engagement (3/+)
Core self-evaluation (2/+) Autonomy (1/+) Work engagement (4/+) Job satisfaction (1/+)
Occupational calling (2/+) Responsibilities (1/+) Job meaningfulness (2/+) Subjective well-being (1/+)
Growth mindset (2/+) Learning demands (1/+) Work-related stress (2/-) Burnout (1/-)
Conscientiousness (1/+) Career advancement (1/+) Organizational-based self-esteem (1/+) Behavioral & task-related
Proactive personality (1/+) Job demands (1/-) Positive work reflection (1/+) Extra-role performance (4/+)
Prosocial motivation (1/+) Emotional demand (1/-) Problem solving pondering (1/+) In-role performance (3/+)
Energy (1/+) Work pressure (1/-) Psychological detachment (1/+) Intention to leave (3/-)
Optimism (1/+) (Quantitative) job insecurity (1/-) Rumination (1/-) Counterproductive behavior (2/-)
Self-efficacy (1/+) Job insecurity (1/-)* Segmentation behavior family-to-work (1/+) Creativity (1/+)
Self-esteem (1/+) Work overload (1/-)* Workaholism (1/-) Knowledge sharing (1/+)
Valued living (1/+) Workload (1/-)* Congruent states Proactive behavior (1/+)
Mastery-approach goal orientation (1/+) Unit-level Work-family balance (2/+) Community citizenship behavior (1/+)
Mastery-avoidance goal orientation (1/+) Perceived organizational support (2/+) Person-environment fit (2/+) Organizational commitment (1/+)
(Primary) challenge appraisal (1/+) Authentic leadership (2/+) Person-job fit (1/+)
Personal values (1/+) Ethical leadership (2/+) Values fit (1/+)
Curiosity (1/+) Empowering leadership (1/+) Basic needs satisfaction (1/+)
Gender (1) Participative path goal leadership (1/+) Organizational embeddedness (1/+)
Pride (1/+) Coworker exchange (1/+) Boundary violations family-to-work (1/-)

(Primary) hindrance appraisal (1/-) Peer support (1/+)
Performance-avoidance goal orientation (1/-) Staff consultation (1/+)
Hostile attribution bias (1/-) Leadership status (1/+)
Personal-context Ethical climate (1/+)
Community embeddedness (1/+) Organizational spirituality (1/+)
Social support from family (1/+) Corporate social responsibilities (1/+)
Work-family enrichment (1/+) Linguistic ostracism (1/-)
Family hassles (1/-) Social burden (1/-)
Bullying (1/-)
Note. The parentheses contain information about the number of studiesthat examined the given variables and the results of the hypothesis testing:
(+) = positively related, (-) = negatively related.
The variables in italics were studied frequently; those in bold provided strong evidence of an association with job flourishing, the magnitude range of the relationship is given.
*) the results should be considered cautiously due to the presence of non-significant findings.

Multilevel conceptual model of Job flourishing
Work-Context Unit
Unit Health, Behavioral, &
Variables Unit
Emerging-State Performance
(Resources/demands) Job Flourishing
Unit
• Unit-level
Variables Outcomes
level
Individual • Individual-level
level
MOTIVATION
Intrinsic & Personal- Person-Work Individual

Emerging-State Health, Behavioral, and
Context Variables Variables
(Resources/demands) Individual Performance
(Resources/demands)
Job Flourishing Outcomes
Sense- • Congrue • Motivation • Health-related
• Individual difference making of nt states al states • Behavioral &
• Personal context experience task-related
s at work
Motivation-activation
Notes. The emphasis of each category of theories are:
Resources-based theories: the role of resources in affecting “motivation” (P1, P2, P3a, P3c).
Person-job interaction theories: the role of emerging congruent states in activating “motivation” (P2, P3b, P3c).
Cognitive/affective-based theories: the role of sense-making processes in the dynamics of “motivation” (P3a, P3b, P3c).
Linkages between the same variables at individual and unit-level (i.e., reference-shift or emergence)

Future research agenda
• Test the multilevel model of job flourishing

• Utilize non-cross-sectional quantitative or
qualitative designs
• Use/develop more precise operationalization of
job flourishing
• Explore the dynamics of job flourishing

