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Well-being: the Ultimate Criterion for Organizational Sciences

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Abstract

For too long, organizational science has implicitly or explicitly endorsed job performance as the ultimate criterion (or the bottom line for organizational performance). We propose that a broader vision of well-being—or optimal functioning—should be the ultimate criterion. This conceptualization does not preclude performance but rather encompasses performance while including many other important aspects excluded from a narrow and limiting performance perspective. We present and build on historical and current perspectives that point toward the centrality of well-being (e.g., Psychology of Working, Critical Studies, Humanitarian Work Psychology, Occupational Health Psychology, and Positive Organizational Scholarship). The complexification of the ultimate criterion for well-being includes multiple perspectives, domains, and levels that have synergies and tensions. We believe this complexity adds increased rigor and realism that advances both our science and practice. A focus on well-being is also aligned with the broader field of psychology and societal concerns.

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Notes

  1. We use the term worker well-being rather than employee well-being to be as inclusive of individuals who work in non-traditional and non-formal organizational settings. This is also aligned with the CDC/NIOSH terminology of worker in Total Worker Health.

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Authors and Affiliations

  1. Department of Psychological Sciences, Purdue University, 703 Third Street, West Lafayette, IN, 47907, USA

    Louis Tay

  2. Lake Forest College, Lake Forest, USA

    Cassondra Batz-Barbarich

  3. Portland State University, Portland, USA

    Liu-Qin Yang

  4. Georgia Institute of Technology, Atlanta, USA

    Christopher W. Wiese

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Tay, L., Batz-Barbarich, C., Yang, LQ. et al. Well-being: the Ultimate Criterion for Organizational Sciences. J Bus Psychol 38, 1141–1157 (2023). https://doi.org/10.1007/s10869-023-09908-5

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