STUDY 2

Study 2
STUDY 2
TWO-WAVE-MULTILEVEL SURVEY RQ: How could job flourishing
and performance be explained by
motivational processes and
mechanisms at work?
The “eudemonic” antecedents

and mechanisms of job
flourishing

Theory
Nourishing/
Self- thwarting work-
determination contextual
theory (SDT) variables
Individual Basic needs
(Deci et al., 2017) satisfaction/
difference autonomous
variable Instrumental
motivation
leadership
Autonomous
Psychological capital motivation Job Job
(PsyCap) flourishing performance
Job
demands- Job crafting
Emotional
resources demands
Personal/job
(JDR) theory resources
Motivation states
(Bakker &
Demerouti, 2017)
Job demands
Job flourishing:
Hypothesized Model
Instrumental
leadership (T1)
UNIT LEVEL
(Level 2)
INDIVIDUAL FOLLOWER LEVEL H2a (+)
(Level 1)
Autonomous Self-rated job
motivation (T2) performance (T2)
H3a (-)
H1 (+) Job flourishing

PsyCap (T1) H4 (+)
(T2)
H3b (+)
Leader-rated job
Job crafting (T2)
performance (T2)
Emotional H2b (+)

demands (T1)
Job flourishing:
Methods (1/2)
Time-lagged design
2-wave survey among teachers & their leaders (school principals)
4-6 weeks gap
260 primary schools in Yogyakarta, Indonesia was invited

179 schools participated in Time 1 survey (68.84% response rate)
173 schools participated in Time 2 survey (96.65% retention rate)
Valid responses:
169 school principals (97.69%)
1,227 teachers (98.48%)
Job flourishing:
Methods (2/2)
• Psychological capital (Time 1) • MSEM using Mplus
• 12 items (Luthans et al., 2007) • Monte Carlo
• Instrumental leadership (Time 1) simulation via open
• 8 items (Antonakis & House, 2014) software R to test the
• Emotional demands (Time 1) indirect effect
• 7 items (Van Veldhoven & Meijman, 1994; Bakker et al.,
2003)
• Autonomous motivation (Time 2)
• 6 items (Gagné et al., 2015)
• Job crafting (Time 2)
• 10 items (Petrou et al., 2012; Slemp & Vella-Brodick, 2013)
• Job flourishing (Time 2)
• 13 items (Rautenbach & Rothmann, 2017)
• Job performance (Time 2)
• 3 items (Gibson et al., 2009)
Job flourishing:
Result (1/2)
Instrumental
UNIT LEVEL
leadership (T1)
(Level 2)
INDIVIDUAL FOLLOWER LEVEL H2a
(Level 1) Indirect effect 0.08*** (.01),
95% CI (0.056 to 0.104)
-0.27* (.11)
H3a Autonomous Self-rated job
motivation (T2) performance (T2)
0.24*** (.03)
0.34*** (.03)
0.16*** (.04)
H1 0.16*** (.03)
PsyCap (T1) Job flourishing (T2) H4
0.04 (.03), ns
0.30*** (.03) 0.22*** (.03)
H3b
Leader-rated job
-0.06 (.04), ns Job crafting (T2)
performance (T2)
Indirect effect 0.07*** (.01),
Emotional 95% CI (0.047 to 0.008)
demands (T1) H2b

Result (2/2)
The moderating effect of instrumental leadership (IL) on
the relationship between PsyCap and autonomous
motivation
• Cross-level effect (B = -0.27, p < 0.05)
• IL explained 14.75% of the between unit variation in the

effect of PsyCap on autonomous motivation.
• Conditional indirect effect

• Low IL (B = 0.15, 95% CI [0.082 to 0.213])
• High IL (B = 0.02, 95% CI [-0.038 to 0.074])
• Conditional total effect of PsyCap on job flourishing

through IL
• Low IL (B = 0.30, 95% CI [0.224 to 0.383])
• High IL (B = 0.18, 95% CI [0.097 to 0.250])
Instrumental leadership serves as a compensatory resource

for followers with low PsyCap

Finding
Determinants & mechanisms of job flourishing: Eudemonic Perspective
Job demands-resources theory

Motivational mechanisms
Self-determination theory
Work context (team level)

Instrumental leadership
Intrinsic & personal context Person-work emerging states Health, behavioral & performance
Psychological capital ➢Autonomous motivation Job flourishing Job performance
➢Job crafting

STUDY 3

Study 3
STUDY 2
TWO-WAVE-MULTILEVEL SURVEY RQ: How could job flourishing
and performance be explained by
an affective mechanism within
team a context?
The “hedonic” antecedents and

mechanisms of job flourishing

Theory: Job demands-resources (JD-R)
• Job resources instigate motivational process which promote job outcomes
(flourishing and performance)
Positive team
emotional climate
Job resources
Leader emotional Job flourishing

intelligence
+ Mechanism? Job
performance
Personal Emotional
resources intelligence
(Bakker & Demerouti, 2017)
Job flourishing:
31 | Multilevel determinants
Theory & Hypotheses (1/3) & mechanisms
Theory: Social Cognitive Theory (SCT)
• Reciprocal relationship among three aspects: behaviors, personal, environmental factors
• People are motivated to perform behaviors through: vicarious learning, social persuasion
Positive team
Environmental
emotional factor
climate
Social persuasion
Leader ➢ Personal factor

Environmental Emotional
emotional ➢ Behaviors
factor Modeling & vicarious learning intelligence
intelligence
(Bandura, 1977; Wood & Bandura, 1989)
Job flourishing:
Hypothesized Model
Positive team Using JD-R Theorization
emotional Using SCT Theorization
UNIT LEVEL climate (T2)
(Level 2)
INDIVIDUAL LEVEL
(Level 1) Job flourishing
H4 (T2)
H1a
Perceived leader Self-rated
Emotional
emotional Job performance
intelligence (T1) H1b(i)
intelligence (T1) (T2)
Direct effect: H2b(ii) H1b(ii)
Indirect effect: H3b(ii) Leader-rated
Job performance
(T2)
Direct effect: H2b(i)
Indirect effect:H2b(i)
Direct effect: H2a

Indirect effect: H3a
Job flourishing:
Methods (1/2)
Time-lagged design
2-wave survey among teachers & their leaders (school principals)
4-6 weeks gap
260 primary schools in Yogyakarta, Indonesia was invited

179 schools participated in Time 1 survey (68.84% response rate)
173 schools participated in Time 2 survey (96.65% retention rate)
Valid responses:
169 school principals (97.69%)
1,227 teachers (98.48%)
Job flourishing:
Methods (2/2)
• Perceived leader EI & Follower EI (Time 1)
• 16 items (Wong & Law., 2002)
• Positive workgroup emotional climate (Time 2)
• 7 items (Liu et al., 2014)
• Job flourishing (Time 2)
• 13 items (Rautenbach & Rothmann, 2017)
• Job performance (Time 2)
• 3 items (Gibson et al., 2009)
Job flourishing:
Results (1/2)
Positive team
emotional
climate (T2)
UNIT LEVEL
(Level 2)
INDIVIDUAL LEVEL
(Level 1) Job flourishing
0.17* (0.064)
(T2)
0.12*** (0.031)
Perceived leader’ Self-rated
Emotional
emotional Job performance
intelligence (T1) 0.36*** (0.04)
intelligence (T1) (T2)
Direct effect: 0.04, ns (0.023) 0.02, ns (0.03) Leader-rated
Indirect effect: 0.01, ns (0.009)
Job performance
(T2)
Direct effect: 0.18*** (0.033)
Indirect effect: 0.11*** (0.015)
Direct effect: 0.15*** (0.026)

Indirect effect: 0.036*** (0.015)
Job flourishing:
36 | Multilevel
Results (1/2) determinants & mechanisms
Results (2/2)
7
6 The moderating effect of positive team

emotional climate (TEC) on the relationship
5
between perceived leader’s EI (LEI) & follower EI
Low Positive
4
TEC
EI
3
High Positive • Cross-level effect (B = 0.17, p = 0.01)
TEC
2 • Positive TEC strengthen the effect of LEI on EI
1
Low LEI High LEI
Positive TEC and leader EI altogether serve as a

complementary job resources for employees
Job flourishing:
37 | Multilevel
Results (2/2) determinants & mechanisms 37
Finding
Determinants & mechanisms of job flourishing: Hedonic Perspective
Affective mechanisms
Job demands-
resources theory
Work context (team level)
Health, behavioral & Social cognitive
Team emotional climate performance
Job performance
theory
Work context (individual level) Intrinsic & personal context

Leader emotional intelligence Emotional intelligence Job flourishing

Contributions (1/3)
1. Conceptualization and theoretical

understanding
• Job flourishing as the gold standard of well-
being at work
• Comprising eudemonic & hedonic
components of well-being
• Featuring emotional, social, and
psychological well-being

Contributions (2/3)
2. Determinants and mechanisms

• Personal resources → essential
• Job resources → compensatory
• Eudemonic perspectives → motivational mechanisms
• Hedonic → affective/cognitive mechanisms

Contributions (3/3)
3. Multilevel perspective
• Leaders play a pivotal role
• Group mates/peers offers a boosting effect

Conclusion
• Job flourishing is an ultimate well-being state at

work
• Determined by (resourceful) individual factors
• Can be compensated and boosted by
(resourceful) work-context factors
• Multilevel phenomenon in the organization

Publications
• Study 1 has been published in Current Psychology
• A'yuninnisa, R. N., Carminati, L., & Wilderom, C. P. M. (2023). Job flourishing research: A
systematic literature review. Current Psychology. Advance online publication.
https://doi.org/10.1007/s12144-023- 04618-w
• Study 3 has been published in Frontiers in Organizational Psychology
• A'yuninnisa, R. N., Carminati, L., & Wilderom, C. P. M. (2024). Promoting employee flourishing
and performance: the roles of perceived leader emotional intelligence, positive team
emotional climate, and employee emotional intelligence. Frontiers in Organizational
Psychology, 2:1283067. doi: 10.3389/forgp.2024.1283067.
• The dissertation can be accessed through
https://research.utwente.nl/en/publications/job-flourishing-multilevel-
determinants-and-mechanisms

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JOB FLOURISHING:

Rizqi Nur’aini A’yuninnisa

Job flourishing: Multilevel determinants & mechanisms

ⓘ Start presenting to display the poll results on this slide.

Job flourishing: Multilevel determinants & mechanisms 3

FEELING WELL FUNCTION WELL

Job flourishing: Multilevel determinants & mechanisms 4

Meaning & purpose

Job flourishing: Multilevel determinants & mechanisms 5

• Positive impacts of job flourishing

• Individual, team, organizational attitude & performance

• Job flourishing is still underexplored! (Fabricio et al., 2022)

Job flourishing: Multilevel determinants & mechanisms 6

1. The state-of-the-art research?

Job flourishing: Multilevel determinants & mechanisms 7

• Offering conceptual and empirical

Job flourishing: Multilevel determinants & mechanisms 8

Job flourishing: Multilevel determinants & mechanisms 9

Job flourishing: Multilevel determinants & mechanisms 10

SYSTEMATIC LITERATURE REVIEW

Job flourishing: Multilevel determinants & mechanisms 11

Search strategy Inclusion criteria/ Analysis

Job flourishing: Multilevel determinants & mechanisms 12

• Theoretical frameworks explaining job flourishing

Resources-based Person-job interaction Cognitive & affective-based

• Variables explaining job flourishing

Intrinsic & Work context Person-work Health, behavioral

Job flourishing: Multilevel determinants & mechanisms 16

Pride (1/+) Coworker exchange (1/+) Boundary violations family-to-work (1/-)

Job flourishing: Multilevel determinants & mechanisms 17

Intrinsic & Personal- Person-Work Individual

Job flourishing: Multilevel determinants & mechanisms 18

• Test the multilevel model of job flourishing

Job flourishing: Multilevel determinants & mechanisms 19

Job flourishing: Multilevel determinants & mechanisms 20

The “eudemonic” antecedents

Job flourishing: Multilevel determinants & mechanisms 21

H1 (+) Job flourishing

Emotional H2b (+)

260 primary schools in Yogyakarta, Indonesia was invited

Job flourishing: Multilevel determinants & mechanisms 26

• Cross-level effect (B = -0.27, p < 0.05)

• IL explained 14.75% of the between unit variation in the

• Conditional indirect effect

• Conditional total effect of PsyCap on job flourishing

Instrumental leadership serves as a compensatory resource

Job flourishing: Multilevel determinants & mechanisms 27

Job demands-resources theory

Work context (team level)

Job flourishing: Multilevel determinants & mechanisms 28

Job flourishing: Multilevel determinants & mechanisms 29

The “hedonic” antecedents and

Job flourishing: Multilevel determinants & mechanisms 30

Leader emotional Job flourishing

Leader ➢ Personal factor

(Bandura, 1977; Wood & Bandura, 1989)

Direct effect: H2a

260 primary schools in Yogyakarta, Indonesia was invited

Direct effect: 0.15*** (0.026)